Organizational Development: A Manual for Managers and ... - FPDL

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Part 4 Overall organization and documentation of the audit process Contract Before starting any preparations contract should be made, where the following items must be specified: • Responsibilities of the parties, • Scope of the audit and results of the audit; • Date of the audit (detailed schedule might be created later); • Possibility for the auditors to access the necessary documents; • Confidentiality requirements. A contract should be made between the audit contractor and the audit group. Audit objectives, scope Audit objectives (what should be achieved) and scope (auditing of all subdivisions, some of the subdivisions, all activities, or some specific activities) should be clearly specified in the contract or some additional document. Representative The audited local administration shall appoint the person responsible for facilitating auditing process: arrange meetings; provide the working place for the auditors etc. Schedule Detailed schedule of all activities should be prepared before starting the audit. Detailed schedule should include: • List of all audit activities • Duration of all audit activities • Responsible persons for all audit activities from both sides • Precision of the schedule should be in days, and for the interview stage – in hours. Questionnaires According to the schedule questionnaires are distributed and collected by the audit group. Questionnaires should be distributed for the employees 1-2 weeks before starting interviews. Backing of the top management through a memo or written order is considered important, because otherwise it could be perceived by the personnel as unimportant activity and answers might not be collected on time. Information of involved personnel All employees involved in the audit (interviewees) should be informed by the municipality representative about the audit, its objectives and the schedule. Written memo or order by the head of administration might be important stating the compulsory character of participation of all employees on specified time. Interviews Prior to interviews in every subdivision it is recommended to make a brief meeting with all employees, where the auditors would introduce themselves, schedule of the interviews and audit objectives (10 to 15 minutes). Processing of collected information After the interview stage collected information is analysed and corrected if necessary. Therefore the audit plan should foresee dates, when the auditors will go back to the audited subdivisions to clarify any issues left out or missed during the interviews. 190
Draft audit report After the interview stage and analysis of collected information, the auditors should prepare the audit report. A draft audit report should be reviewed with the head of the audited departments. Auditors should take into account heads’ opinions about the precision and correctness of the collected information. The review is needed to avoid the questions about correctness of the collected information during the presentation of the audit report, because even a relatively unimportant mistake may raise suspicion about the credibility of the whole audit report. Final audit report A final audit report is presented to the top officials of the local government. It is recommended to present the audit report in a broader meeting of the local administration staff, because it facilitates any actions of improvement based on issues indicated in the audit report. 191
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FPDL- Partners for Local Developmen
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Table of Contents Pages Preface and
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Chapter 2.4 Internal Relations Mana
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scientists (psychologists, sociolog
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Part I. Key Aspects of Organization
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non-linear, such systems permanentl
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Coherence comes directly from both
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Substructures Interrelations betwee
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Self-emerging order Synergetics hel
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conscious) activity as separate fro
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• A healthy organization defines
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Chapter 1.2 Basic Modes of Behaviou
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This dynamic response of the struct
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One can find very different names f
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Picture 4. Potential goals and traj
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Thus, the zone of rational behaviou
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Innovative behaviour For human orga
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director when placed in a different
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The art of management lies in the a
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example, under a middle-controller,
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uying expanding memory of computers
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Chapter 1.4 Structure and Procedure
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adhocracy usually involves project
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managers, who sincerely believed th
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A few months ago, the Klaipeda Coun
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But some survived. One can find now
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When it finds itself in a zone of d
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Recognition of a signal from anothe
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The sequence of artificial signals
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Communication barriers The process
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Chapter 1.6 Interaction and Coopera
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Picture 10. The games we play. The
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eginning, but as they become accust
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Win А +110, -50 +100, +50 +70, -60
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aggression can make the trajectory
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Chapter 1.7 Landscape for Developme
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Landscape If the factors that creat
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Chapter 1.8 Key Functions of an Org
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Providing quality services is much
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Customers in general can be classif
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Chapter 2.1 Problem Solving Indeed,
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esources to cure these consequences
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some managers, seeking opportunitie
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or involved in the implementation p
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However, usually this does not help
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Chapter 2.2 External Relations Mana
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them. They do not need any particul
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ecognized yet - others may be recog
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Any organization has specific capab
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CRM ensures a better understanding
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customer needs. Thus, ‘product my
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Internal failure costs include wast
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The second barrier of this kind is
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o ISO 9004:2000 provides guidelines
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excellent performance, and 2) ‘re
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of ‘concepts’ only. Some organi
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well is a kind of mental disease. T
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do something is definitely on the s
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equired level, or not. It does not
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• Team keeps in its hands all nec
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Scott and Jaffe give a very good de
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Business Process Reengineering It m
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• Focusing on developing around p
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In a world without chaos, the survi
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The behaviour of an organism depend
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• Systems Thinking - a way of thi
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• Justifying Concepts (involves
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Only proper selection of members fo
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present IQM concept as a “set of
Page 139 and 140: The minimum specifications of place
Page 141 and 142: action by its hypothesis that a cer
Page 143 and 144: follow and control it every moment
Page 145 and 146: Thus, the whole strategic managemen
Page 147 and 148: whole must do it, if it is a self-o
Page 149 and 150: The challenge lies in the fact that
Page 151 and 152: But these changes would not happen
Page 153 and 154: Picture 24. What training can addre
Page 155 and 156: neighbours. But he will never know
Page 157 and 158: Training design and delivery Traini
Page 159 and 160: checkpoints, turning points, bifurc
Page 161 and 162: Literature 1. Beach L.R. (1997) The
Page 163 and 164: 38. Horovitz J. (2004) Service Stra
Page 165 and 166: SUPPLEMENT 1 Open Society Institute
Page 167 and 168: Part 1 Introductory theoretical fra
Page 169 and 170: A specific pro and contra managemen
Page 171 and 172: Examination of the legislative docu
Page 173 and 174: other department or not provided at
Page 175 and 176: Auditing procedure Diagram 5 Auditi
Page 177 and 178: Answers to this question will vary
Page 179 and 180: • What is the underlying principl
Page 181 and 182: odies have a different direct manag
Page 183 and 184: First of all, during the interviews
Page 185 and 186: • Please name your direct chief(s
Page 187 and 188: All descriptions must be agreed wit
Page 189: We leave issues related only with t
Page 193 and 194: Supplement 2 Local Government and P
Page 195 and 196: particular training proposals? Whic
Page 197 and 198: 1.Objectives 1.1 PROBLEM. As any co
Page 199 and 200: espect of capacity, may come throug
Page 201 and 202: communication. The resonance with t
Page 203 and 204: For example, the objective of the c
Page 205 and 206: co-operate will be frustrated and g
Page 207 and 208: 9. Tools 9.1 WARMING UP AND TUNING
Page 209 and 210: Then trainees may agree to believe
Page 211 and 212: Third - the cases should not be too
Page 213 and 214: course of training. Therefore, it i
Page 215 and 216: entertainment. Normal process of tr
Page 217 and 218: Nevertheless, sometimes trainer can
Page 219 and 220: SUPPLEMENT 3 FORMS AND QUESTIONNAIR
Page 221 and 222: ___________________________________
Page 223 and 224: Organization of Control 1. What is
Page 225 and 226: Interaction and Cooperation 1.What
Page 227 and 228: Problem Diagnosis 1. What is the or
Page 229: 7. Which goal should be set now as
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