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

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Signals Codes and languages Process of information Quantity of information Language hierarchy Quality of information Communication barriers Chapter 1.6 Interaction and Cooperation 71 Rationality of correlated actions Games Conflict Coordination Social behaviour Administrative governance Chapter 1.7 Landscape for Development 84 Brownian motion and drift Landscape Uncertainty and bifurcations Control of development Chapter 1.8 Functions of an Organization 89 Mission Product Clients and consumers Customers Self-preservation Part II Management Tools for Developing Organizations Chapter 2.1 Problem Solving 96 Problem diagnosis Decision making Implementation Chapter 2.2 External Relations Management 108 Role of environment Market and competition External cooperation Product development Client Relationship Management Developing an organization from outside Chapter 2.3 Quality Assurance 121 Quality and failure costs Barriers to quality Quality management systems Total Quality Management 4
Chapter 2.4 Internal Relations Management 132 Management and leadership Changing role of manager Building teams Empowerment Business Process Reengineering Organizational learning Developing organizational culture Inner Quality Management Chapter 2.5 Strategic Management 167 Decline of ‘traditional’ approach Definition of strategic management Apology of strategic planning Who shall do it? Chapter 2.6 Training for Organizational Development 176 Responsibility of consultant and trainer Peculiarities of organizational development training Getting acquainted with an organization Training design and delivery Follow up and evaluation Literature 190 Supplement 1: Management audit Supplement 2: Methodological recommendations on training Supplement 3: Forms and questionnaires 5
Page 1 and 2: FPDL- Partners for Local Developmen
Page 3: Table of Contents Pages Preface and
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
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The sequence of artificial signals
Page 59 and 60:
Communication barriers The process
Page 61 and 62:
Chapter 1.6 Interaction and Coopera
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Picture 10. The games we play. The
Page 65 and 66:
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
Page 79 and 80:
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
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
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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
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
Page 127 and 128:
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
Page 195 and 196:
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
Page 217 and 218:
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
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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