Organizational Development

Abstract :
The present study aims to know the impact of administrative development on improving instrumental performance at Jordanian institution for standards and metrology to promote its service level and to contribute in building a  strong market position . To achieve the study objectives, a questionnaire was designed and distributed to a sample of (170) participants. Suitable statistical methods were used to answer the questions of the study and testing its hypothesis.
The result of the data analysis indicated:
 There was a significant impact of administrative development dimensions on improving the instrumental performance at JISM.
 The lack of equilibrium between employee’s authorities and responsibilities was the main problem in preventing administrative development efforts. In addition, there is a some conflict between public benefits & personal benefits.
 The general directorate of JISM community members have a deferent point of view towards the impact of administrative development dimensions on improving the instrumental performance regard their scientific qualifications, practical experiences or level job .
Finally the study suggest a number of recommendations such as :
 Encouraging the JISM managers to create an appropriate organizational climate leading to increase the workers creative ability , giving more interest to work incentives by providing financial rewards to innovative workers .
 Control the right used of technology in JISM.
 Updating instructions and rules continuously to cope with environmental changes.
 The selection of employees according to scientific standards and objectivity.
Keywords: administrative development, instrumental performance, organizational climate, JISM: Jordanian institution for standards and metrology.

Most risk management activity in the healthcare sector is retrospective, based on learning from experience. This is feasible where the risks are routine, but emergency operations plans (EOP) guide the response to events that are both high risk and rare. Under these circumstances, it is important to get the response right the first time, but learning from experience is usually not an option. This case study presents the rationale for taking a proactive approach to improving healthcare organizations' EOP. It demonstrates how the Prospective Hazard Analysis (PHA) Toolkit can drive organizational learning and argues that this toolkit may lead to more efficient improvement than drills and exercises.

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Wiley's copyright policies do not allow me to post the published version of the paper, but they do allow me to send out individual copies. So if you don't have access to the Journal of Healthcare Risk Management and would like a copy of this article, please email me at:
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Hazır Giyim Marka ve Üreticilerinin "Hızlı Moda Stratejilerini" tanımlama ve "Yapısal Dönüşümü" gerçekleştirmeleri yolculuğuna katkı sağlamak amacıyla ekteki yazımı ilgililerle paylaşıyorum.

Hazır Giyim sektöründe Hızlı Moda Stratejisini;

Tüketici beklentilerini (Farklı ürün ve doğru zamanda) önceleyen Pazar Odaklı stratejiyle, ulaşılabilir fiyat ve yüksek kalite beklentilerini karşılayan Ürün Odaklı stratejinin hibrit olarak birlikte uygulanmasını, Hızlı Moda markalarını başarıya ulaştıracak stratejik yaklaşım olarak tanımlıyoruz.

Collective evolution is the nature of the universe. From the Big Bang to Purple Rain, all of existence has emerged in an unceasing, cosmically inspired dance. Strange attractors exert an inexorable pull, as the gravity of des­tiny shapes the flow of creation. As early Helium and Hydrogen soon realized, there is no turning back. Free­will doesn't mean we can change the music, just that we decide how we wiggle and with whom we dance. And in the end, there is always an explosion.

Once again, the end of times is at hand. The question facing humanity today is whether to continue denying this, and go out in a blaze of glory, or step up to our cosmic potential. The collective stardust that is humanity has ushered in the Anthropocene, and we are now at the helm of spaceship earth. To survive in post-normal times, we must address the wicked problems of a Volatility, Uncertainty, Complexity and Ambiguity (VUCA) world at peak everything, where widespread social, economic and environmental injustice are colliding amidst the increasing pressures of catastrophic envi­ronmental damage and exponential human and technologi­cal growth. Next Stage Organizations can bridge the inher­ent paradox of these problems, tapping into the wicked transformative potential of conscious evolution by adding value where once was pain.

The main premises in this article are that organizational attention is inherently communicative, and can be nurtured through communication interventions. Two communication practices that reflect organizational attention—information allocation and dialogue—can be nurtured through organizational structures and interventions.  Increasing opportunities for dialogue across organizational functions is critical to improve collective attention. Prior research and empirical data are presented to assert that a long-term orientation is also imperative to develop attention through
communication practices such as information allocation and dialogue.

The aim of the present study is to identify the extent
to which commercial Islamic banks in Jordan pay
attention to knowledge management and to explore the
interest level with various knowledge resources in their
strategies. The other goal is to identify the part taken by
knowledge resource diversification strategy in the increase
of organizational learning levels among employees.
Participants were (220) employees selected with the
simple random method and recruited from the different
organizational levels at branch Islamic banks in Jordan
representing 20% of the whole population (N=1101). Data
collected using the questionnaires were analyzed to and
the following results were reached:
a. In general, the commercial Islamic banks employ
the diversification strategy management at high level
(M=3.93), and questionnaire areas were in the following
descendent order: organizational entities, human
resources, and artifacts made in the organization.
b. Results show that knowledge resource diversification
strategy management has a significant part at a high
level (M=4.34) in increasing the organizational learning
level among employees at the Jordanian Islamic banks
studied. Specifically, dimensions of knowledge resource
diversification strategy management were in descendant
order: artifacts made by the organization, organizational
entities, and human resources available at the organization.
c. There were no statistically significant differences
attributed to sex and experience regarding the role of
knowledge resource diversification strategy management;
whereas statistically significant differences attributed to
academic qualifications were found regarding the role of
knowledge resource diversification strategy management
excluding the knowledge resources related to artifacts
made by the organization.

Are you inspired by the current job you are doing day in and out? Would you say your job fulfills you? Do you really like working in the company, where you are employed and are you fully with it?

Few people can answer these questions with a clear YES. The opposite is the case. The number of people who enter wholeheartedly the front door of a company every day being fully inspired is evanescently low. That’s sad, but true.  Most of the people work in their current job, because they “have to”. Well, the money has at least to be earned somewhere in order to be able to pay the rent, own a car and go on holiday with the family. Therefore it seems to be just normal to endure pressure and stress. Those who think that a job should be fulfilling are being laughed at and asked to keep on dreaming, right?

But what if something else was possible? How would a company look like in which employees were inspired, fulfilled and satisfied? How would an organization of next culture look like?

Concept of foreign aid was examined. Nigeria was receiving foreign aid for long time and some improvements have been done in economic development. Our investigation was on the point how deep it was impacted. Following the empirical literature, this study adopts the model employed by Ajisafe (2017) and Chotia and Roa (2017) to examine the impact of foreign aid and infrastructural development on poverty reduction. The study makes use of annual dataset to examine the impact of foreign aid and infrastructural development on poverty reduction in Nigeria over the period of 1981 to 2016. Data on foreign aid measured by Total Official Development Assistance received (constant 2010 US$), infrastructural development (proxy by total electricity net generation. Electric power and distribution losses as a ratio of output, mobile cellular subscriptions, Internet subscribers per 100 population, improved sanitation facilities as a ratio of population with access. Improved water facilities as a rati...

Abstract:
    Human development is the process of enlarging people’s opportunities to live a healthy and happy life and takes into account the level of the actually achieved well-being. The Human Development Index reflects socio-economic aspects that are left out in other indexes such as the Gross National Product. It serves to monitor progress and to make comparisons between different countries. Through disaggregation, the Human Development Index allows to study inequalities between the values that led to the Human Development Index and highlights for example disparities between regions within a country.

  Over the past generation, the Arab world experienced rapid progress in human development outcomes, including declining child mortality, extended schooling and increasing stature of women. These development gains penetrated most Arab states and subpopulations.
This essay traces the impact of human development on the economical and socio-economical change, focusing on the events of the Arab Spring and the political change in the Arab countries.
Keys Words:    Human development , Human Development Index (HDI), Gross National Product , Arab Spring, political change

The key to a smooth transition from one culture to another in an organization is the ease of resistance to change. The part of the organization that does not want to change is deemed a resistant force. The goal is to have the resistance accept and comply with change. When a resistant force is working against the better good of the company, the attempt at changing the culture, it makes for a much more difficult and strenuous cultural transformation. If the resistant force is smoothed to comply and is ultimately aligned with the goals of the change, the transition will be much easier.

Abstract: Employee safety and wellbeing is significantly influenced by the working environment and the nature of work itself. In Ghana, working in the bank is beneficial in that it provides people with the means to satisfy social and economic needs. However, employees in the Ghanaian banking industry are faced with a wide range of psychosocial hazards, and they experience work-related stress which potentially affects their physical and mental health. Efforts made by banking institutions to minimize the problem of occupational health and safety tend to focus more on physical hazard to the neglect of psychosocial hazards. From an organisation development perspective using the Action Research Model, this paper provides a step-by-step approach to diagnosing the problem in relation to the poor psychosocial work environment in the Ghanaian banking sector. Further, it provides an intervention strategy that can be used to address the problem and improve employee psychological wellbeing in t...

This study utilized a sequential mixed method approach in developing a model for team effectiveness in Philippine organizations. In the first phase, qualitative data were gathered to elicit the factors that were deemed important to creating effective teams. In the second phase, a survey composed of three factors identified in the first phase: team member competencies, quality of relations, and leadership, was administered to 418 employees from 85 Filipino work teams from various sectors and industries. Results revealed that the three significant predictors accounted for 60% of the variance in perceived team effectiveness. The proposed model of input-process-output was partially supported. Results showed that quality of relations partially mediated the relationship of leadership and team member competence on perceived team effectiveness. The study highlights the importance of social relations especially in the Philippine context and underscores the value of understanding team effecti...

The book focuses on the question of how national bilateral diplomacy is influenced and transformed by EU membership. It provides profound empirical evidence on the nature of this influence and the effect of this process. Its focus lies on the most classical element in the field of national bilateral diplomacy: the Ministry of Foreign Affairs and its network of diplomatic representations. This study’s object of investigation is Austria. Accordingly, it concentrates on developments and changes in Austria’s conduct of bilateral diplomacy during 20 years of EU membership. The investigation is conducted in the form of a case study, based on institutional theories of organizations and organizational analysis. In order to address developments in the field of bilateral diplomacy, the book considers structural elements, tasks and processes as well as elements of the professional identity of diplomats. Thereby, two fields of examination, bilateral diplomacy both inside and outside the EU, are analysed separately.

The objective of this paper is to analyze and discuss the role of volunteers in decision-making within the for-profit and non-profit organizations. According to Lawrence and Weber (2011), volunteers are “people who assist others in the community through unpaid work.” Volunteers are, according to Ellis (2003), the organization’s unpaid human resources department, the organization’s spokespeople, the community outreach department, and the fundraising department, and they contribute their energy and skills to benefit the organization because they believe in the organization’s mission and vision. Ellis (2003) goes on to state that “Volunteer is a pay rate not a job title."

Hennepin County’s Human Services and Public Health Department strategic direction has been a commitment focused on developing client-centered solutions, addressing disparities, strengthening partnerships and collaborations, driving business innovation, and responding to emerging issues (HCHSD). Minneapolis’ Somali immigrant population is facing some of the most catastrophic health care concerns as it pertains to cancer and the prevention and early detection. I am submitting to Hennepin County a proposal for feasibility study on Somali women’s health care.

Since a group of McKinsey consultants coined the phrase the War for Talent in 1997 (Michaels, Handfield-Jones, & Axelrod, 2001; Axelrod, Handfield-Jones, & Michaels, 2002), the topic of talent management has received a remarkable degree of practitioner and academic interest. In our developing world the organizations have to choose their personnel under different complicated and changing environment. This makes the managers obligate with the importance of choosing right personnel according to the different situations. Becoming one of the important topics of HRM, talents effect directly the organization and the organization success. Nevertheless, competitions of organizations become the competition of talents. Talent management (or succession management) is the on-going process of analysing, developing and effectively utilizing talent to meet business needs. It involves a specific process that compares current talent in a department to the strategic business needs of that department. Results lead to the development and implementation of corresponding strategies to address any talent gaps or surpluses. Talent management have becoming need of an hour because business have become more complex and dynamic, positive relation between better talent and better performance, employees expectations are also changing, to save on wastage of funds due to employee absenteeism and turnover etc. In an interview Lenovo India's MD Amar Babu, his focus is on talent: coaching, team-building and making the right pitch for the right people and said. "Talent management today tops my agenda and role," he says. People and teams, he knows, are what go into making a successful organization. "Especially at the middle and senior management levels, it is becoming increasingly difficult to get good talent which matches the company's culture [1]

Review Article This paper presents SWOT and PEST analyzes city Rijeka and Hamburg. Rijeka is the principal seaport and the third-largest city in Croatia. It is located in Primorje-Gorski Kotar County on Kvarner Bay, an inlet of the Adriatic Sea and in 2011 had a population of 128,624 inhabitants. Hamburg, officially the Free and Hanseatic City of Hamburg is the second-largest city in Germany after Berlin and 7th largest city in the European Union with a population of over 1.84 million. Rijeka (Croatia) and Hamburg(Germany) are the largest seaports in their countries.

Auto-organizzazione, self management, collaborazione tra pari, fluidità dei processi sono solo alcune delle parole che ricorrono quando si parla di innovazione nelle organizzazioni cercando di cogliere con positività quei modelli nei quali la filiera della produzione e del lavoro e quella del consumo sono parte di un unico progetto integrale nel quali i livelli di partecipazione, ma anche motivazione e consapevolezza delle persone sono elevati. La Governance Dinamica è un modello organizzativo , un metodo decisionale e un sistema di feedback e verifica, che insieme portano agilità, responsabilità ed efficienza creando organizzazioni sostenibili, armoniose e resilienti nel conseguire gli scopi ed obiettivi che perseguono. Il modello si sviluppa a partire dagli anni 70 con Gerard Endenburg che la sperimenta in Olanda nell'azienda di sua proprietà, sviluppando alcuni principi ed adottandoli nella sua impresa "per provare che un'azienda può funzionare quando i lavoratori si assumono la responsabilità delle linee guida che auto-regolano il proprio lavoro e, soprattutto, che agire in questo modo la rende ancora più redditizia" 1. Al giorno d'oggi molte aziende, scuole, istituzioni, organizzazioni, anche sotto forma di rete e un numero crescente di gruppi intenzionali utilizzano la Governance Dinamica: con la re-distribuzione delle decisioni per aree di competenza, il metodo decisionale basato sull'assenso in piccoli gruppi di lavoro (cerchi) e l'uso del feedback/verifica tra pari ; tutte le persone interessate alle decisioni da prendere sono coinvolte, le decisioni prese sono maggiormente supportate e quindi possono essere applicate più velocemente e con maggior efficienza dalle persone che hanno le caratteristiche di competenze, sensibilità e vicinanza con i bisogni emergenti all'interno della mission aziendale. 1 "Endenburg sviluppa questi principi e li adotta nella sua impresa per provare che un'azienda può funzionare quando i lavoratori si assumono la responsabilità per le linee guida che regolano il proprio lavoro e, soprattutto, che agire in questo modo la rende anche più redditizia."J.A.Buck, G Endenburg "Creative forces of self-organizing", Sociocratic Center, Rotterdam, Netherland 2003, tradotto in Italiano da Pierre Houben

There is no place where, disabled people's rights are not violated. The discrimination, oppression, violence and abuse faced by disabled people don’t respect boundaries, wealth or poverty. As a result of our experience, and articulation of our own situation, disabled people have a unique understanding of what constitutes "development" and the social change that is required to ensure our equalization of opportunities and the enhancement of rights. This unique understanding has shown us that strategic change cannot happen on one front alone. To ensure the empowerment and inclusion of disabled individuals in the development of their own communities and states, strategies for change must be devised to:

My father, Bob Bonifer, served in Company A, 80th Battalion, 317th Regiment, in World War II. He saw and experienced some of the most horrific scenes of the war, including an ambush by German tanks that left 160 of 220 men in his company dead or wounded, the surprise discovery of the Buchenwald concentration camp, and unspeakable starvation, death and devastation wherever they went.

We never knew any of this while he was alive (he passed away 5 years ago). He never spoke of it to anyone, including my mom. What I have come to realize is that the way he chose to live his life and raise his family after the war --and how he became known as 'Cowboy Bob,' was his lifer's statement about war, and his experiences in World War II in 1944-45.

In November, 2012, I was put in touch with Mr. Jerome Blesch of Holland, Indiana, age 91 at the time, who had served as the Radioman in my father’s company in the War. In speaking to Mr. Blesch, he revealed much of what what had happened to my dad during the War, thatI felt as if I was getting to know him all over again. I gained a new understanding of why he chose to become Cowboy Bob.

By then, I had begun to study the work of Dr. David Boje on quantum storytelling, and I realized that this experience fit Boje’s model of timespacemattering, because, in fact, time folded back on itself, moving backwards and forward simultaneously in the present, as I listened to things that both revealed the past and will no doubt shape the future. I felt that the story was still “in formation,” as Dr. Anete Strand of the University of Aalborg, would call it. She would say that in listening to Mr. Blesch describe my father's experiences in the War, I was experiencing “the between,” the space where time speeds up and stands still at once, where the new is revealed and many outcomes and new phenomena are possible.

While my father was still alive, I made a documentary about his life, in an effort to get the actor Bill Murray engaged in playing 'Cowboy Bob' in a movie for which I had written the screenplay.  I plan to use this quest to explain, at the Standing Conference, why it is important for managers to distinguish between objectives (for their narratives) and outcomes (of those narratives), a distinction that can be explored, in my opinion, only as a quantum phenomenon.

My paper, 'Quantum Cowboy,' is an allegory for managers tasked with keeping the narratives of communities and organizations alive, and continually in formation, in a highly chaotic networked world. It is an acknowledgement and celebration of 'the wild ride' taken by entrepreneurs and organizations. A manual for building an emergent culture in the wake of an organizational 'war.' And a guidebook for personal transformation in the wake of a shock to the system.

A felsőoktatás három funkciója (oktatás, kutatás, társadalom kiszolgálása) kiegészül a tudás versenyképességének fejlesztésével, ezzel felértékelve az emberi erőforrás szerepét. Ezért elengedhetetlen, hogy a felsőoktatási intézmények hatékony szervezetként működjenek, melyre a stratégiai emberi erőforrás menedzsment nagy hatással van, így kutatásomban a teljesítményértékelési rendszert emeltem ki. A felsőoktatási intézmények kétharmadában nem alkalmaznak teljesítményértékelési rendszert, ezért a gyakorlat szempontjából fontos a vizsgálatom.

A szakirodalmi kutatás alátámasztotta, hogy a témám szempontjából az egyik legrelevánsabb vizsgálati tényező az intézményi stratégia, ezért a felsőoktatási intézmények esetében az intézményfejlesztési tervek elemzése alkotja a munkám empirikus bázisát. Dolgozatom keretében, esettanulmány jelleggel az ELTE PPK és a SZTE JGYPK intézményfejlesztési terveit vizsgálom horizontális és vertikális dimenziók mentén. Az egyes intézmények esetében mélyrehatóan elemzem a dokumentumot stratégiai szempontból, feltárva az emberi erőforrások szerepét, illetve felkutatva a teljesítményértékelésre vonatkozó részeket. Vertikálisan két szinten vetem össze az intézményfejlesztési terveket. Egyrészt egymással, másrészt pedig egy friss kutatással (Minőségfejlesztés a felsőoktatásban) vetem össze az eredményeket.

Ez a részletes elemzés biztosítja, hogy szakmailag megalapozott észrevételekkel éljek az intézmények humánerőforrás menedzsment gyakorlatára. Az eredmények alapján konstruktív kritikákat, fejlesztési elemeket tudok megfogalmazni, mely hasznos lehet az intézmények következő időszakra érvényes intézményfejlesztési terveik megalkotásához.

This paper is proposed to deliver an overview of
literature concerning with workplace bullying and to which
extend it affects the victims and the organization development.
Organization has to endure the cost pertaining to act of
bullying. This paper also covers the health issues faced by the workers and the legal cost to compensate is what might
increase the company’s liability. There is an extensive variety
of behaviors that could be related with bullying at work, and
some of these zones are highlighted. This study shows how
the dominant perpetrator takes control of the victims and why it occurs. This research also shows that the number of women being sexually bullied in the workforce is very much higher than men.

by Robert Cottor, Alan Asher, Judith Levin, and Cindy Weiser, The Institute for Creative Change

This field book presents exercises that have been organized into Learning Labs that will invite innovative thinking and practice with those familiar with social construction theory as well as those who are newcomers to constructionist thinking. Learning Labs are designed to generate new thinking about diverse societal and professional issues. These exercises promote and enhance creative change strategies for mental health, educational and organizational development professionals.

This paper presents a comprehensive change and development model used as the basis in successfully transitioning an organization to baccalaureate status from a community college environment.  The model utilizes a system-wide approach, allowing a strategic plan to be used as the basic foundation. The model establishes departmental plans and objectives, links planning and decision making to assessment and analysis, assists in building budget priorities, and integrates the campus academic planning process, program review recommendations, and assessment results.

Este artículo plantea un modelo de desarrollo de cultura empresarial, compuesto al integrar la  cultura de resultados con valores empresariales relevantes para la realidad del negocio. Bajo un enfoque pragmático y sistémico, va más allá del entendimiento sociológico o inercial de la cultura, para establecer definiciones y esquemas operativos útiles para el desarrollo organizacional.
El autor establece un modelo empírico de cultura de resultados que consta de etapas de comunicación, ejecución y gestión estratégica, y también ilustra cómo algunos supuestos basados en destrezas de diálogo insuficientes, renuncia a diálogo constructivo, acuerdos imprecisos, incumplimiento de acuerdos, actividad frenética, subejecución de estrategia y protagonismo merman o inhabilitan el desempeño. Cierra mostrando cómo la cultura de resultados gana relevancia al entrelazarse con los valores empresariales, y  puntualiza algunos retos específicos de desarrollo de cultura empresarial para pequeñas y medianas empresas.
El contenido busca ser de utilidad para líderes, agentes de cambio y académicos en el entendimiento de cómo las dinámicas y consensos entre colaboradores facilitan o inhiben la adaptación y progreso sostenidos en ambientes de negocios.
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This paper proposes a model for developing corporate culture, based in the integration of a culture of result with corporate values relevant for business context. Utilizing a pragmatic and systemic approach goes beyond sociological or inertial understandings of culture, to establish definitions and operational frameworks useful for organizational development.
The author establishes an empirical model of culture of results, comprehending communication, execution and strategic management stages, and also illustrates how some basic assumptions based in insufficient dialogue skills, renounce to constructive dialogue, imprecise agreements, non-compliance of agreements, frenzy activity, subexecution of strategy and protagonism, harm or disable performance. Closes by showing how culture of results gains relevance by interwoving itself with core corporate values, and points out some specific cultural challenges for small and medium enterprises.
The content aims to be useful for leaders, change agents and scholars in the understanding of how team dynamics and consensus empower or disable sustained adaptation and progress in business environments.

The media has recently exposed that grade inllation is a concern for higher education in North America. Grade inflation may be due to consumerism by universities that now compete for students. Keeping students happy (and paying) may have been emphasized more than learning. We review the literature on faculty evaluation and present a model that incorporates students" individual differences and grade inllation as sources of bias in teaching evaluations. To improve teaching effectiveness, and avoid consumerism in higher education, faeulty evaluations must begin to tocus on students and the reciprocal role ot grade inllation in teaching evaluation.