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

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“Emotional” behaviour Any kind of determined behaviour is the enemy of a free random search. Stereotypes do not allow trying something else for situations they have ‘conquered’. The call for rationality does not allow trying something else in situations with a certain number of visible options, even when the options all look bad. Some additional drive or motivation is needed for an organism to overcome the barrier of determined behaviour and turn to the accidental search. This additional drive should be a kind of greater discomfort that increases based on the time delay in returning to the zone of comfort, and forces an organism to do something when doing nothing or continuing to do old things becomes dangerous. This additional drive is provided by emotions; therefore the behaviour in this last zone is called emotional. Typically, emotions first emerge as negative ones. It is not possible to feel joy or pleasure when getting something (food, water, love, or warm clothes) before experiencing the utmost discomfort from not having satisfied those corresponding needs. When there are no any actual unsatisfied needs, there are no emotions. All positive feelings are to be paid for in advance, they begin where negative emotions end. And negative emotions end when the way out of the impasse is found. It does not matter where the organism is in the zone of discomfort. It feels negative when the situation remains bad or gets worse and positive when it gets better. Only the direction counts. That is all. No emotions are needed in the zone of comfort; they disappear there. No emotions could rise in the zones of stereotype or rational behaviour before these modes would prove to be useless. Emotions rise where rationality ends. Naturally, the size of the zone of emotional behaviour is in back proportion to the size of the previous two zones. The less experience, poorer mental map, less information, less resources for rational choice – the bigger the space for emotions to govern behaviour, providing that there are still sufficient feasible alternatives. Emotional Rational Stereotype Picture 5. Basic modes of behaviour 32
Innovative behaviour For human organizations only, another type of behaviour is possible. It takes place in a zone of stereotypic or rational behaviour, but consists of a conscious application of a random search – just to expand the knowledge base and find, maybe, a better way for the future. This more or less random search, or risky attempt, is driven not by emotions, but based on weighing possible gains, alternatives and, especially, risks. Some risks are admissible. Some free resources may be allocated for this, as a kind of investment in improving the map. It is called innovative behaviour, which is in fact a kind of rational behaviour, a specific strategy for trying something not so well known yet. It may pay off very well. But is it risky. An organism that can afford a risk and is willing to take one may be the first to find a better way and gain a competitive advantage. Organizational behaviour All modes of behaviour mentioned above need corresponding mechanisms to be realized. These mechanisms must be exercised to remain viable. Thus, not exercising them for a long time may case a corresponding natural need and discomfort - like emotional hunger. The states of discomfort that drive an organism’s behaviour may also not be actual, but virtual ones, existing as threats only. Further discussion of this thread is beyond the scope of this manual, which is intended to be not too sophisticated. One could ask the question – how much the above models of behaviour described in terms of some abstract organism are applicable to the human organization? The answer is – it is applicable to the extent that this human organization is a living organism. Not all organizations are. Some are quite artificial bureaucratic formations and exist rather against than in accordance with the laws of nature. Still, even these formal creatures may demonstrate behaviour, which is different from any set of individual behaviours of its members. When people work or even stay together for some time – correlations appear inevitably and certain social entities are formed. These entities will then demonstrate certain modes of behaviour, though the entity may not have much in common with the formal organization, even when the members in both are the same. Thus, organizations may behave in the same modes as individuals. But, being constituted from humans who have their own consciousness, characters, interests, social engagements, etc., they may demonstrate much more complicated patterns. The number of such patterns is endless. Thus sometimes more primitive and general models may be helpful, even though they seem to be far away from concrete situations. Some of these we will address later; many others are addressed in numerous other books. But no real situation that may take place in the future can be precisely described in any book. Reality should get priority; any model should be tested to verify if it is applicable in a given case and then adjusted to comply with the real complexity of the actual situation. 33
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: Thus, the zone of rational behaviou
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
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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
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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
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Interaction and Cooperation 1.What
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Problem Diagnosis 1. What is the or
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7. Which goal should be set now as
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