Group Development as a Framework to Understand and Promote School Readiness to Engage in an Organizational Development Project

1991 ◽  
Vol 2 (1) ◽  
pp. 59-71 ◽  
Author(s):  
Susan A. Wheelan ◽  
Claire Conway
Keyword(s):  
School Readiness ◽  
Organizational Development ◽  
Group Development ◽  
Development Project

A Assessment of Management Efficiency in Local Administrative Offices: Case Study Poland

2021 ◽  
Vol 19 (2) ◽  
pp. 329-351
Author(s):  
Mariola Grzebyk ◽  
Agata Pierścieniak ◽  
Małgorzata Stec
Keyword(s):  
Local Government ◽  
Organizational Development ◽  
Public Administration ◽  
Financial Management ◽  
Local Development ◽  
Development Project ◽  
Point Of View ◽  
Management Process ◽  
Economic Point ◽  
Management Efficiency

The analysis of management efficiency is an important element in evaluating the functioning of public administration from an economic point of view. In order to achieve greater efficiency of the management process, and thus the quality in public administration, it is important to analyze and evaluate its elements. Modern research usually covers individual elements, parts of the management process. However, the current study proposes a comprehensive approach to this process. The objective of the article is the evaluate levels of management efficiency of local government offices using a single synthetic indicator and also to identify areas that hinder management efficiency. The study applies the institutional analysis methodology, adjusting it to the needs of the article. The article postulates that areas that call for immediate changes in Poland's local government offices should include such areas as strategic and financial management, invigorating economic development, project management and public service offers. Any changes thus introduced in these areas may enhance improvements in management processes, effectiveness and efficiency of activities, the quality of the office's functioning, organizational development, which togethr indirectly affects local development.

scholarly journals ANALISA SWOT PADA PENGUATAN KELOMPOK TANI SAYUR ORGANIK

2020 ◽  
Vol 20 (2) ◽  
pp. 112-124
Author(s):  
Nur Fauzi ◽  
Suswadi ◽  
K. Prasetyowati
Keyword(s):  
Organizational Development ◽  
Development Strategy ◽  
Group Development ◽  
Active Role ◽  
Matrix Analysis ◽  
Study Program ◽  
Weight Score ◽  
Internal Position ◽  
External Position ◽  
Internal And External Factors

Nur Fauzi, B0216023. 2020. Argoayuningtani Farmer Group Development Strategy in Organic Tomato (Lycopersicon esculentum) Farming in Senden Village, Selo District, Boyolali Regency. Skripsi.Supervisor I Ir. Sutarno, M.Si, Supervisor II Ir. Suswadi, M.Si., Agribusiness Study Program, Bachelor, Tunas Pembangunan University of Surakarta. An organization must have a careful planning and strategy. Strategy is very influential on organizational development. This study aims to determine the internal and external factors that influence the development of Argoayuningtani farmer groups in organic tomato farming. Method   research that is used is the analysis of SWOT to identify factors internal and external are then analyzed using matrix IFE, EFE, SWOT, IE, and QSP.The results of the study based on the analysis of the IFE matrix get the main strengths that are according to SOP/ GAP/ GHP and good quality Human Resources of members with a score of 0.268,while the main weakness is having a planting plan but not yet implementing it with a score of 0.118 and obtaining a total score of 2.941 means that the Argoayuningtani farmer group has a strong internal position. Based on the EFE matrix analysis, the main opportunity is the active role of the instructor with a weight score of 0.352 while the main threat is land adjacent to conventional land with a score of 0.252 and a total score of 3.021 means that the external position of the farmer group is above average. In IE matrix analysis Argoayuningtani farmer group is in cell II which means that Argoyuningtani farmer group is in a position of growing and developing. Whereas based on QSP matrix analysis, it is found that the priority of development strategies that can be applied in the Argoayuningtani farmer group is to improve human resource skills to realize the goals with the highest STAS value of 6.20.

An Identity Perspective for Predicting Software Development Project Temporal Success

2010 ◽  
pp. 15-24
Author(s):  
Jeff Crawford
Keyword(s):  
Software Development ◽  
Social Identity Theory ◽  
Group Development ◽  
Theoretical Work ◽  
Development Project ◽  
Key Factors ◽  
Software Development Project ◽  
Temporal Aspects ◽  
Development Literature ◽  
Initial Meeting

This theoretical work draws on group development literature to propose a model for increasing the likelihood of achieving temporal success within a software development (SD) environment. The study addresses a group’s temporal performance through a punctuated equilibrium (PE) lens. As a means of extending the PE model of group development for a SD project context, this research will consider social and temporal aspects of identity within each group in order to address the varying nature of temporal success. First, anthropological research on rituals in society will be applied to present a project-asritual perspective, where social and temporal identity are suggested to flow from the rites of passage that exist during the initial meeting and temporal midpoint of a group. Second, social identity theory will be applied to posit that both types of identity are positively associated with a group’s ability to meet temporal deadlines. This theoretical piece is expected to make two primary contributions to literature. First, group development literature is enhanced by providing an extension of the PE model to address environments where social and temporal identities are variable. This contribution is significant since it will allow researchers to apply a PE perspective in real world project team environments. Second, the research contributes to SD literature by offering a clear perspective regarding key factors that can serve to impact a SD project team’s ability to meet temporal deadline.

scholarly journals Too Smart to Participate? Rational Reasons for Employees’ Non-participation in Action Research

2020 ◽  
Vol 33 (6) ◽  
pp. 625-638
Author(s):  
Kristin Lebesby ◽  
Jos Benders
Keyword(s):  
Action Research ◽  
Organizational Development ◽  
Large Scale ◽  
Blind Spot ◽  
Development Project ◽  
Research Literature ◽  
Public Organization ◽  
Future Challenges ◽  
Change Projects

Abstract Action research literature promotes broad participation in order to gain better insights into prevailing issues and cope with both present and future challenges in organizations. For good reasons, action researchers view participation as desirable and even necessary. However, emphasizing participation also creates a blind spot: researchers tend to assume that employees are willing or even eager to take part in organizational change projects. A group of action researchers involved in a large-scale organizational development project in a Norwegian public organization initially also had this optimistic assumption. Over time, they realized that many employees were reluctant to participate and often kept silent, so they conducted follow-up research to explore the reasons for employees’ non-participation. The findings show that the employees had rational reasons not to participate, and that employee participation should not be taken for granted. The paper outlines eight different rationales for non-participation, and discusses implications for action research.

scholarly journals An Artistic Community and a Workplace

2018 ◽  
Vol 30 (1) ◽  
pp. 115-143
Author(s):  
Laura Pekkala ◽  
Riku Roihankorpi
Keyword(s):  
Organizational Development ◽  
Cultural Policy ◽  
Development Project ◽  
Cultural Dimension ◽  
Ministry Of Education ◽  
Production Models ◽  
Monetary Economy ◽  
Multiple Case ◽  
State Subsidies ◽  
Group Theatre

The article analyzes how money interacts with the practices and organizational activities of independent theatres in Finland in the 2010s. It discusses what kind of development the interaction entails or favors in the wider context of Finnish cultural policy. We share the results of Visio (2015-16), an empirical study and development project funded by the Ministry of Education and Culture and carried out with four professional independent theatres, which originated as group theatres, but are now institutionalized and operate with discretionary state subsidies. During the development project supported by Theatre Centre Finland, the study observed aspects of organizational development and learning as well as sustainable work in the said theatres. This was done via ethnographic and multiple case study methodologies. The study defined a theatre organization as a community for artistic work and a workplace for a diverse group of theatre professionals. The cases and the ethnographies were then reflected against current Finnish cultural policy.As descendants of the group theatre movement – arising from artistic ambition and opposition to commercialism – Finnish independent theatres have developed in different directions in their ideas of theatre, artistic visions, objectives, production models, and positioning in the field. Yet, there is a tendency to define independent theatres in opposition to theatres subsidized by law (the so-called VOS theatres), instead of laying stress on their specific artistic or operational visions or characteristics. This emphasis is present in public discussions, but also in the self-definitions of independent theatres. Money, and the economic affairs it underlines, strongly interact with the development, organizational learning, and working culture of Finnish independent theatres. Theoretically, we promote a Simmelian framework that stresses the socio-cultural dimension of money. Thus, we examine how the practices of the monetary economy are present in the practices and the development of independent theatres, and how this reflects their position within the current cultural policy and funding systems. Based on the above, the article suggests a more versatile approach to artistic independent theatres – one that emphasizes recognizing the heterogeneity of their operating models and artistic orientations, and their roles as diverse artistic communities aside from workplaces.

Mediated Group Development

2010 ◽  
pp. 292-304
Author(s):  
John A. McArthur
Keyword(s):  
Small Group ◽  
Organizational Development ◽  
Interpersonal Communication ◽  
Communication Technology ◽  
Small Groups ◽  
Group Development ◽  
Development Theory ◽  
Virtual Communication ◽  
The Impact

This chapter focuses on an interpersonal approach to understanding small group development in mediated environments. Whereas much of the literature in this area has emerged in the study of workplace and organizational development, this chapter is grounded in small group development theory and folds in relevant studies of virtual communication in groups. This approach is designed to complement a larger work based in interpersonal communication by providing students of interpersonal communication with a basic introduction to small groups and the impact of communication technology on small group development.

Writing Funding Proposals for Speech-Language Staff Development Projects

1982 ◽  
Vol 13 (3) ◽  
pp. 163-171
Author(s):  
Carol A. Esterreicher ◽  
Ralph J. Haws
Keyword(s):  
Staff Development ◽  
Development Project ◽  
Project Manager ◽  
State Funding ◽  
Service Needs ◽  
School Environments ◽  
Speech Language Pathologists ◽  
Service Programs ◽  
Speech Language Pathologist ◽  
Special Programs

Speech-language pathologists providing services to handicapped children have pointed out that special education in-service programs in their public school environments frequently do not satisfy the need for updating specific diagnostic and therapy skills. It is the purpose of this article to alert speech-language pathologists to PL 94-142 regulations providing for personnel development, and to inform them of ways to seek state funding for projects to meet their specialized in-service needs. Although a brief project summary is included, primarily the article outlines a procedure whereby the project manager (a speech-language pathologist) and the project director (an administrator in charge of special programs in a Utah school district) collaborated successfully to propose a staff development project which was funded.

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