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

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Organization Description 1. What is the organization? __________________________________________________________________________ __________________________________________________________________________ 2. Is it an independent entity or belongs to the bigger organization? __________________________________________________________________________ __________________________________________________________________________ 3. What is the mission (or missions) of organization? __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 4. Who are the main client(s)? __________________________________________________________________________ __________________________________________________________________________ 5. Who are the main consumers? __________________________________________________________________________ __________________________________________________________________________ 6. Who are the main customers? __________________________________________________________________________ __________________________________________________________________________ 7. What kind of system it represents? What are the main emergent features of it? __________________________________________________________________________ __________________________________________________________________________ 8. What is the structure of the organization? Do the members of organization know it? How formal and informal parts of the structure interrelate? __________________________________________________________________________ __________________________________________________________________________ 9. Which organizational form it represents (machine, divisional, professional bureaucracy, simple structure, adhocracy…., something else?) __________________________________________________________________________ __________________________________________________________________________ 10. What are the key procedures? How they supplement the structure? May they be organized in a different way? Is the way they organized is optimal one? __________________________________________________________________________ __________________________________________________________________________ 11. Does the structure fit the purpose and environmental conditions? If not, why you think so? __________________________________________________________________________ __________________________________________________________________________ 12. What can you say about sub-structural relations? __________________________________________________________________________ __________________________________________________________________________ 220
__________________________________________________________________________ __________________________________________________________________________ 13. How synergy of elements is ensured within the organization? Which are the most characteristic cases? __________________________________________________________________________ __________________________________________________________________________ 14. Does it possess features of self-organization? How does it survive? __________________________________________________________________________ __________________________________________________________________________ 15. Do you think it is healthy? If not – what are the features of being unhealthy? __________________________________________________________________________ __________________________________________________________________________ 16. Does it have any problems? Which ones? __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 17. Does it see, recognize these problems? Is it motivated to solve them? __________________________________________________________________________ __________________________________________________________________________ 18. How it shall look like if the problems are solved? __________________________________________________________________________ __________________________________________________________________________ 221
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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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action by its hypothesis that a cer
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follow and control it every moment
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Thus, the whole strategic managemen
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whole must do it, if it is a self-o
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The challenge lies in the fact that
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But these changes would not happen
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Picture 24. What training can addre
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neighbours. But he will never know
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Training design and delivery Traini
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checkpoints, turning points, bifurc
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Literature 1. Beach L.R. (1997) The
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38. Horovitz J. (2004) Service Stra
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SUPPLEMENT 1 Open Society Institute
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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 and 192: Draft audit report After the interv
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: SUPPLEMENT 3 FORMS AND QUESTIONNAIR
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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