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

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Rational choice gives more chances to survive that random choice, providing that information about the situation and the applicable set of the rules are good enough. Lack of or poor information can be a weak point. An organism’s perception of where it is and how things are is not exactly the same as where it is and how things are in reality. An organism does not necessarily react to actual reality, but to its always limited and more or less compromised perception. Thus, what looks rational from one point of view, based on a certain picture of reality, may look irrational from a different point of view, based on different information about the situation. On the other hand, the basic rules of life, drawn out on one’s own, or ‘borrowed’ through education or another’s experience, is never absolutely complete and correct. Some rules merely proved to be correct enough to give a sufficiently good prognosis in an older time; they may not be valid any longer. Other rules and regularities may remain unknown. In the worst case – some borrowed ‘rules’ may not be rules at all. For example: ‘One can only rely on the members of his family. Strangers will never help.’ Thus, what looks rational when applying one set of rules, which are known to this organism, may look irrational when applying ‘wisdom’, based on different experience fixed in one’s ‘mental map’. The range of available options also depends on available resources of any type or nature. That may be time, money, space, or skills, whatever is considered to be usable and is limited. In fact, when resources are different, the situation is different. The greater resources in hand – the more paths of action available, creating a better possibility for rational choice and increased chances for success. For example, with $1,000 in one’s pocket, a person may have more options for travelling to London than with $50. In human organizations, considered alternatives may also be bounded by certain constraints that might forbid or fix as highly objectionable certain potential goals or ways of action (these are marked in red on Picture 4). The opposite may also happen – some additional criteria, which has nothing in common with the parameters of rational choice at the given level, may promote some potential goals or trajectories as being more desirable. These additional limitations or priorities, which may distort the picture of rational behaviour and, in fact, always narrow the space of available actions - thus making behaviour more predictable - we call politics. In its common meaning, ‘politics’ is the process by which decisions are made within groups. A similar word, ‘policy’, means a plan of action to guide decisions and actions (http://en.wikipedia.org) Author is not in position to find better term in English for the abovedescribed notion. But in Lithuanian, Russian and some other languages it works well. 30
Thus, the zone of rational behaviour surrounds the zone of stereotype reactions. When a stereotypic reaction is available, rational behaviour fails to be invoked. The general size of this zone depends on three variables: 1) the mental map (how many situations will be recognized as ‘understandable’), 2) the variety and amount of resources (if no resources – then there is no choice), and 3) the relevance, completeness and correctness of information about the situation (if no information from our viewpoint, then there is no need for a road map). The usable size of this zone is always smaller, if any politics are involved. And what is around the rational behaviour zone? A random search; but this time it is not the same as a random search without memory, or a random search without a map. For an organism that is accustomed to exercising rational behaviour, it becomes more and more difficult to switch to the option of a random search. Rational behaviour never knows its own limits; it tends to continue the search for additional information, for rules that would expand the map, for resources that may be applicable. Reflection may turn out to be endless. Therefore, some measure should exist to stop this exercise when it proves to be hopeless enough, and to switch to random choice before it is too late. 31
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: Picture 4. Potential goals and traj
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
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Chapter 2.2 External Relations Mana
Page 93 and 94:
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
Page 99 and 100:
CRM ensures a better understanding
Page 101 and 102:
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
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A specific pro and contra managemen
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Examination of the legislative docu
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other department or not provided at
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Auditing procedure Diagram 5 Auditi
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Answers to this question will vary
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• What is the underlying principl
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odies have a different direct manag
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First of all, during the interviews
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• Please name your direct chief(s
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All descriptions must be agreed wit
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We leave issues related only with t
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Draft audit report After the interv
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Supplement 2 Local Government and P
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particular training proposals? Whic
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1.Objectives 1.1 PROBLEM. As any co
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espect of capacity, may come throug
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communication. The resonance with t
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For example, the objective of the c
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co-operate will be frustrated and g
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9. Tools 9.1 WARMING UP AND TUNING
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Then trainees may agree to believe
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Third - the cases should not be too
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course of training. Therefore, it i
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entertainment. Normal process of tr
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Nevertheless, sometimes trainer can
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SUPPLEMENT 3 FORMS AND QUESTIONNAIR
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___________________________________
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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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