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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Corresponding training of main personnel should follow training of top leadership. Then it is<br />
better to do in a way, which would ensure that critical number of fellows are trained in the<br />
same programme <strong>and</strong> are prepared <strong>for</strong> effective co-operation in implementing certain new<br />
ideas.<br />
4.3. POLITICAL ATTITUDES. In spite of common suspiciousness, concerning possibility to have<br />
representatives of different political parties trained in the same group (since they may be very<br />
hostile in everyday contacts), often it is not actually a treat, but rather an opportunity. Usually<br />
they work very well together <strong>and</strong> theirs relations usually being improved up to the extent very<br />
surprising <strong>for</strong> themselves. However, it takes time <strong>and</strong> may happen actually on the third or <strong>for</strong>th<br />
day of training. In one-day training, a ‘storming’ period may happen <strong>for</strong> the account of the<br />
training success.<br />
4.4. GENDER. In post-socialist countries, there are usually more male politicians <strong>and</strong> local<br />
leaders. It may cause additional difficulties <strong>for</strong> training in some groups, if there are none at all,<br />
or very few women.<br />
The groups composed exclusively from men are very heavy. Men without women are lazy,<br />
tend to relax, <strong>and</strong> never do their best. They change drastically, if there are some interesting<br />
women in a group. They do all the best <strong>and</strong> tend demonstrate excellence. Group becomes<br />
dynamic <strong>and</strong> workable.<br />
When there are only women in a group (e.g. culture or social workers), they usually<br />
demonstrate a great disappointment on absence of men from the very beginning <strong>and</strong> stay in a<br />
comparably bad mood up to the end of the course.<br />
Women <strong>and</strong> men have significantly different perceptions of a variety of issues relevant to local<br />
government. Women are direct recipients of most services <strong>and</strong> have much dipper concern of<br />
some of community affairs. Men focused on others. All together in mixed balanced groups they<br />
more effective, <strong>and</strong> more enthusiastic.<br />
Concerning the program – there may be some activities, which go better, if there are men <strong>and</strong><br />
women. Some basic psychological differences between men <strong>and</strong> women also give additional<br />
advantages to the mixed groups. There<strong>for</strong>e, to compose groups from both men <strong>and</strong> women - is<br />
not just political ‘gender agenda’. It is a technical necessity, which is important to ensure the<br />
success of the training event.<br />
5. Course content<br />
5.1. TOPICS. The actual content of training event often can not coincide with the declared<br />
theme of the course (e.g. in term of skills to be acquired or improved). Many particular<br />
topics would require certain background, which should be built up be<strong>for</strong>e the target topic<br />
may be processed.<br />
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