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2023 | OriginalPaper | Buchkapitel

Tools for Analysis, Planning, and Organisational Development

verfasst von : Antonio Cocozza

Erschienen in: Understanding Organizational Culture

Verlag: Springer Nature Switzerland

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Abstract

In this chapter provides the tools for analysis, planning, and organisational development. We explain the structural and cultural dimensions of an organisation, analysing organisational roles, mechanisms of coordination, and main configurations.

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Fußnoten
1
Critical variables are elements subject to crisis (from the Greek krìsis—choice, decision), and subject, therefore, to continuous transformation. Their analysis provides particularly relevant information which permits us to understand the main trends of change. At the same time, they also represent the strategic variables that need to be monitored while managing organisational processes aimed at effective management of human resources.
 
2
The analysis of this specific variable serves to identify the presence of processes of formation (and/or maintenance) of forms of organisational oligarchy or possible traces of relationships marked by clientelism or nepotism.
 
3
The initial stage of the cultural approach may be similar to the previous one, since it is aimed at gathering structural information, which, in any case, plays a fundamental cognitive role in the analysis of organisations.
 
4
An examination of the different types of leadership is carried out more fully in the sixth chapter, where a theoretical framework within which to place the different models is provided. In particular, after examining the development of the various theories of leadership, a theoretical framework based on five leadership models is proposed: autocratic, bureaucratic, human relations, participatory, and pro-autonomy.
 
5
By means of this analytical parameter which regards the metaphorisation of an organisation and with reference to what an important scholar of the cultural aspects of the organisation pointed out (Morgan, 2002), we intend trying to obtain from the interviewees a synthetic image of the reality to which they belong. This means asking interviewees to make a small effort of imagination that, by means of a metaphor, evokes the image they perceive of the organisation to which they belong (Cocozza 2004a, b, c, p. 42).
 
6
The activity of organisational planning can be carried out, when the top management—in the role of internal client (if those who carry out this activity are internal to the organisation), or the client tout court (if they are external)—recognises (or is led to recognise) the need, and believes that the cultural, political, financial, and organisational conditions required to proceed with the activation of an organisational project of this type exist. In most of the empirical cases observed directly in the field, this activity often becomes an activity of redesign, since it does not seek to design an organisation from scratch, but to redesign, in part or in full, organisations that are already structured and operating. Except in cases of newly established organisations, it is possible to assume that, on most occasions, structured beliefs and behaviour styles regarding the main components of organisational planning exist already. These include those relating to the division of tasks, the allocation of resources, the definition of decision-making processes, at times even the professional and relational skills, etc. deemed necessary. All this makes a clear distinction between design and redesign, considering the first far less complex than the second, since, in a certain sense, the action takes place within an optimal context of blank-slate condition.
 
7
It might be correct to refer to the activity of design in this case, since it is at a level of this kind of organisation that it is possible that it be considered a veritable “from-scratch” operational component. That is to say, it may be seen as a structure of organisation that did not exist previously, although it was there in structured organisations that historically have tested other organisational methods of coordination of tasks, as well as in established organisational culture.
 
8
The term knowledge workers was coined by Peter Drucker (1996). Knowledge workers are managers, experts, business professionals, and technicians who have no hierarchical responsibilities. They are all figures characterised by an intertwining of management skills, relationship and cooperation skills, specific technical-professional skills.
 
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Metadaten
Titel
Tools for Analysis, Planning, and Organisational Development
verfasst von
Antonio Cocozza
Copyright-Jahr
2023
DOI
https://doi.org/10.1007/978-3-031-43860-8_5