Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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communication. The resonance with the values, deep moral satisfaction at the end of the<br />
course, would also confirm <strong>and</strong> en<strong>for</strong>ce new attitudes <strong>and</strong> skills developed during the<br />
training event.<br />
3.6. PRE-TRAINING PREPARATION. It is vital to contact nominating institutions, communicate<br />
with trainees’ supervisors, talk with trainees, <strong>and</strong> undertake all possible actions to ensure<br />
that right persons are participating <strong>and</strong> that their future work may take full advantage of<br />
training. Participation of non-relevant persons may destroy training event. On the other<br />
h<strong>and</strong>, these pre-training contacts may create a necessary background <strong>for</strong> the follow-up <strong>and</strong><br />
post training support to trainees <strong>and</strong> their institutions. Un<strong>for</strong>tunately, even very good<br />
participants from bad institutions may be not able to utilise <strong>and</strong> multiply the effect of<br />
training. This is also worth to be taken in consideration, if there are alternatives to consider.<br />
4. Group composition<br />
4.1. ORIGIN. When training is planned as direct intervention in organisation’s practice, it is often<br />
better if all participants belong to the same organisation, or at least there are groups of<br />
participants from the same organisations. Problem Solving goes much better, when in each<br />
group, there are at least 2-3 trainees, who share the same in<strong>for</strong>mation. To improve relations<br />
between politicians <strong>and</strong> executives, it is very good to have in the same group key<br />
troublemakers from the both sides. However, when training is planned as an introduction to<br />
the re-engineering process, it may be useful to have participants from as many different<br />
organisations as possible to provide wider view on the possible organisational patterns. For<br />
Time Management course, it is even better, when nobody knows anybody.<br />
4.2. RANK. Mayors need training as well as all other officials, if not much more. But they are<br />
usually very sensitive in term of demonstrating their disadvantages, which may be inevitable in<br />
a course of training. Sometimes mayors are quite assertive, but often not. Worrying about how<br />
they look like, top officials may be reserved <strong>and</strong> too cautious in mixed groups. In the same<br />
time, other participants tend to look on mayors as the appointed leaders in the groups, <strong>and</strong> it<br />
may prevent from the normal roles’ development <strong>and</strong> groups’ dynamic.<br />
There<strong>for</strong>e, it is usually better to have mayors trained in a group of mayors <strong>and</strong> vice-mayors.<br />
Then they feel much better <strong>and</strong> demonstrate great enthusiasm <strong>and</strong> involvement. This<br />
preliminary training of mayors gives them new underst<strong>and</strong>ing of certain issues <strong>and</strong> it provide a<br />
good background <strong>for</strong> the following changes in organisations. However, even the best training<br />
<strong>for</strong> mayors is not sufficient to ensure these changes, excluding some features of their personal<br />
behaviour. Mayors became more open to changes <strong>and</strong> ready to facilitate them. Nevertheless,<br />
not a lot would happen, be<strong>for</strong>e there is sufficient number of the actors of change.<br />
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