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

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In the case where interdependent subjects are not in a position of ‘strict subordination’ and there is no possibility for anyone to force others, then the only option is to come to an agreement. That assumes that the second subject would choose the behaviour which is rational for him in response to a corresponding choice made by the first subject. In the case of a ‘business game’ all participating parties may win due to coordinated behaviour that ensures better expected value for all parties than non-coordinated behaviour. This expected gain may create a good incentive for mutual denial of total individual freedom. A simple model of the possible consequences of coordinated versus non-coordinated behaviour for two interrelated subjects are given in Picture 12. These subjects may choose not to do anything that might be good for another – that would mean no one would go to the quadrant ‘Win A – Win B’: it is a state of war. They may choose not to do anything that would be harmful for both –not to go to quadrant ‘Lose A – Lose B’ – which is a state of hard competition, because some winsituations for each player may only be achieved at the expense of another player. 66
Win А +110, -50 +100, +50 +70, -60 +90, +100 +30, +10 +40, +50 +40, +110 +20, +30 Lose В Win В -40, -120 -50, +80 -80, +60 -90, -50 Lose А Picture12. The field of battle If the players would agree to choose combinations from ‘Win A – Win B’ quadrant only – there would be no guaranteed loss, but the wins are not necessary the biggest. There is a state of collaboration, or soft competition. Collaboration supposes compromise. How much each one will win – that remains in the hands of fate. 67
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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
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Part I. Key Aspects of Organization
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non-linear, such systems permanentl
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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: eginning, but as they become accust
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
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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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