Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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them. They do not need any particular product, any particular supplier, or any particular industry.<br />
They should <strong>and</strong> will choose what is best <strong>for</strong> them, here <strong>and</strong> now. Survival of products,<br />
organizations <strong>and</strong> industries is not the goal <strong>for</strong> clients - they seldom care about this.<br />
Competition of organization<br />
with itself<br />
Competition among<br />
suppliers<br />
Competition among<br />
products<br />
Competition between industries<br />
Picture 21. Four aspects of competition<br />
To be appreciated by its clients, an organization must utilize its resources to develop products that<br />
correspond to the needs of specific users, especially where the organization has the ability to meet<br />
those specific needs. On the other h<strong>and</strong>, an organization should continually develop <strong>and</strong> improve<br />
its products, or develop additional products within the same mission, or, if appropriate, even<br />
change its mission <strong>for</strong> the sake of survival - though this is often not possible. However, some<br />
organizations are adapting <strong>and</strong> changing their missions, even in the public sector.<br />
Guess the mission of the health care system in your local government – is it keeping people<br />
healthy or treating diseases? On the one h<strong>and</strong>, <strong>for</strong> the organization to survive it is better when<br />
there are no diseases around; on the other h<strong>and</strong>, disease is the main precondition <strong>for</strong> its existence.<br />
Which services does a local sports organization actually produce – bringing up champions, freetime<br />
entertainment, keeping teenagers busy, or creating fun <strong>for</strong> fans? The answers would<br />
determine how the corresponding organization should be built.<br />
‚Building an organization from the outside‘- is a popular concept. It is valid in terms of any human<br />
organization that intends to serve the needs of the external market or society. Un<strong>for</strong>tunately,<br />
organization building <strong>and</strong> development is often the job of insiders – they tend to respond to internal<br />
inconveniences rather than to external requests.<br />
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