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

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Settings spring up very easily, but it is very difficult to change them, because they become the criteria for perceiving relevant information as true or false in the future. For example, if the next time frogs are not delicious – that will seem normal (why to expect more?), but if they appear to be delicious – then it will be something curious and might require a very special reason. We are full of settings and preconceptions, and everyone is different, as much as his or her life experience is different from the life experiences of another. The forth step is to create a message – transforming an initial idea into a set of signals – using certain language with certain meanings and bearing in mind all related settings. The message may appear to be too long, thus masking the principal content with additional stuff, or too short, thus inevitably simplifying the idea, or just wrong, due to illiteracy or a mistake. A message is never the same as an initial idea. It is only a more or less apt model of it. Also, the message that is received is never the message that was sent. It arrives coupled with background noise, additional nonrelevant signals; it mixes with emotions, and so on. The receiver of the message must transform it into meaning - applying his or her own settings and preconceptions, through their own thesaurus, in their own language. It is really a miracle if the idea that was perceived is sufficiently similar to the initial one to recognize the communication as being effective. Picture 8 illustrates at least seven serious barriers to communication. 1. Non -compliance of languages 2. Non -compliance of thesauruses 3. Non -compliance of settings Language thesaurus _ thesaurus _ Language Settings Discrete thought Discrete thought Analogous idea Message that was sent Message that was received Analogous idea Emotional background 4. Noises and distortions Emotional background 5. Non -compliance of emotional backgrounds 6. Non -compliance of messages 7. Non -compliance of thoughts Result = Non -compliance of analog ideas Picture 9. Seven barriers for communication 60
Chapter 1.6 Interaction and Cooperation Rationality of correlated actions Each individual organism aims at maximizing its chances for survival and tends to behave rationally starting from its perception of what the situation is, and its notion of how it will or could develop in the future. In a more or less stable environment, the situation changes in a predictable - to a certain extent - and controllable - to a certain extent - manner. Increasing the level of predictability, as well as level of controllability, would increase the chances for survival. The results for an organism of certain behavioural choices may also depend on the changing state of the environment. This environment may be indifferent to an organism, not depending on it and not fully predictable: (How cold will the weather be in April?, What will be the dollar exchange rate in relation to the Euro by the end of next year?). Thus, any choice of behaviour by an organism in this case will encompass risk, because it can be based on assumptions only. Such one-way interrelations between organisms, which tend to determine the future, but exist in an unpredictable environment that does not care about an organism’s worries, were called ‘games with the nature’, a bit like unrequited love. Some elements of the environment may be other organisms. Then the rationality of the possible behaviour of the one may also depend on the future behaviour of other organisms that strive for their own objectives. In this case, the objectives of two or more interdependent subjects are incompatible; one may achieve its goals at the expense of other subjects only (as in a gambling game) – such interrelations were called ‘antagonistic games’ (e.g. one saves as much as another loses, one accepts more risk thus creating less risk for another, etc.). Objectives of interdependent subjects are not necessarily opposite or antagonistic. They may not even be strictly interrelated, but the possibility to satisfy one’s own interests may be somehow different depending on what method for meeting his objectives the other subject has chosen. For example, when someone wants to sleep in the late evening while the other one wants to listen to music at the same time and in the same room - it looks purely antagonistic at first glance. However, the one who wants to sleep may have no objection to the other listening using headphones; there would be no conflict of interests in that case. Thus, if the music lover would agree on listening with good headphones (and enjoy even better sound) – then it would be okay with the one who wants to sleep. But in this case, he may be obliged to buy headphones for his neighbour, providing the neighbour will agree not to use loudspeakers after a certain time. Or they could agree on sharing the cost of purchasing new headphones, which could be to their mutual benefit. This kind of game we call business games. Interdependent subjects do not necessary 61
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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
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: Communication barriers The process
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
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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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