The case of OD in an NGO in India
Nisha Nair
Indian Institute of Management Indore, Indore, India, and
Neharika Vohra
Indian Institute of Management Ahmedabad, Ahmedabad, India
Abstract
Purpose – This paper aims to report an organizational development (OD) exercise carried out in a
prominent non-governmental organization (NGO) that works in the area of rights and advocacy in
India.
Design/methodology/approach – The exercise was part of the first author’s graduate program,
which required the application of behavioral science theory to a live organization under the
supervision of her advisor, the second author. The organizational development exercise spread over
four months, involved entering an organization, interacting with key participants and stakeholders of
the organization both formally and informally, diagnosing issues facing the organization and a
mirroring exercise with the management at the end of the intervention to provide feedback.
Findings – Some of the issues and improvement areas that emerged through the exercise are
discussed in the paper. It also offers reflections on some of the key lessons learnt during the process of
intervention, with implications for OD in developmental organizations.
Originality/value – The paper offers insights into OD interventions in the developmental sector,
posing a different set of challenges than conventional organizations, and also because the organization
itself was in a state of flux at the time of the intervention.
Keywords Non-governmental organizations, Business development, Organizational effectiveness,
Labour efficiency, Change management, India
Paper type Case study
Introduction
Organization development (OD) work has largely been carried out in business or for
profit organizations. Bargal and Schmid (1992) refer to the paucity of literature on
consultation done in developmental organizations. OD in nonprofit organizations
provides some unique challenges for the consultant that may not exist in business
organizations (Ramos, 2007; Waysman and Savaya, 1997). Developmental
organizations are thought to differ from for-profit organizations in a number of
ways (Brown and Covey, 1987). Studies have shown that employees in developmental
organizations seek greater autonomy and less organizational control in their work
(Mirvis and Hackett, 1983). Since there is a need for flexibility and local discretion in
the working of developmental organizations, they tend to be more informal and loosely
organized than business organizations ( Joseph, 2000; Lewis, 2003). Another often cited
concern is the existence of high role ambiguity and lack of clarity about roles and
procedures in such organizations (Goldman and Kahnweiler, 2000; McDonald, 1999). In
his study of organizational change in a human service organization, Ramos (2007)
discusses the poor communication across the various units/programs of the nonprofit.
Given that values and ideology play a central role in developmental organizations
(B.
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Leaders have been found to play a pivotal role in running and developing NGOs. This study aims to
find out the leader’s perceptions about the impact of their leadership on employees performance and
development of their NGOs. The study explicitly shows the positive and significant nexus between leader’s style
and strategy with leadership effectiveness and its sweeping impact on employees’ motivation, commitment,
employee’s satisfaction and well being as well as on enhancement of employees’ work performance and
organizational productivity through leadership practices including information sharing, problem solving,
motivation, performance rewards and role-playing
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
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This paper examines the process and factors that determine the decision for taking Corporate Social Responsibility (CSR) initiatives by businesses globally. Specifically, it investigates the stages of decision making and the factors that drive the decision making in each stage. A process model of decision making is proposed based on the factors determined from literature. The model consist of four stages in which the first stage is the pre-finalization stage in which the initial reasons for carrying out the CSR initiatives are explored, second stage is the finalization stage where the reasons for carrying out CSR initiatives are finalized, third stage is the context building for acting according to those reasons and subsequently carrying forward the CSR initiatives and the last stage is the implementation and execution of CSR initiatives. The review of previous literature reveals that major studies have focused only on one aspect of CSR namely, the reasons for CSR initiatives. This study opens up the direction for studying these factors deeply, so that it can be of use and importance to the businesses who are involved in the decision making of CSR initiatives. The interdependency of factors, as explained in the study, will aid decision makers at different levels of planning and implementation stages. It provides valuable inputs for those decision makers who are planning for CSR initiatives as well as to those who are seeking solutions for unsatisfactory results of these initiatives in their organizations.
Leadership: Essence of Success in Social Sector of Bihar (India)iosrjce
Leaders have been found to play a pivotal role in running and developing NGOs. This study aims to
find out the leader’s perceptions about the impact of their leadership on employees performance and
development of their NGOs. The study explicitly shows the positive and significant nexus between leader’s style
and strategy with leadership effectiveness and its sweeping impact on employees’ motivation, commitment,
employee’s satisfaction and well being as well as on enhancement of employees’ work performance and
organizational productivity through leadership practices including information sharing, problem solving,
motivation, performance rewards and role-playing
Abstract: Organisational Citizenship Behaviour (OCB) is defined as the voluntary, pro-social behaviour of an individual which is not formally recognized by the reward system however that promotes the effective functioning of the organisation. The research on this concept gained momentum during 1980’s. However, the concept’s origin dates back to Veda era of Indian civilization. Many of the subsets of OCB like altruism, civic virtue are explained long before in Indian scriptures. The paper aims at finding a link between the revealed concept of OCB and the Indian management thoughts and practices.
Process and Content Model of CSR Decision-making - A Stakeholder ApproachCSCJournals
This paper examines the process and factors that determine the decision for taking Corporate Social Responsibility (CSR) initiatives by businesses globally. Specifically, it investigates the stages of decision making and the factors that drive the decision making in each stage. A process model of decision making is proposed based on the factors determined from literature. The model consist of four stages in which the first stage is the pre-finalization stage in which the initial reasons for carrying out the CSR initiatives are explored, second stage is the finalization stage where the reasons for carrying out CSR initiatives are finalized, third stage is the context building for acting according to those reasons and subsequently carrying forward the CSR initiatives and the last stage is the implementation and execution of CSR initiatives. The review of previous literature reveals that major studies have focused only on one aspect of CSR namely, the reasons for CSR initiatives. This study opens up the direction for studying these factors deeply, so that it can be of use and importance to the businesses who are involved in the decision making of CSR initiatives. The interdependency of factors, as explained in the study, will aid decision makers at different levels of planning and implementation stages. It provides valuable inputs for those decision makers who are planning for CSR initiatives as well as to those who are seeking solutions for unsatisfactory results of these initiatives in their organizations.
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docxSUBHI7
Running head: ANNOTATED BIBLIOGRAPHY 1
ANNOTATED BIBLIOGRAPHY 6
Organizational Development
Author’s Name
Course Title
Professors’ Name
Date
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
learning.
This book is based on organization development which is a process that is broadly applied in behavioral science practices and knowledge that helps organizations in building their capacity to achieve greater and change effectiveness. This includes employee satisfaction, environmental sustainability and increased financial performances. It also examines assumptions, models, and background of organization development, strategies and other aspects of organization development (OD). I choose this book as it has elaborated the concept of OD to detail as well as its historical evolution in the past 60 years.
Fox, H. L. (2013). The promise of organizational development in nonprofit human services
Organizations. Organization Development Journal, 31(2), 72.
The author advocates for mentally ill, sick children, domestic violence victims, and child abuse and neglect victims. Nonprofit human services organizations which function under an ideology that aims at change for the community, individual, nation, region or world through their missions of advocacy and service. Nonprofit agencies sometimes are caught up in competitive environments as they function with not enough or decreasing resources as well as increasing demand for services. The author feels that organizational development efforts will upgrade internal systems management, build organizations capacity and also develop personnel. This article can be useful because it explores some issues applicable to providing organizational development in these nonprofit agencies which serve as a primer to those thinking of issuing organizational development services.
Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational
effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology, 96(4), 677.
The belief behind much of this research is that organizational culture is a significant social trait that influences individual, group as well as organizational behavior .it is believed to be shared among organizational levels thus influencing the behaviors and attitudes of employees. Moreover, it a set of assumptions that an organizational or group holds which determines how it thinks, perceives or reacts to different environments.I would use this article since it has explained how organizational development is determined by beliefs, norms or values of an organization.
Lewis, R. (n.d). Strategy and Organizational Development.
Ralph Lewis refers to organizational development as a term that originated from the current thinking in management. This is because organizational development was seen as synonymous which had certain orientation o ...
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Types of Organizational Cultures Essay
The Five Types of Organizational Structure
4 Types Of Teams Essay
Essay about Organizational Structures
Two Types Of Organizational Structure
Essay about Organizational Culture
Henry Mintzberg s Organizational Archetypes
The Four Types Of Organizational Cultures
Assignment : Types Of Business Organization
Organizational Structure
Mg/561 Organizational Structure
Levels Of Management Essay
Organizational Structure And Life Cycle
Organizational Structure Essay
1
Benchmark- Self Assessment and Reflection
Benchmark- Self Assessment and Reflection
Introduction
Self-assessment is the capacity to dive into one's nature to develop personal progress. Self-diagnosis is a talent that allows individuals to analyze their efforts and skills, limitations, and strengths and develop solutions to present problems. Mackey and Sisodia describe the capacity to lead with awareness, sensitivity, and emotional intelligence in their work. This essay explains the features of conscious leadership and the effect of two historical management theories, a summary of the findings of each assessment I performed, and the insights I obtained from my self-assignment.
Characteristics of Conscious Leadership
One of the characteristics of conscious leadership, according to Mackey and Sisodia, is the ability to understand business in terms of a larger purpose and the potential constructive effect it may have on the world around them (Mackey & Sisodia, 2014). Conscious leadership must be a command system that serves all stakeholders equally to achieve relevance. This is done through eliciting the best in others and focusing on collective rather than individual achievement (Mackey & Sisodia, 2014). A conscious leader is built on four pillars: a higher purpose, stakeholder change, personal command, and service to others. A higher purpose necessitates a reorientation of an organization's goals. Leaders must inspire and encourage all stakeholders while also changing staff via better training and serving as role models to bring out the best in every employee. Stakeholder transformation is the second pillar (Mackey & Sisodia, 2014).
This pillar contributes to the creation of a positive work environment and a transparent sequential chain of communication, which can improve employee performance by increasing the value of stakeholders through the establishment of a healthy ecosystem, which is critical for the achievement of the organization's goals (Mackey & Sisodia, 2014). The individual command adds to the notion of significance as a technique of doing things since it has a substantial impact on the work environment and employee performance, as well as on workers' incentive to invest in themselves to achieve a greater degree of personal interpretation (Mackey & Sisodia, 2014). Finally, conscious leadership requires a commitment to using one's talents, influence, position, and resources to impact positive change in society, which promotes accomplishments and better outcomes in the medium and long run, among other things (Mackey & Sisodia, 2014).
Two Historical Management Theories
A scientific theory, one of the two historical management theories, was developed in the early twentieth century by Frederick W. Taylor (Sobociski, 2017). Taylor was an engineer who experimented with many tactics to discover the most well-organized and efficient methods of completing the projects he was assigned to develop (Sobociski, 2017). He created ...
Organizational Commitment in relation to Organizational Politics: A study on ...inventionjournals
The root objective behind this study is to explore the relation between organizational commitment
and organizational politics, of the government employees. This study also focuses on the gender difference
taking these factors under consideration. This study is conducted on 200 male and female employees in total, of
middle level belonging to urban domicile. A survey of government employees (aged 40-55) reveals that
organizational commitment has no significant positive correlation with organizational politics in total.
Additionally, this relation does not found to be correlated in case of both female and their male counterparts.
In the last decade or so, I have progressively noticed, studied and discovered that diversity in groups/organisations/social systems and dealing with the complexity of it as well as channelizing its potential is one of the greatest challenges of our times.
My work over the years in he field shows that the emotional competence and skills to deal with this challenge is far behind intellectual and philosophical understanding of this reality. And what we often find are experiences of exclusion, marginalisation, disempowerment, underutilisation of potential of people and loss of productivity.
I am offering a new programme “Leveraging Diversity for Building powerful Organisations: Utilising People’s Fullest Potential’’.
This programme is specially designed to develop the capabilities for the same amongst mangers, leaders, Human Resource professionals and other critical people who can make a difference. It is planned to fill the gap between the reality, concepts, values and emotional readiness.
Please write to me at umajain53@gmail.com or saharth@gmail.com for a brochure with more details.
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
The case presented is a philosophy of practice, by Ulf Donner, leade.docxmamanda2
The case presented is a philosophy of practice, by Ulf Donner, leader of the Foundation Home at the psychiatric nursing home in Finland that for 15 years has based its practice on Eriksson’s caritative theory of caring.
Even at an early stage in our serving in caring science, we caregivers recognized ourselves in the caring science theory, which stresses the healing force of love and compassion in the form of tending, playing, and learning in faith, hope, and charity. The caritative culture is made visible with the help of rituals, symbols, and traditions, for instance, with the stone that burns with the light of the Trinity and the daily common time for spiritual reflection. In every meeting with the suffering human being, the attributes of love and charity are striven for, and the day involves discussions of reconciliation, forgiveness, and how we as caregivers can tend by nourishing and cleansing on the level of becoming, being, and doing. In the struggle in love and compassion to reach a fellow human being who, because of suffering, has withdrawn from the communion to find common horizons, the sacrifice of the caregiver is constantly available.
We work with people who often have the feeling that they do not deserve the love they encounter and who, in various ways, try to convince us caregivers of this. We experience patients’ disappointment in their destructive acts, and we constantly have to remember that it may be broken promises that produce such dynamics. Sometimes, it may be difficult to recognize that suffering expressed in this way in an abstract sense seeks an embrace that does not give way but is strong enough to give shelter to this suffering, in a way that makes a becoming movement possible. In recognizing what is bad and what is difficult, horizons in the field of force are expanded, and the possibility of bringing in a ray of light and hope is opened.
As caregivers, we constantly ask ourselves whether the words, the language we use, bring promise, and how we can create linguistic footholds in the void by means of images and symbols. In our effort to nourish and cleanse, that which constitutes the basic movement of tending, we often recognize the importance of teaching the patient to be able to mourn disappointments and affirm the possibilities of forgiveness in the movement of reconciliation.
We also try to bring about the open invitation to the suffering human being to join a communion with the help of myths, legends, and tales concerned with human questions about evil versus good and about eternity and infinity. Reading aloud with common reflective periods often provides us caregivers a possibility of getting closer to patients without getting too close, and opens the door for the suffering the patient bears.
In the act of caring, we strive for openness with regard to the patient’s face and a confirmative attitude that responds to the appeal that we can recognize that the patient directs to us. When we as caregivers re.
The Case of Will Smithers To Exhume or not Exhume, that is the .docxmamanda2
The Case of Will Smithers: To Exhume or not Exhume, that is the Question
A surprising amount of information can be gleaned about an individual just from one’s tissues. In this case, you have been assigned to shadow histopathologist Dr. Jonas Riehm as he attempts to identify the cause of death of 42-year-old Will Smithers. Mr. Smithers’s body was discovered sitting in his car near an alley several miles from his home. There was no obvious cause of death, necessitating an autopsy to determine if the death was from natural causes or foul play. However, due to a clerical error, the decedent’s body was released and interred before a proper autopsy could be performed, and an official cause of death was not established.
Fortunately, several tissue samples were taken before the interment and remain available for examination. Mr. Smithers’s family does not wish to have his body exhumed, so local law enforcement professionals have asked Dr. Riehm to examine the tissue samples in the hopes of determining his cause of death and whether or not an exhumation is needed. The following sections have been taken from the official report that Dr. Riehm sent to the local coroner’s office. You are to report to Dr. Riehm’s office with your anatomy and physiology textbook. He expects students to answer questions related to the work that he does in his histopathology laboratory.
Dr. Riehm enjoys teaching, and has a collection of microscope slides that he uses to introduce students to the fascinating universe of histology. He starts with the following definition: histology is the study of the normal structure of tissues. Although Dr. Riehm is an expert in the study of the diseases and abnormalities of tissues, histopathology, he is a firm believer that you must be able to recognize normal tissue before you can understand diseased tissue. He has set up four microscope stations for students to get familiar with how the microscopes function and to view slides of normal tissues.
Each station has a microscope with a slide of one of the four primary tissue types. (a) Define tissue and organ, and then describe how each fits into the levels of body organization. (b) Describe what you would expect to observe on the epithelial tissue slide. What are the general functions of this tissue? (c) Describe what you would expect to see on the connective tissue slide. What are the general functions of this tissue? (d) Describe what you would expect to see on the muscle tissue slide. What are the general functions of this tissue? (e) Describe what you would expect to observe on the nervous tissue slide. What are the general functions of this tissue?
Satisfied that you are properly introduced to the concepts of normal tissue, Dr. Riehm begins to fill you in on the details of Mr. Smithers’s case, whose tissue samples have coincidentally arrived just in time for your shadowing visit. The first set of slides included an epithelium sample taken from Mr. Smithers’s forehead. The slide w.
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Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
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Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational
effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology, 96(4), 677.
The belief behind much of this research is that organizational culture is a significant social trait that influences individual, group as well as organizational behavior .it is believed to be shared among organizational levels thus influencing the behaviors and attitudes of employees. Moreover, it a set of assumptions that an organizational or group holds which determines how it thinks, perceives or reacts to different environments.I would use this article since it has explained how organizational development is determined by beliefs, norms or values of an organization.
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Benchmark- Self Assessment and Reflection
Benchmark- Self Assessment and Reflection
Introduction
Self-assessment is the capacity to dive into one's nature to develop personal progress. Self-diagnosis is a talent that allows individuals to analyze their efforts and skills, limitations, and strengths and develop solutions to present problems. Mackey and Sisodia describe the capacity to lead with awareness, sensitivity, and emotional intelligence in their work. This essay explains the features of conscious leadership and the effect of two historical management theories, a summary of the findings of each assessment I performed, and the insights I obtained from my self-assignment.
Characteristics of Conscious Leadership
One of the characteristics of conscious leadership, according to Mackey and Sisodia, is the ability to understand business in terms of a larger purpose and the potential constructive effect it may have on the world around them (Mackey & Sisodia, 2014). Conscious leadership must be a command system that serves all stakeholders equally to achieve relevance. This is done through eliciting the best in others and focusing on collective rather than individual achievement (Mackey & Sisodia, 2014). A conscious leader is built on four pillars: a higher purpose, stakeholder change, personal command, and service to others. A higher purpose necessitates a reorientation of an organization's goals. Leaders must inspire and encourage all stakeholders while also changing staff via better training and serving as role models to bring out the best in every employee. Stakeholder transformation is the second pillar (Mackey & Sisodia, 2014).
This pillar contributes to the creation of a positive work environment and a transparent sequential chain of communication, which can improve employee performance by increasing the value of stakeholders through the establishment of a healthy ecosystem, which is critical for the achievement of the organization's goals (Mackey & Sisodia, 2014). The individual command adds to the notion of significance as a technique of doing things since it has a substantial impact on the work environment and employee performance, as well as on workers' incentive to invest in themselves to achieve a greater degree of personal interpretation (Mackey & Sisodia, 2014). Finally, conscious leadership requires a commitment to using one's talents, influence, position, and resources to impact positive change in society, which promotes accomplishments and better outcomes in the medium and long run, among other things (Mackey & Sisodia, 2014).
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A scientific theory, one of the two historical management theories, was developed in the early twentieth century by Frederick W. Taylor (Sobociski, 2017). Taylor was an engineer who experimented with many tactics to discover the most well-organized and efficient methods of completing the projects he was assigned to develop (Sobociski, 2017). He created ...
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organizational commitment has no significant positive correlation with organizational politics in total.
Additionally, this relation does not found to be correlated in case of both female and their male counterparts.
In the last decade or so, I have progressively noticed, studied and discovered that diversity in groups/organisations/social systems and dealing with the complexity of it as well as channelizing its potential is one of the greatest challenges of our times.
My work over the years in he field shows that the emotional competence and skills to deal with this challenge is far behind intellectual and philosophical understanding of this reality. And what we often find are experiences of exclusion, marginalisation, disempowerment, underutilisation of potential of people and loss of productivity.
I am offering a new programme “Leveraging Diversity for Building powerful Organisations: Utilising People’s Fullest Potential’’.
This programme is specially designed to develop the capabilities for the same amongst mangers, leaders, Human Resource professionals and other critical people who can make a difference. It is planned to fill the gap between the reality, concepts, values and emotional readiness.
Please write to me at umajain53@gmail.com or saharth@gmail.com for a brochure with more details.
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
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The case presented is a philosophy of practice, by Ulf Donner, leader of the Foundation Home at the psychiatric nursing home in Finland that for 15 years has based its practice on Eriksson’s caritative theory of caring.
Even at an early stage in our serving in caring science, we caregivers recognized ourselves in the caring science theory, which stresses the healing force of love and compassion in the form of tending, playing, and learning in faith, hope, and charity. The caritative culture is made visible with the help of rituals, symbols, and traditions, for instance, with the stone that burns with the light of the Trinity and the daily common time for spiritual reflection. In every meeting with the suffering human being, the attributes of love and charity are striven for, and the day involves discussions of reconciliation, forgiveness, and how we as caregivers can tend by nourishing and cleansing on the level of becoming, being, and doing. In the struggle in love and compassion to reach a fellow human being who, because of suffering, has withdrawn from the communion to find common horizons, the sacrifice of the caregiver is constantly available.
We work with people who often have the feeling that they do not deserve the love they encounter and who, in various ways, try to convince us caregivers of this. We experience patients’ disappointment in their destructive acts, and we constantly have to remember that it may be broken promises that produce such dynamics. Sometimes, it may be difficult to recognize that suffering expressed in this way in an abstract sense seeks an embrace that does not give way but is strong enough to give shelter to this suffering, in a way that makes a becoming movement possible. In recognizing what is bad and what is difficult, horizons in the field of force are expanded, and the possibility of bringing in a ray of light and hope is opened.
As caregivers, we constantly ask ourselves whether the words, the language we use, bring promise, and how we can create linguistic footholds in the void by means of images and symbols. In our effort to nourish and cleanse, that which constitutes the basic movement of tending, we often recognize the importance of teaching the patient to be able to mourn disappointments and affirm the possibilities of forgiveness in the movement of reconciliation.
We also try to bring about the open invitation to the suffering human being to join a communion with the help of myths, legends, and tales concerned with human questions about evil versus good and about eternity and infinity. Reading aloud with common reflective periods often provides us caregivers a possibility of getting closer to patients without getting too close, and opens the door for the suffering the patient bears.
In the act of caring, we strive for openness with regard to the patient’s face and a confirmative attitude that responds to the appeal that we can recognize that the patient directs to us. When we as caregivers re.
The Case of Will Smithers To Exhume or not Exhume, that is the .docxmamanda2
The Case of Will Smithers: To Exhume or not Exhume, that is the Question
A surprising amount of information can be gleaned about an individual just from one’s tissues. In this case, you have been assigned to shadow histopathologist Dr. Jonas Riehm as he attempts to identify the cause of death of 42-year-old Will Smithers. Mr. Smithers’s body was discovered sitting in his car near an alley several miles from his home. There was no obvious cause of death, necessitating an autopsy to determine if the death was from natural causes or foul play. However, due to a clerical error, the decedent’s body was released and interred before a proper autopsy could be performed, and an official cause of death was not established.
Fortunately, several tissue samples were taken before the interment and remain available for examination. Mr. Smithers’s family does not wish to have his body exhumed, so local law enforcement professionals have asked Dr. Riehm to examine the tissue samples in the hopes of determining his cause of death and whether or not an exhumation is needed. The following sections have been taken from the official report that Dr. Riehm sent to the local coroner’s office. You are to report to Dr. Riehm’s office with your anatomy and physiology textbook. He expects students to answer questions related to the work that he does in his histopathology laboratory.
Dr. Riehm enjoys teaching, and has a collection of microscope slides that he uses to introduce students to the fascinating universe of histology. He starts with the following definition: histology is the study of the normal structure of tissues. Although Dr. Riehm is an expert in the study of the diseases and abnormalities of tissues, histopathology, he is a firm believer that you must be able to recognize normal tissue before you can understand diseased tissue. He has set up four microscope stations for students to get familiar with how the microscopes function and to view slides of normal tissues.
Each station has a microscope with a slide of one of the four primary tissue types. (a) Define tissue and organ, and then describe how each fits into the levels of body organization. (b) Describe what you would expect to observe on the epithelial tissue slide. What are the general functions of this tissue? (c) Describe what you would expect to see on the connective tissue slide. What are the general functions of this tissue? (d) Describe what you would expect to see on the muscle tissue slide. What are the general functions of this tissue? (e) Describe what you would expect to observe on the nervous tissue slide. What are the general functions of this tissue?
Satisfied that you are properly introduced to the concepts of normal tissue, Dr. Riehm begins to fill you in on the details of Mr. Smithers’s case, whose tissue samples have coincidentally arrived just in time for your shadowing visit. The first set of slides included an epithelium sample taken from Mr. Smithers’s forehead. The slide w.
The Case of SamSam is a 62-year-old, widowed, African American male..docxmamanda2
The Case of SamSam is a 62-year-old, widowed, African American male. He is unemployed, receives Social Security benefits, and lives on his own in an apartment. Sam has minimal peer relationships, choosing not to socialize with anyone except his daughter, with whom he is very close. Sam raised his daughter as a single father after his wife passed away. Melissa is 28 years old and works as an emergency medical technician (EMT). When Sam was 7years old, he was placed in foster care and has had very limited contact with his extended family. Prior to September 11, 2001, Sam had a steady employment history in food services and retail.He hadno psychiatric history before that time. Sam reportedhis religious background is Catholic, but he is not affiliatedwith a congregation or church. Sam became depressed and psychotic sometimeafter 9/11 and had to be taken to an emergency room. He was hospitalized at that time for several weeks. His mental status exam (MSE)and diagnostic interview showed no history of alcohol or substance abuse issues,and he had no criminal background or current legal issues. Sam was released to outpatient care but was deemed unable to return to work. At that time,he had a diagnosis of major depression with psychotic features; he alsohas a history of high blood pressure and migraines. After several additional multiple psychiatric hospitalizations, he was gradually stabilized. Sam has been seeing a psychiatrist once a month for over a decade for medication management and is currently prescribedDepakote®, Abilify, and Wellbutrin®. Sam has a positive history of medication and treatment compliance. He wastreated by a social worker at an outpatient program for about 2years after his hospitalizations for his psychosis and depression. He gradually stopped attending sessions with the social worker after his symptoms stabilized, and his termination from the outpatient program was deemed appropriate; he continued to see the psychiatrist monthly for medication management.After about 10years of seeing only the psychiatrist, Sam scheduled a meeting with this social worker for increased feelings of depression. These feelings were broughton after his daughter moved out of the apartment they had shared for many years to live with her boyfriend. He reported difficulty adjusting to living alone and said he often feels lonely and anxious. He reported during sessions with his social worker that he speaks to his daughter frequently, and although she only lives 10blocks away, he misses her terribly.Our sessions for the last 3months have focused on his mixed feelings around his daughter’s new life with her boyfriend. He said he is happy that she is happy but misses her very much. I emphasized his strengths and helped him reframe his situation by focusing on the positive changes in her life as well as his own life. Our goals were to help him reduce his symptoms of anxiety and begin searching for new opportunities for socialization outside of his daughter.
.
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docxmamanda2
The Case of Sam Sam is a 62-year-old, widowed, African American male. He is unemployed, receives Social Security benefits, and lives on his own in an apartment. Sam has minimal peer relationships, choosing not to socialize with anyone except his daughter, with whom he is very close. Sam raised his daughter as a single father after his wife passed away. Melissa is 28 years old and works as an emergency medical technician (EMT). When Sam was 7 years old, he was placed in foster care and has had very limited contact with his extended family. Prior to September 11, 2001, Sam had a steady employment history in food services and retail. He had no psychiatric history before that time. Sam reported his religious background is Catholic, but he is not affiliated with a congregation or church. Sam became depressed and psychotic sometime after 9/11 and had to be taken to an emergency room. He was hospitalized at that time for several weeks. His mental status exam (MSE) and diagnostic interview showed no history of alcohol or substance abuse issues, and he had no criminal background or current legal issues. Sam was released to outpatient care but was deemed unable to return to work. At that time, he had a diagnosis of major depression with psychotic features; he also has a history of high blood pressure and migraines. After several additional multiple psychiatric hospitalizations, he was gradually stabilized. Sam has been seeing a psychiatrist once a month for over a decade for medication management and is currently prescribed Depakote®, Abilify, and Wellbutrin®. Sam has a positive history of medication and treatment compliance. He was treated by a social worker at an outpatient program for about 2 years after his hospitalizations for his psychosis and depression. He gradually stopped attending sessions with the social worker after his symptoms stabilized, and his termination from the outpatient program was deemed appropriate; he continued to see the psychiatrist monthly for medication management. After about 10 years of seeing only the psychiatrist, Sam scheduled a meeting with this social worker for increased feelings of depression. These feelings were brought on after his daughter moved out of the apartment they had shared for many years to live with her boyfriend. He reported difficulty adjusting to living alone and said he often feels lonely and anxious. He reported during sessions with his social worker that he speaks to his daughter frequently, and although she only lives 10 blocks away, he misses her terribly. Our sessions for the last 3 months have focused on his mixed feelings around his daughter’s new life with her boyfriend. He said he is happy that she is happy but misses her very much. I emphasized his strengths and helped him reframe his situation by focusing on the positive changes in her life as well as his own life. Our goals were to help him reduce his symptoms of anxiety and begin searching for new opportunities for socialization outsi.
The Case of “Hector”
Case Study 1: Chronic Hepatitis (Cirrhosis of Liver) & Wernicke-Korsakoff Syndrome
I. Case History
Background Information
Hector is a 44 year old, Hispanic male of low socioeconomic status. He lives on the southwest side of Chicago, Illinois in a neighborhood that is heavily populated with people of his ethnic background. Hector lives in a 3 bedroom home that he is currently renting.
Family History/Current Relationships
Hector was born in San Juan, Mexico and was raised in a two parent household, and has four siblings. Hector is the youngest of the four children. He comes from a Catholic background. Hector’s father worked as a carpenter, and his mother was a homemaker. Hector’s father was an alcoholic and was both physically and verbally abusive to the family. Hector lost his father at age 10 due to a physical altercation that took place at a local watering hole, which resulted in a fatal injury. His mother decided to relocate to the United States where she could receive the support of her family. At age 23, Hector met his current wife. Hector lives with his wife Consuela (age 40), and his 3 children Veronica (age 8), Mateo (age 6) and, Alejandro (age 2). Recently, his mother, and two cousins have moved into the home due to medical and financial reasons. Hector indicates that although times are hard, he is very committed to his family and grateful for their ongoing support.
Support Systems
Hector considers his family to be his primary support system. He indicates that they work very hard to be there for one another no matter what the situation. He indicates that he has a few friends but feel that they are not necessarily positive support systems, but can often times provide an outlet to stress.
Education
Hector has not graduated high school, but when time permits, he attends classes at a community agency who is assisting him with prep classes that will enable him to take the G.E.D. However, Hector admits that he is not able to consistently pursue obtaining his G.E.D because earning a living is his priority at this time.
Employment
Hector indicates that he is the primary provider in the home at this time. He indicates that they are able to receive some government assistance (Medicaid, food-stamps, WIC), but the income is supplemented, depending on his ability to obtain work. Hector currently works as a seasonal worker for a construction company. He reports that when he is actually called in to work, he can make decent money. However, there is question as to whether Hector receives his salary “under the table”. Hector does not have reliable transportation. Although he owns a mini-van, he reports that it is in constant need of repair. Hector chooses use public transportation and carpooling as a primary mode of transportation, because his license is suspended due to receiving his second DUI/DWI.
II. Description of Presenting Problem
Hector reports that he knows that he has an issue wi.
The Case of Joe the Jerk1The Case of Joe the Jerk (or,.docxmamanda2
The Case of Joe the Jerk
1
The Case of Joe the Jerk (or, the Very Capable Jerk)
You have been asked to consult with a module manager in a public service center of the Social Security Administration. A module is a group of about forty workers who work together in processing claims for social security coverage (i.e., requests for the beginning of payments, or other services such as changes and information). A module has all the specialists needed to process a claim from beginning to end——claims authorizers, benefits authorizers, file clerks, and typists/word processors. Each module has a module manager (hereafter, MM) and two assistant module managers (AMMs) who lead and manage the team of workers in the module.
The MM, Joan, has a serious concern about one of the AMMs, Joe. Joe is very intelligent, talented, and younger than most AMMs. As far as his knowledge of the work and technical details is concerned, he is extremely promising and has excellent prospects to move up to become MM and then move on up beyond that. Joe, however, is arrogant in his dealings with the workers in the module. He talks down to people and treats them curtly and rudely. He behaves as if he deserves more special treatment and attention than the module members because he is an AMM. On the other hand, Joe also takes some stands and actions that are not necessarily bad or unjustified.
Some incidents:
One of the file clerks arrives late fairly often. Joe has begun to confront her very aggressively, in front of the other members of the module, criticizing her for arriving late. He has initiated disciplinary action against her. Some other members of the module have pointed out to Joe and Joan that the file clerk is a young single mother with a lot of personal problems. Her brother was recently shot to death in a street fight, apparently drug related. Her child is sick a lot and she has problems getting good child care. Joe, however, insists on going forward with the disciplinary action, saying he cannot let a person arrive late regularly without being unfair to those who do arrive on time. Besides, he says, it is essentially illegal for him not to take action. Joan has to decide whether to intervene in the disciplinary action or let it go through.
Joan is concerned about Joe’s effect on motivation and work satisfaction in the module. He speaks very condescendingly to module members who make mistakes, acting as if he is very superior to them and a lot smarter than they are——which is often true, in a sense. Joan was so concerned about growing tensions in the module that she arranged for a weekend retreat, where the group went through some team development exercises with a consultant. Throughout the retreat and the exercises, Joe had a virtual sneer on his face, and he made repeated sarcastic comments about the time the group was wasting on ―touchy-feely nonsense.
The members of the module have group meetings to discuss problems and changes. Joe has gotten up and wal.
The CASE JournalStakeholders and corporate environmental dec.docxmamanda2
The CASE Journal
Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy
Bryan T. Stinchfield
Article information:
To cite this document:
Bryan T. Stinchfield , (2009),"Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy",
The CASE Journal, Vol. 6 Iss 1 pp. 5 - 18
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http://dx.doi.org/10.1108/TCJ-06-2009-B002
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http://dx.doi.org/10.1108/TCJ-06-2009-B002
Bryan T. Stinchfield
Franklin & Marshall College_______________________________________
INTRODUCTION
During the late summer of 2007, Bob Malone, British Petroleum (BP) America Chairman
and President, was faced with one of the most important decisions of his career – to
expand the Whiting Refinery in northwest Indiana on the banks of Lake Michigan, or to
yield to pressure from the public and not expand operations. Regional and global
consumer demand for gasoline was rising, which helped push prices toward record highs,
and the refinery had an opportunity to expand capacity to help meet that demand.
However, thousands of citizens, a host of environmental groups, and eve.
The Case of Emily P.Emily is a 62-year-old, single, heterosexual.docxmamanda2
The Case of Emily P.Emily is a 62-year-old, single, heterosexual, African American female who seeks treatment for anxiety. She says she is very concerned since she recently has been pulling her hair out,and it has become noticeable on top of her head. She is taking to wearing hats,which she finds acceptable. She worries about many things, which is not new to her,and she finds that scrubbing her home clean is her best therapy to ease her anxiety.Emily reports that germs have been a regular concern of hers since adolescence, when she learned in health classes about the risks of serious diseases including sexual transmittable disease. Emily presented with meticulous grooming, although the knees of her pants were noted as worn. She has arthritis in herspine and knees and uses a walker to help her manage mobility safely. With her physical disabilities it is challenging sometimes to scrub clean the house daily. This worries her shouldshe get a visitor and the house is not in order as she would like it. She is no longer working,so the amount of time it takes her to scrub the house clean doesn’t delay her daily schedule as it used to.Emily receives Social Security income and is not employed. Although the Social Security is acceptable,her living expenses are always a concern to her. She lives alone in a subsidized apartment in the same building as her 72-year-old, unmarried sister,so rent should not increase. Emily and her sister shared an apartment for over 30 years, beginning when each of their marriages dissolved. Emily reported that when her sister began a romantic relationship 5 years ago, Emily began to feel very anxious and started to cry often. Emily moved into an apartment down the hall in the building and began to pull the hair from her head,hiding her hair loss by wearing wigs. This behavior occurred at different times and resulted in scabbing. Emily said she feels better after but does not always notice how much she is pulling. Her sister learned of Emily’s hair pulling after her wig slipped off one evening to reveal bald spots. She set up a schedule over the past few months with her sister to help stop the hair pulling. Sometimes it works and sometimes it doesnot. She is worried that she will be disappointing her sister by not sticking to the schedule to reduce her hair pulling. Her sister encouraged Emily to seek treatment rather than “hiding her ways.” Emily is reliant upon her sister for transportation and for a sense of social and emotional connection. Emily worries about bothering her sister due to her transportation needs,and she worriesthatwithouther sister she would be helpless. She knows she is edgy with her sister often and worries that might be from a lack of good sleep. She agreed to this session even though she is pessimistic about anything working. During our initial visit at our local mental health center, Emily shared that when she was 2 years old her mother died from tuberculosis, and the following year her father, an a.
The Capital Budgeting ProcessConsidering the 2014 article by Bat.docxmamanda2
The Capital Budgeting Process
Considering the 2014 article by Batra and Verma assigned in this unit, "An Empirical Insight Into Different Stages of Capital Budgeting," discuss the following:
Describe the capital budgeting process.
Explain how the capital budgeting process is used in organizations.
Describe the types of projects that are subject to capital budgeting.
Explain why the capital budgeting process is important for the allocation of resources.
.
The C-130 is large and unmaneuverable compared to tactical jets. .docxmamanda2
The C-130 is large and unmaneuverable compared to tactical jets. With a C-130 crew of 7-10 compared to the 1-2 of tactical jets, it would be risky to operate the C-130 exposed to enemy defenses. So although the C-130's readiness would be increased by keeping it airborne for earlier snatch of descending aviators, it wouldn't be wise to hold it airborne near enemy targets. It should be kept in 'safe areas' over Iran or maybe offshore until needed.
But the pronged C-130 is a potential addition to other rescue forces such as helicopters, so the C-130 too is subject to the same kinds of time delays in communication to get it headed to the site of a potential downing. (And remember it has to get there before the surface is reached by the downed aviator.)
How many people could each C-130 theoretically catch mid air? Is it one person rescued per plane? THE TIMING IS TIGHT, SO GETTING A SECOND DESCENDING AVIATOR WOULD BE VERY RARE EVEN IF TECHNICALLY FEASIBLE.
How fast is the C-130 compared to other options like a search and rescue helicopter? MAX SPEED OF A C130 IS 368 MPH, BUT THAT'S GOING 'DOWNHILL. CRUISING SPEED IS UNDER 300 MPH.
If a C-130 didn't reach it's window of time to grab a pilot midair, is it feasible for this type of plane to conduct the rescue on the ground? NOT VIA THE PRONG (WHICH IS INTENDED TO CATCH AN UNFURLED CHUTE). BUT THERE ARE TECHNIQUES SUCH AS FULTON SKYHOOK THAT MIGHT WORK (BUT ARE NOT PART OF YOUR PROBLEM).
What elevation would the tactical aircraft pilots be flying at, and could they lose altitude after getting hit and while still assessing their situations? (Important for determining time constraints.) SMART WEAPONS PERMIT DELIVERY FROM 15,000 FEET OR ABOVE
How would the C-130 locate a pilot upon arriving at the likely downing position? Visually? Some sort of beacon? /Presumably, sighting the pilot, adjusting to compensate for the pilot's descent, and making the grab would all take a good deal of time, especially if the C-130 comes under enemy fire and must conduct evasive maneuvers. VISUALLY/RADIO WITH PILOT IN CHUTE/PERHAPS GPS
IT WOULD BE QUITE RISKY FOR THE PILOT DESCENDING OR AFTER REACHING THE SURFACE, BUT HE/SHE MIGHT USE FLARES TO MAKE SIGHTING BY RESCUE CREWS EASIER. YES, TIME IS OF THE ESSENCE
You mentioned that C-130s are manned by 7-10 people. What is the typical size of a S&R helicopter crew, for comparison? 3-4
A C-130 would probably be an attractive target for Iran's capable air defense systems. How well is the aircraft able to deal with enemy fire? PROBLEMATIC Would it be escorted during S&R? LIKELY, BY JETS Would S&R helicopters be any less vulnerable (presumably not, as they would be descending to make pick-ups)?LESS VULNERABLE DUE SMALLER RADAR SIGNATURE AND DUE GREATER MANEUVERABILITY
.
The California LegislatureDifferences from the U.S. Congress.docxmamanda2
The California Legislature
Differences from the U.S. Congress
Equal Bicameral
• Lower house is the Assembly
• 80 members elected every 2 years
• Each district has about 450,000 constituents (700,000 for the U.S. House of
Representatives)
• Upper house is the Senate
• 40 members serve for 4 years
• Half run each 2 years
• Each district has about 900,000 constituent
• Term limits
• Legislators are limited to a total of 12 years in the legislature
• May serve in one or both houses
• Only about 1/3 of bills become laws
Leadership
• Speaker of the Assembly is much more powerful than the Speaker of
the House:
• Controls committee appointments
• Present Speaker is John Perez (new Speaker will be Toni Atkins)
• President Pro tem in the Senate not as powerful
• Shares power with rules committee
• Became more influential under old term limits rules because Senators could
serve for 8 years (as opposed to the 6 for Assembly)
Other features
• Governor may use the line item veto for an appropriations bill
• State legislature is less visible to voters than Congress (media rarely
covers it)
• State legislature is not involved in judicial appointments
• No filibuster
• Initiative process means that legislature doesn’t have a monopoly on
legislation (for good or ill)
• Seniority plays a much smaller role
Problems
• Term limits
• Never develop sufficient expertise
• Especially a problem for leadership
• Less willing to compromise because they don’t have a long working
relationship with other legislators
• Cedes power to bureaucrats & lobbyists
• Has contributed to a rise in minority representation
• E.g., Latino legislators increased from 6% in 1990 to 23% today
• Gridlock over taxation
• 2/3 vote required for increasing taxes by state legislature (Prop. 13)
• Staff slashed by 40% in 1990 (first term limits initiative)
The bright side
• Term limits have contributed to a rise in minority representation
• E.g., Latino legislators increased from 6% in 1990 to 23% today
• (see NCSL web site for more demographic information)
• No filibuster
• 2/3 requirement for passing state budget removed in 2010
• Districts now drawn by a citizen commission rather than by the
legislature
• Open primary encourages less extremism
gcc
Federalism
gcc
Confederal Government
States act together through a central
government for limited purposes, but
retain ultimate authority and can veto
actions of the central government (53)
gcc
Confederal Government
STATE
GOVERNMENT
STATE
GOVERNMENT
STATE
GOVERNMENT
CENTRAL GOVERNMENT
gcc
Unitary Government
The central government has ultimate
authority and may create (and
eliminate) state governments for its
own purposes (53)
gcc
Unitary Government
CENTRAL
GOVERNMENT STATE
GOVERNMENT
STATE
GOVERNMENT
STATE
GOVERNMENT
STATE
GOVERNMENT
gcc
Federal Government
Ultimate authority is divided between a
central government an.
The Canterbury Tales Prologue1.) What are Chaucer’s views on the c.docxmamanda2
The Canterbury Tales Prologue
1.) What are Chaucer’s views on the church, based on his descriptions of the clergymen (the Monk, the Friar, etc.)? Using at least two examples from the text, answer this question in no less than seven sentences.
2.) Choose one of the characters in the Prologue. Describe the character in your own words. Who are they? What do they believe? Why are they going on this pilgrimage? Make sure your answer is thorough and complete and at least seven sentences in length.
.
The case file is up loaded ,An analysis of the evidence related to t.docxmamanda2
The case file is up loaded ,An analysis of the evidence related to the victim of a crime may provide insight into why this particular individual was the victim of this particular crime. It may also ascertain any information that provides insight into victim selection (specifically chosen, victim of opportunity, etc.) and if the crime was less about the victim and more about circumstances.
In this Open Forum Discussion, you continue your conversation about the course case, focusing on concepts related to the victim.
What are your initial thoughts of the victim that impact your analysis of the offense?
What other things would you like to know about the victim?
As you reviewed the evidence concerning the victim, what other issues are surfacing/presenting?
.
THE CASE FOR MIXED REALITY TO IMPROVEPERFORMANCEStuart W.docxmamanda2
THE CASE FOR MIXED REALITY TO IMPROVE
PERFORMANCE
Stuart W. Volkow Alex C. Howland, PhD
The world of work is rapidly changing. Now, more than ever, the need for continuous workforce training
is needed. While there are many benefits to social and experiential offerings of face-to-face training,
distance learning is typically more practical in today’s society. Unfortunately, current distance-learning
technologies lack the immersion necessary for learning 21st-century skills. Virtual reality and
augmented reality (i.e., mixed realities) can be more effective for training and learning than traditional
flat-screen media.
THE FUTURE OF WORK AND THE
OPPORTUNITY OF MIXED REALITIES TO
IMPROVE PERFORMANCE
Robots, automation, and artificial intelligence are rapidly
changing the face of the American workforce. As more
and more jobs are filled by machines, experts agree that
the education marketplace will need to change to keep up
with the growing and widespread need for worker retrain-
ing (Pew Research Center Internet & Technology, 2017).
While there are benefits to the social and experiential
learning experiences that can be offered in a face-to-face
setting, distance learning is often an affordable and flexible
way to provide that training.
Unfortunately, most eLearning and webinar platforms
only offer participants a passive experience (e.g., watch-
ing videos, listening to a lecture). With corporate edu-
cation, including employee orientation, onboarding, and
skill building, passive learning is the norm, consisting
largely of sitting down and consuming pre-packaged con-
tent in bulk that’s presented formally by an educator
(Hinchcliffe, 2017). Such offerings do not help develop the
vital skills needed in today’s increasingly global and dis-
tributed economy, such as teaming, communication, lead-
ership, and cultural intelligence. They also do not immerse
learners into the context of the learning and provide the
ability for learners to practice in a safe environment. As
a result, many learners develop feelings of isolation, dis-
connectedness, and frustration, often associated with poor
retention rates and low return on investment (Willging &
Johnson, 2009).
Mixed-reality technologies (i.e., virtual reality and aug-
mented reality) provide solutions to these problems by
allowing people to come together in an active simulated
environment that allows them to see and interact with fel-
low participants and the simulated environment, regard-
less of geographic location. Such technologies have the po-
tential to dramatically transform education, training, and
human performance. The aim of this article is to provide
an overview of mixed realities (MR), to discuss theories as-
sociated with how the technologies can provide value for
performance, and to provide specific examples of effective
early-use cases.
Introduction to Mixed Realities
Well told, any story can be immersive. From spoken word
to literature, film, and television, imagination work.
The Career Development of Mexican American Adolescent Women.docxmamanda2
The Career Development of Mexican American Adolescent Women:
A Test of Social Cognitive Career Theory
Lisa Y. Flores
The Ohio State University
Karen M. O’Brien
University of Maryland, College Park
This study tested R. W. Lent, S. D. Brown, and G. Hackett’s (1994) model of career choice with 364
Mexican American adolescent women. Path analyses were run to determine the influence of contextual
and social cognitive variables on career aspiration, career choice prestige, and traditionality. Partial
support for the model was evidenced as nontraditional career self-efficacy, parental support, barriers,
acculturation, and feminist attitudes predicted career choice prestige. Acculturation, feminist attitudes,
and nontraditional career self-efficacy predicted career choice traditionality. Feminist attitudes and
parental support predicted career aspiration. The paths between nontraditional career interests and the 3
outcome variables were not supported. Finally, none of the background contextual variables in this study
predicted nontraditional career self-efficacy. Implications of the results and suggestions for future
research are discussed.
Mexican American women constitute a significant portion of the
American population (U.S. Bureau of the Census, 1996), are
underrepresented at all levels of education (Carter & Wilson, 1993;
Lango, 1995; McNeill et al., 2001; U.S. Bureau of the Census,
1991), and are overrepresented in low-paying occupations tradi-
tionally occupied by women (Arbona, 1989; Arbona & Novy,
1991; Ortiz, 1995). Relatively little empirical research has been
conducted to identify the variables that contribute to the educa-
tional and occupational underachievement of Mexican American
women. Indeed, researchers have noted that the career develop-
ment of Hispanics has received only slight consideration in the
counseling and vocational literature (Arbona, 1990; Fouad, 1995;
Hoyt, 1989; McNeill et al., 2001), and they have questioned the
generalizability of career development theories to Hispanics (Ar-
bona, 1990, 1995; Fitzgerald & Betz, 1994; Hackett, Lent, &
Greenhaus, 1991). The purpose of this study was to investigate the
applicability of a current model of career choice to the experiences
of Mexican American adolescent women and to extend the current
model to incorporate variables that are hypothesized to be salient
to this population.
It is well documented that Hispanics are the least educated when
compared with other major racial/ethnic groups in the United
States and that, among Hispanics, Mexican Americans have the
lowest high school and college completion rates (47% and 6.5%,
respectively; U.S. Bureau of the Census, 1996). Mexican Ameri-
can women are less likely to graduate from college than their male
counterparts (Ortiz, 1995; Tinajero, Gonzalez, & Dick, 1991), and
their representation in higher education decreases significantly at
each successive level (Carter & Wilson, 1993). Moreover, those
Mexican American women who pu.
The budget process for Albany, GA is easy to get access to a sim.docxmamanda2
The budget process for Albany, GA is easy to get access to a simple search was able to get me a lot of information. My untrained eye is unsure how detailed it is, so it could be a lot of fluff. The budget process does seem to be coherent due to the different levels and approvals that the city manager has to go through. The citizens are involved through a public hearing this year was held on June 2nd for the FY 2021. From the search I did, I couldn’t find much commentary that showed that the community disagreed with the process. The process seems very open from the Albany city website. Albany commission leaders and the city manager are very vocal from the local news I see that they are held to task for many of their decisions. I’m not sure is it due to COVID19 but even I tune in the local Facebook open commission meetings now. The impression I get is that the city is more involved and cares more for showing to citizens that they are listening. The citizens from my view are pleased with that response and that difference from when I was in Valdosta I couldn’t even tell u who the major was. It's interesting as someone who has never thought to think how my city spends money to find a lot of resources breaking it down.
Reference
City of Albany. (n.d.). Retrieved September 11, 2020, from
https://www.albanyga.gov/about-us/city-departments/finance-department/budget-document
less
1
.
The bully, the bystander and the victim.There are 3 parts of a b.docxmamanda2
The bully, the bystander and the victim.
There are 3 parts of a bully situation. Look at the latest research surrounding all the parts, what is the motivation behind the bully, bystander and victim and what can be done to help all 3. After doing research you can include your own personal experiences with any of these positions.
.
The City of Vancouver has a number of historic sections or buildings.docxmamanda2
The City of Vancouver has a number of historic sections or buildings of historical value(ST. Paul Hospital) . Using books and other search results, explore the current state and past history of one of Vancouver’s historic buildings or districts. Based on your understanding of urban history, explore the following themes:
What themes or events of Canadian history do the team members find demonstrated by the building or district?
Does the architecture or structure represent themes from the past?
What do the transformations over the years suggest about the development of Vancouver?
What has led to the preservation of the building or district?
Then, based on the research, group discussion, and field trip, write a 1200 word paper that does the following:
1. Explains the historical background to the building or district, its origins or rational for construction.
2. Identifies key transitions in the building or district over the years.
3. Explains why the building or district continues to exist.
4. Tells (in summary form) key stories from the building or district’s past.
5. identifies what was learned from the field trip that was not present in other sources (and something can ALWAYS be learned from a field trip that was not presen
Notes for the powerpoint presentation.
.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
The case of OD in an NGO in IndiaNisha NairIndian Instit.docx
1. The case of OD in an NGO in India
Nisha Nair
Indian Institute of Management Indore, Indore, India, and
Neharika Vohra
Indian Institute of Management Ahmedabad, Ahmedabad, India
Abstract
Purpose – This paper aims to report an organizational
development (OD) exercise carried out in a
prominent non-governmental organization (NGO) that works in
the area of rights and advocacy in
India.
Design/methodology/approach – The exercise was part of the
first author’s graduate program,
which required the application of behavioral science theory to a
live organization under the
supervision of her advisor, the second author. The
organizational development exercise spread over
four months, involved entering an organization, interacting with
key participants and stakeholders of
the organization both formally and informally, diagnosing
issues facing the organization and a
mirroring exercise with the management at the end of the
intervention to provide feedback.
Findings – Some of the issues and improvement areas that
emerged through the exercise are
discussed in the paper. It also offers reflections on some of the
2. key lessons learnt during the process of
intervention, with implications for OD in developmental
organizations.
Originality/value – The paper offers insights into OD
interventions in the developmental sector,
posing a different set of challenges than conventional
organizations, and also because the organization
itself was in a state of flux at the time of the intervention.
Keywords Non-governmental organizations, Business
development, Organizational effectiveness,
Labour efficiency, Change management, India
Paper type Case study
Introduction
Organization development (OD) work has largely been carried
out in business or for
profit organizations. Bargal and Schmid (1992) refer to the
paucity of literature on
consultation done in developmental organizations. OD in
nonprofit organizations
provides some unique challenges for the consultant that may not
exist in business
organizations (Ramos, 2007; Waysman and Savaya, 1997).
Developmental
organizations are thought to differ from for-profit organizations
in a number of
ways (Brown and Covey, 1987). Studies have shown that
employees in developmental
organizations seek greater autonomy and less organizational
control in their work
(Mirvis and Hackett, 1983). Since there is a need for flexibility
and local discretion in
the working of developmental organizations, they tend to be
3. more informal and loosely
organized than business organizations ( Joseph, 2000; Lewis,
2003). Another often cited
concern is the existence of high role ambiguity and lack of
clarity about roles and
procedures in such organizations (Goldman and Kahnweiler,
2000; McDonald, 1999). In
his study of organizational change in a human service
organization, Ramos (2007)
discusses the poor communication across the various
units/programs of the nonprofit.
Given that values and ideology play a central role in
developmental organizations
(Brown and Covey, 1987; Edwards and Sen, 2000; Lewis, 2003;
Tvedt, 2006), they are
known to attract workers high in motivation, commitment and
satisfaction (Bacchiega
The current issue and full text archive of this journal is
available at
www.emeraldinsight.com/0262-1711.htm
JMD
30,2
148
Received 4 August 2009
Revised 21 December 2009
Accepted 21 June 2010
Journal of Management Development
Vol. 30 No. 2, 2011
pp. 148-159
q Emerald Group Publishing Limited
4. 0262-1711
DOI 10.1108/02621711111105740
and Borzaga, 2001; Benz, 2005; Mirvis, 1992). Leadership also
plays a critical role in
shaping the ideology of these organizations and it has been
noted (Markham et al.,
2001) that developmental organizations tend to be dominated by
a few and active
number of leaders. Schnell (2005) points to the issue of moving
beyond the leadership
of an organizational founder and the challenges of rapid growth
in his case study.
The relevance of OD in developmental organizations have been
cited variously as
increasing the capacity of the social change agencies to cope
with organizational
problems (Brown et al., 2004), and enhancing the climate or
operations of the non-profit
agency (Ramos, 2007). Discussing the role of participatory
action research in
facilitating social change in an Asian developmental
organization context, Brown
(1993) argues for greater collective reflections of diverse
constituencies and
participants in order to address social change issues that are
complex and loosely
organized around various factors and institutions. Using action
research and
democratic theory to guide forced dialogue, Gustavsen and
Engelstad (1986) discuss
the role of conferences or workshops as a means to engage
organizational participants
5. in an encounter that permits them to experiment with new types
of interpersonal
processes and promote dialogue in organizational change
projects. Speaking of the
consultant’s role, Ramos (2007) points that the organizational
consultation process
employed could include assessment, feedback, and action
planning components.
Korten (1980) discusses the three stages of the learning process
for a development
organization as learning to be effective, learning to be efficient,
and learning to expand.
Although the role of OD can cut across the three stages, it may
be most suited for the
second stage, when the organization starts growing and would
require the consultant’s
help to mature as an organization.
Given the paucity of research of OD in developmental
organizations, this paper
examines the case of OD in a prominent NGO in the state of
Jharkand in India, where
many of the challenges facing a developmental organization
mentioned in the literature
and some others, come alive. This was an exploratory study
with an attempt to diagnose
organizational issues in the NGO during a period of change and
mirror back the results
of the organizational diagnosis towards improving the working
of the organization.
About the organization
Adhikar[1] (which stands for human rights) is a mass-based
organization in the state of
Jharkand in India that started in 1985 with the aim of altering
society’s power base
6. towards the poor and the marginalized. It has been working
alongside socially
marginalized communities with the intent to support organized
action from within the
community against any unjust distribution of wealth, resources
or power. The founder,
Mr Rajan Mishra, sought to espouse the ideal of self-
determination through organizing
people into unions and other collectives. The organization has
grown from a few
handful inspired by Mr Mishra during its early days to over 200
employees at the time
of the intervention. Mr Mishra currently serves in a prominent
position at the Center in
the Government of India. He has chosen to dissociate himself
from Adhikar so that it is
seen as politically non-aligned.
Scope of work of Adhikar
The differing areas of Adhikar’s involvement are outlined in
Figure 1. Adhikar first
began its work through the Adivasi Sangathan[2] created to
organize tribal people of
The case of OD in
an NGO in India
149
the region into unions. Under the umbrella of the Adivasi
Sangathan, other unions
evolved over time. Adhikar also works in the area of budgetary
analysis and
expenditure monitoring of the state government through its wing
7. called Arthik
Siksha[3]. There is also a scholarship program that seeks to
fund and train local level
leadership, and the emergency response program encompasses
relief work at times of
natural calamities.
Structure of the organization
Adhikar is structured along both geography and programs. As
the organization has
grown, its structure too has evolved. The various unions and
programs are overseen by
different coordinators – all reporting directly to the Managing
Trustee, Mr Mishra. In
addition, there are location coordinators in Chaibasa, Ghatsila
and Saraikela, which are
districts of the State. There is considerable overlap between
program and region. The
structure showing differentiation by program and region along
with the respective
heads is shown in Figure 2.
Methodology of the study
The primary methodology of the study comprised:
. Interviews. The process followed involved closed room
interviews with each of
the coordinators, usually lasting for 1-2 hours where the author
first introduced
herself and elaborated on the nature of her engagement and
sought the views of
those being interviewed regarding the organization, its culture,
areas of concern,
and any suggestions or other comments pertinent to the
discussion. All the
respondents were assured of the confidentiality of their
8. responses.
. Field visits. The author also visited the field in Ghatsila where
she interacted with
the field workers and the regional coordinator, Mr Dubey.
During this visit, she
sat in on one of the regional meetings, following which she had
interviews with
the field workers in small groups of four or five. This was done
to understand the
Figure 1.
Adhikar’s scope of work
JMD
30,2
150
organization from the view of the fieldworkers and gain insight
into its issues
through their lens.
. Memos and reports. The initial familiarization with the
organization and its
activities came through a study of the various reports and
manuals published.
These included annual reports, budget analysis reports of Arthik
Siksha,
newspaper clippings on Adhikar and other documents relating to
the
organization.
. Observations. In addition to the interviews, the author also
9. observed the
non-verbal cues, pattern of interaction and nature of
relationships among
members during her visits to the Adhikar office and the field,
which was
indicative of the climate of the organization. These observations
continued
beyond the course of the interviews to the time when she was
sitting in on some
of the meetings of the coordinators and her informal interaction
with
organizational members.
. Diagnostic presentation. Towards the end of the engagement, a
session was held
with all the coordinators present, where findings from the
authors’ engagement
with the organization were presented to the members in a closed
room group
meeting. This served both as a mirroring (feedback) activity as
well as a forum
for initiating dialogue and communication across the various
units and members
of the organization.
Organizational entry – engagement with Adhikar
The engagement with Adhikar began when the first author
contacted Ms Pia Mishra,
who is the program director of Adhikar, and with whom she had
worked previously in
another capacity, to discuss the possibility of the intervention.
Ms Mishra expressed
Figure 2.
Structure of Adhikar
10. showing differentiation by
program and region
The case of OD in
an NGO in India
151
interest and welcomed the engagement. A second meeting was
arranged where both
the authors met her again to explain the nature of the intended
engagement and seek
formal permission for the first author to enter the organization,
conduct interviews and
apply OD principles as and when required.
Meeting with the coordinators
The author met each of the coordinators of Adhikar, starting
with Ms Pia Mishra, who
served as the point of contact throughout. Following this, she
met with each of the
coordinators in turn, to get their perspective on the
organization. Most of the issues and
concerns surfaced through these sessions. While most
coordinators opened up freely to
discuss their concerns, some like Ms Devi (the then Director of
Adhikar) were less open
and did not share much about their views on Adhikar and its
functioning.
Most coordinators had been with the organization since its
inception. All of them
echoed a strong sense of organizational identification and
commitment. There was
11. high regard for the founder Mr Mishra. His daughter, Pia (the
authors’ contact) has had
to prove herself in the organization although she is
professionally-qualified and has
been actively working in the field. Interestingly, during the
author’s meetings with Ms
Mishra, she never mentioned that she was the daughter of the
founder. The author
came to know this only during the course of her later
interviews.
Diagnosis
The issues that emerged were analyzed using Weisbord’s six-
box model (as cited in
French and Bell, 2003), shown in Figure 3
Each of the emergent issues is discussed in further detail below.
Issues relating to structure
Lack of clarity on structure. There appeared to be a lack of
clarity regarding the
structure of Adhikar. Some clarity on the role of Ms Mishra was
also sought by one of
the coordinators at the time of the diagnostic presentation. The
confusion over the
structure existed primarily because of the organizational
boundaries being both
Figure 3.
Weisbord’s six-box model
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12. geographical and program-driven. The resultant matrix-structure
caused confusion in
clarifying reporting relationships. Instances were cited during
the interviews when this
matrix-structure caused confusion regarding reporting
relationships or precedence of
command.
Centralization vs. decentralization. There was considerable
autonomy and
decentralization at the coordinator level in the organization.
However, some felt that
the sense of responsibility and accountability that comes with
empowerment was
lacking in Adhikar. The coordinating mechanisms such as
periodic meetings among
coordinators to make decentralization effective were absent. In
such a scenario, the
different units seem to be operating in silos with little
coordination and total absence of
centralization at any level.
Issues relating to purpose
Agreement on objectives. Largely, there was agreement on the
objectives of the
organization as being rights-based, facilitating social change
through mobilization and
advocacy. However, some coordinators felt that they also
needed to work towards the
development of the tribals. The vision and future direction of
Adhikar as either
rights-based, developmental or a combination of both did not
have consensus among
all the coordinators. The view posed by some was that it is time
13. for Adhikar to foray
into developmental work, given that much of the rights-based
work had seen its
culmination and the future lay in the area of developmental
work.
Issues relating to relationships
Lack of coordination. This theme emerged as the most common
through the interviews.
Most of the program directors thought that there was not enough
coordination between
them. The various units of Adhikar were performing their tasks
well, but there was
little sharing of information. The high degree of
decentralization at the coordinator
level had granted a great degree of autonomy but the
coordinating mechanisms were
absent. There had been a noticeable decline, over time, in the
number of meetings when
all the coordinators met, and many cited this as a reason for the
disconnect they felt
with Adhikar as a whole.
Old vs. new. In talking to the coordinators, some of whom had
been with the
organization since its inception and some who were relatively
new, there appeared to
be some lack of trust between the two groups. The new
coordinators felt their growth,
or initiatives, were stymied by the old who appeared to be
guarding their turfs. They
also did not feel welcomed by the old. On the other hand, the
older members in the
organization felt that the new were over-ambitious and got right
into the field without
making an effort to understand the organization. Though this
14. was a concern echoed by
a few members, it had the potential to grow and create conflict
if not properly
addressed.
No proper induction for new employees. Tied in to the seeming
gulf between the old
and the new members was the fact that the new entrants did not
go through any formal
socialization process, which also manifested in a feeling of not
being welcomed into the
organization. Instances were mentioned when the new entrant
had to go and seek
information and figure things out for him/herself, which further
created a feeling of
isolation.
The case of OD in
an NGO in India
153
Issues relating to leadership
Acceptability of women leaders. Ms Devi had been with the
organization since its
inception and enjoyed support in her region. She was however
based off Chaibasa. Ms
Pia Mishra, the daughter of Mr Mishra had been with the
organization for five years as
the Program Director of Ghatsila. Both Ms Devi and Ms Mishra
were potential future
leaders of Adhikar. However, they independently echoed
reservations as potential next
leaders and mentioned their gender as one of the reasons. They
15. felt that the other male
coordinators and the community they served might not be ready
for a female leader.
However, in discussions with most of the other coordinators, the
authors got the sense
that they were open to having a woman leader. Some of the
coordination issues were
expected to be addressed if a new leader was appointed[4].
Next rung of leaders after a charismatic founding leader.
Adhikar had a very
charismatic and dynamic leader in Mr Mishra. A number of
those who were associated
with Adhikar had been attracted by his personal charisma. After
Mr Mishra’s active
involvement in politics, his association with Adhikar on a
regular basis had
diminished. This created a leadership vacuum. Many in the
organization exhibited an
inability to think beyond Mr Mishra as their leader. The
organization seemed to be
facing a crisis in terms of a leader who could command the
same level of respect and
following. There was a dearth of second-level leaders in the
organization and Mr
Mishra still appeared to be the de-facto leader. Even though
towards the end of the
intervention, Ms Devi was appointed the new Managing Trustee,
during the earlier
meetings and in the eyes of others she was a shadow of Mr
Mishra and a surrogate
leader for Ms Pia Mishra, the daughter of Mr Mishra. Pia
appeared to be the chief
decision maker. She operated from the headquarters while Ms
Devi preferred to work
from her Chaibasa location. In our interactions it was felt that
16. Ms Devi may have been
a good worker, but lacked the vision needed to lead a highly
motivated team. Ms Devi
had not been very forthcoming in the interview and was not too
accommodating of the
diverse views that were expressed during the diagnostic
presentation meeting. The
new leader appeared to be in stark contrast to the charismatic
leadership of Mr Mishra.
Although Ms Devi appeared a reluctant leader, possibly also
inhibited because she was
not a successor from within the family, she brought with her
tremendous experience
from the field, having worked alongside Mr Mishra most of her
life, and having been
party to the struggles of the early days of setting up the
organization. While it is
recognized that the dynamics of leading an organization with
family ties strongly
represented, throws up variety of challenges in terms of power
and influence, the
predominant leadership issue here appeared to be that of filling
the leadership void left
by the founding leader. This leadership issue is a classic
problem (Ramos, 2007;
Schnell, 2005) whenever a charismatic leader moves on and
his/her shoes have to be
filled.
Issues relating to rewards
Differential pay. Adhikar started out as a rights-based
organization. Most of the older
employees chose to work for it due to their dedication to the
original cause. The newer
employees (some better qualified professionally) were getting
paid higher, which was a
17. perceived to be discriminatory and was a source of discontent
among the older
members.
JMD
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154
Issue of security. Being a developmental organization that has
to often depend on
external funding, the issue of job security was a matter of
concern to some. With Mr,.
Mishra’s lesser involvement, there was a palpable fear that
Adhikar may close shutters
some day. The view expressed was that some form of assurance
from the leadership
for the future of Adhikar might ease the sense of insecurity.
Issues relating to other helpful mechanisms
Role of reporting. There were some concerns on the irregularity
of reporting by some of
the coordinators. The tardiness of some coordinators to turn in
reports on their
progress was also tied in to the issue of leadership and
authority. Most coordinators in
the past had reported on a regular basis verbally to Mr Mishra,
who was able to fill in
gaps of information whenever required for other coordinators.
Thus, the formal system
of submitting and reading others reports had never been
emphasized.
Diagnostic presentation meeting
18. Based on the diagnosis and analysis of the issues, it was
decided to have a mirroring
(feedback) session with all the coordinators. Since one of the
most important issues was
the lack of coordination or communication between the
coordinators, this meeting was
also intended as a platform to initiate dialogue at the
coordinator level. Around this
time, a change that took place in the organization was the
appointment of Ms Devi by
the board of trustees as the Managing Trustee in place of Mr
Mishra.
The meeting was attended by five of the eight coordinators. In
the beginning, the
first author presented her findings (discussed earlier under
issues). The slide
explaining the differentiation by program and geography invited
most comments, with
organizational members unclear or divided in their
interpretation of the structure.
There was some ambiguity about the role of Ms Mishra too,
with questions being
asked if she was a coordinator or a region-in-charge. Although
this line of discussion
and debate didn’t get resolved it pointed out to the group an
area of concern.
It was observed that there was an apparent reluctance on the
part of the
newly-elected Ms Devi, to acknowledge the issues presented.
She engaged very little,
and when she did, it was mostly to refute the existence of many
of the issues even –
though they were being openly played out before her eyes –
such as the lack of clarity
19. on structure or poor communication between the coordinators.
Further, there was a
visible divide between the coordinators, with seating
arrangement also crystallizing
this distinction. Ms Mishra and Ms Devi sat on one side of the
room along with the
authors and the other coordinators sat on the other side. This
was also indicative of the
power distance between the two groups.
What was also interesting was the lack of involvement of some
of the coordinators
during the session. Though they had been very open and
vociferous during the
individual meetings, when their point-of -view was presented or
negated by Ms Devi,
they did not speak up. This could possibly be due to the fear of
antagonizing the power
centers in the organization or for fear of being labeled the
dissident camp. It could also
be a function of high power-distance (Hofstede, 1983) among
Indians, resulting in a
reluctance to be openly critical of superiors. Scollon and
Scollon’s (1981) observations
on power-difference and distance in terms of other factors such
as differing beliefs and
assumptions hampering the communicative interaction are also
relevant in
The case of OD in
an NGO in India
155
20. understanding the reluctance to open up in the presence of
power differentials existing
within the group.
Though the meeting could not resolve all of the issues, this
session to some extent
was successful in bringing the coordinators together and
engaging them in a
constructive discussion. For an organization where various
groups had been operating
in silos and where the coordinators had not sat down together in
years beyond the
annual meeting, this was a beginning. Due to the limited time
available for the
engagement it was left to the organization to follow up on the
issues and findings. A
report summarizing the findings and observations was provided
to the management.
Lessons from the intervention
This intervention presented a novel opportunity for the first
author to enter an
organization of her choice and understand the issues involved
and apply the learnings
of OD to the field. Some of the personal learnings and
reflections about the intervention
are provided here.
. Capturing data without appearing intrusive. In her initial
meetings, the first
author noticed that whenever she started taking notes the
interviewees tended to
be a bit reluctant to divulge information, especially if they were
discussing
sensitive issues. For her future interviews she chose to capture
what transpired
21. during the sessions after the interviews, refraining from taking
notes so the
interviewee was not inhibited in discussing sensitive issues.
What she learned
was that people tend to open up more easily if there are no
visible forms of
record-keeping which helps to build a comfortable non-intrusive
atmosphere
during the interviews. The potential use of a small recorder to
capture data that
interviewees may feel less threatened by as opposed to the overt
note taking,
could be explored in future interventions.
. The need to be non-aligned to any camp. In one of her not too
productive
interviews, the author was made aware of how she may be
viewed by the
interviewees. Try as she might, she could not get one of the
coordinators to open
up. On reflection, it emerged that she had presented Ms Pia
Mishra’s
point-of-view on more than one occasion during the meeting. As
the coordinator
was not too happy with Ms Mishra (something we figured later),
he was being
non-cooperative during the interview, possibly because he
viewed the author as
aligned to Ms Mishra’s camp. This interview underlined the
importance of
appearing impartial in order to establish trust with the
interviewee.
. The role of interviewer’s own biases. Before the author met
with one of the
coordinators, she had heard of him from the other interviewees
22. and had formed a
preconception of him as a trouble-maker. She started out being
a little defensive;
however, during the actual interview she was surprised to find
him forthright
and candid. The author had a sense that she had been unfair in
judging him
before the interview. This session forced her to examine the role
of biases in the
interviewer and the need to keep an open mind.
. The importance of getting the leadership involved. During the
time of the author’s
engagement with Adhikar, Mr Mishra was not actively involved
in Adhikar’s
activities owing to his political involvement. A meeting with Mr
Mishra could
not be arranged due to his other commitments. Due to the
peculiar circumstance
JMD
30,2
156
of the organization being in a transition period with a change of
leadership, the
authors did not get an opportunity to fully engage with the top
leader during the
diagnosis. Even though important issues surfaced, the new
leader was not ready
to take them further with the authors at that juncture. The
importance of the top
leaders’ buy-in for the success of any organization development
23. initiative served
an important lesson.
Conclusion
This paper is an attempt to address the gap in the literature
regarding documented
work in developmental organizations. Many of the issues and
concerns addressed in
this paper are not peculiar to non-profit organizations, but are
germane to business
organizations too. However, in developmental organizations
members are driven
towards serving the societal purpose passionately. The passion
that provides the
motivation could also blind people towards the importance of
internal workings, such
as structure or coordination mechanisms, in the long run. The
role of an outside neutral
observer such as the consultant becomes all the more valuable
to introduce an element
of rationality in the diagnosis of otherwise neglected issues.
The organization studied proved to be an educative one where
many of the issues
faced by developmental organizations, as indicated in the
literature and few others
came to the fore. This intervention, although limited in scope to
organizational
diagnosis and mirroring, provided an ideal opportunity for
engagement in a
developmental organization. From the point of view of the first
author’s exposure to the
field, it served as an invaluable experience both for the scope
and the depth of issues
covered. In addition, the intervention allowed for some very
basic yet important
24. lessons for the consultant that is relevant for any OD work.
Notes
1. The names of the organization, its location and the various
individuals have been disguised
to maintain confidentiality. However, all the events and data are
true.
2. Adivasi stands for tribals and Sangathan is the local name for
organization.
3. Arthik Siksha stands for financial education.
4. On the day of the final presentation to the Adhikar team the
authors were told that Ms Devi
had been appointed the new Managing Trustee.
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About the authors
Nisha Nair is an Assistant Professor in Organizational Behavior
and Human Resource
Management at the Indian Institute of Management Indore. She
received her doctoral degree as a
28. Fellow of the Indian Institute of Management Ahmedabad
(IIMA) with specialization in
JMD
30,2
158
organizational behavior. Her research interests are in the areas
of work alienation, workplace
deviant behavior, organizational development, and emotions and
conflict. Nisha Nair is the
corresponding author and can be contacted at: [email protected]
Neharika Vohra is a Professor in Organizational Behavior at
IIM Ahmedabad. Vohra gained
her PhD in psychology from University of Manitoba, Canada.
Her research interests are in the
areas of leadership, commitment, positive organizational
behavior, engagement/alienation, and
cross-cultural competence. She was the recipient of the Young
Psychologist Award at the
International Congress of Psychology, and the Best Teacher
Award at the University of
Manitoba, Department of Arts. Vohra has published many
papers in national and international
journals and has been on the editorial board of several journals.
The case of OD in
an NGO in India
159
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