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

More documents

Recommendations

Info

Modes of Behavior (examples) 1. What is the organization? __________________________________________________________________________ __________________________________________________________________________ 2. How would you define the existence space? __________________________________________________________________________ __________________________________________________________________________ 3. How would you define the zone of comfort? __________________________________________________________________________ __________________________________________________________________________ 4. How homeostatic regulation works? What are its limits? __________________________________________________________________________ __________________________________________________________________________ 5. Examples of stereotype behavior? Is it still effective? __________________________________________________________________________ __________________________________________________________________________ 6. Examples of rational behavior? How decisions are made? __________________________________________________________________________ __________________________________________________________________________ 7. Are any politics involved? How you would describe it? __________________________________________________________________________ __________________________________________________________________________ 8. Are there any features of innovative behavior? How decisions are made? Is it pays off? __________________________________________________________________________ __________________________________________________________________________ 222
Organization of Control 1. What is the organization? _______________________________________________________________________ _______________________________________________________________________ 2. Who is the director? What he is responsible for? How his competence matches to the situation? _______________________________________________________________________ _______________________________________________________________________ 3. Is the control capacity of ruling organ sufficient? _______________________________________________________________________ _______________________________________________________________________ 4. How the control disaggregating is organized? What are specific responsibilities and related powers to control for each managerial position? _______________________________________________________________________ _______________________________________________________________________ 5. Is it possible to define ‘controllers’ and ‘managers’ for the organization? _______________________________________________________________________ _______________________________________________________________________ 6. Is the managerial capacity sufficient? _______________________________________________________________________ _______________________________________________________________________ 223
Page 1 and 2:
FPDL- Partners for Local Developmen
Page 3 and 4:
Table of Contents Pages Preface and
Page 5 and 6:
Chapter 2.4 Internal Relations Mana
Page 7 and 8:
scientists (psychologists, sociolog
Page 9 and 10:
Part I. Key Aspects of Organization
Page 11 and 12:
non-linear, such systems permanentl
Page 13 and 14:
Coherence comes directly from both
Page 15 and 16:
Substructures Interrelations betwee
Page 17 and 18:
Self-emerging order Synergetics hel
Page 19 and 20:
conscious) activity as separate fro
Page 21 and 22:
• A healthy organization defines
Page 23 and 24:
Chapter 1.2 Basic Modes of Behaviou
Page 25 and 26:
This dynamic response of the struct
Page 27 and 28:
One can find very different names f
Page 29 and 30:
Picture 4. Potential goals and traj
Page 31 and 32:
Thus, the zone of rational behaviou
Page 33 and 34:
Innovative behaviour For human orga
Page 35 and 36:
director when placed in a different
Page 37 and 38:
The art of management lies in the a
Page 39 and 40:
example, under a middle-controller,
Page 41 and 42:
uying expanding memory of computers
Page 43 and 44:
Chapter 1.4 Structure and Procedure
Page 45 and 46:
adhocracy usually involves project
Page 47 and 48:
managers, who sincerely believed th
Page 49 and 50:
A few months ago, the Klaipeda Coun
Page 51 and 52:
But some survived. One can find now
Page 53 and 54:
When it finds itself in a zone of d
Page 55 and 56:
Recognition of a signal from anothe
Page 57 and 58:
The sequence of artificial signals
Page 59 and 60:
Communication barriers The process
Page 61 and 62:
Chapter 1.6 Interaction and Coopera
Page 63 and 64:
Picture 10. The games we play. The
Page 65 and 66:
eginning, but as they become accust
Page 67 and 68:
Win А +110, -50 +100, +50 +70, -60
Page 69 and 70:
aggression can make the trajectory
Page 71 and 72:
Chapter 1.7 Landscape for Developme
Page 73 and 74:
Landscape If the factors that creat
Page 75 and 76:
Chapter 1.8 Key Functions of an Org
Page 77 and 78:
Providing quality services is much
Page 79 and 80:
Customers in general can be classif
Page 81 and 82:
Chapter 2.1 Problem Solving Indeed,
Page 83 and 84:
esources to cure these consequences
Page 85 and 86:
some managers, seeking opportunitie
Page 87 and 88:
or involved in the implementation p
Page 89 and 90:
However, usually this does not help
Page 91 and 92:
Chapter 2.2 External Relations Mana
Page 93 and 94:
them. They do not need any particul
Page 95 and 96:
ecognized yet - others may be recog
Page 97 and 98:
Any organization has specific capab
Page 99 and 100:
CRM ensures a better understanding
Page 101 and 102:
customer needs. Thus, ‘product my
Page 103 and 104:
Internal failure costs include wast
Page 105 and 106:
The second barrier of this kind is
Page 107 and 108:
o ISO 9004:2000 provides guidelines
Page 109 and 110:
excellent performance, and 2) ‘re
Page 111 and 112:
of ‘concepts’ only. Some organi
Page 113 and 114:
well is a kind of mental disease. T
Page 115 and 116:
do something is definitely on the s
Page 117 and 118:
equired level, or not. It does not
Page 119 and 120:
• Team keeps in its hands all nec
Page 121 and 122:
Scott and Jaffe give a very good de
Page 123 and 124:
Business Process Reengineering It m
Page 125 and 126:
• Focusing on developing around p
Page 127 and 128:
In a world without chaos, the survi
Page 129 and 130:
The behaviour of an organism depend
Page 131 and 132:
• Systems Thinking - a way of thi
Page 133 and 134:
• Justifying Concepts (involves
Page 135 and 136:
Only proper selection of members fo
Page 137 and 138:
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 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 and 220: SUPPLEMENT 3 FORMS AND QUESTIONNAIR
Page 221: ___________________________________
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
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?