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

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List of literature: Allan J. Sayle (1997) Management Audits.- Brighton: Allan Sayle Associates. Barrett, Pat (1997) “Performance standards and evaluation”. In: Australian Journal of Public Administration, Vol. 56, Issue 3. Brennan, Carol and Alex Douglas (1998) “Developing a process model for standard setting in local government services”. In: Managing service quality, Vol.8, Number 4. Curry, Adrienne and David Herbert (1998) “Continuous improvement in public services – a way forward”. In: Managing Service Quality, Vol 8, Number 5. Donnelly, Mike (1999) “Making the difference: quality strategy in the public sector” In: The TQM Magazine, Vol.9, Number 1. Hammons, James O., John W Murry, Jr. (1998) “Auditing the quality of management in the community college”. In: Community College Journal of Research & Practice, Vol. 22, Issue 2. Harrington, H. James, Erik K.C. Esseling and Harm van Nimwegen (1997) Business process improvement workbook. New York: McGraw-Hill. Lonsdale, Jeremy (2000) “Developments in value – for – money audit methods: impacts and implications”. In: International Review of Administrative Sciences, vol.66 Navaratnam, K.K. (1994) “Quality assurance audits in technical and further education”. In: Total Quality Management, Vol. 5 Issue 4. Packard, Thomas (2000) “The Management Audit as a Teaching Tool in Social Work Administration”. In: Journal of Social work Education, Vol.36, No.1 Soos, Gabor (2001) Indicators of Local Democratic Governance Project: Concepts and Hypotheses. Budapest: LGI/OSI. Soos G., Toka G., Wright G. (Eds) (2002) The State of Local Democracy in Central Europe. Budapest: LGI/OSI. Spangenberg, H.H., C.C. Theron (1997) “Developing a performance management audit questionnaire”. In: South African Journal of Psychology, Sep97, Vol. 27 Issue 3. 192
Supplement 2 Local Government and Public Service Reform Initiative (LGPSRI OSI) Centre for Local Government Studies, SPTC, Klaipeda, LITHUANIA Methodological recommendations on training Design and delivery for local governments in CEE and CIS These recommendations are elaborated with the view to contribute in the process of training practice development at the institutions active in providing in-service training for local officials in East European countries. They are based on the findings of “In-service Training Research Project in Lithuania”, which was supported in 1997 by Local Government and Public Service Reform Initiative of the Open Society Institute. Recommendations do not cover all aspects of training and do not pretend to be the final truth; they just reflect authors opinion based on the research made in 1996-97 and their personal experience as trainers at the School of Democracy and Administration in Nida. The School was active since 1991 in providing in-service training for local officials and training of trainers for representatives of several countries of post-SU region. The review of literature on the topic was not undertaken within the project. Authors do not intend to fall into discussion with other existing approaches. It is not an academic paper, but a piece of some practical advises for the consideration of those who may be interested. It is left to the reader to make comparisons with other points of view; his own practice in the field, and make corresponding conclusions. Authors believe that successful training is always based on the consciousness, flexibility, and creativity of trainers and organizers of training events. Blind following of any hard framework of training programs or organizational patterns elaborated by others, even if it works sometimes and somewhere, may cause failures when target groups or technical conditions differ from the original design assumptions. This way is also a blind alley in terms of developing trainers themselves. Therefore, this paper is just an invitation to the dialog with partners. Recommendations are focused on the training impact on organizational changes and building capacity of local governments in solving their problems when providing services to the community. Basic criteria for evaluation of the success of training lay in the changes, which will happen in working environment of those who have been trained. If there are no changes, the training tends to be useless - does not matter, how happy participants were at the end of the course. In fact, this 193
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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
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The minimum specifications of place
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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 and 190: We leave issues related only with t
Page 191: Draft audit report After the interv
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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