|
|
| Our
Goals and Objectives |
 |
The
objectives of the Center for Organizational Development reflect
the issues or challenges faced by organizations of all types
and kinds. In essence, this can be summarised as being clearly
focused on investigating the role of work organization in
promoting effectiveness and innovation at work. More specifically,
the objectives of the Center for Organizational Development
can be said to advance the understanding of how: |
-
Work
organization affects the successful use of new technologies,
techniques and management practices.
-
Job,
team and organizational factors affect employee motivation
and performance.
These
objectives combine user relevance and research issues. The
underlying agenda with regard to user relevance is to generate
knowledge that directly contributes to organizational effectiveness.
The research agenda reflects two priorities. One is to exploit
the opportunity offered by developments in the world of work
for the kind of research which has to date been lacking, namely
theoretically-based comparative and longitudinal field studies
capitalizing on planned and naturally occurring change. Studies
of this nature are of immense importance to research progress,
all too rare in the literature, and an ideal core for the
organizational Development Center, where continuity and scale
of funding enables them to be conducted. The other research
priority is to develop knowledge of work organization at a
level of generality that applies equally to current settings
and to future developments.
In
specific terms, objectives for the Center for Organizational
development encompass the following principles: |
-
People and teams can and should have common goals with the
overall organization of which they are a part
- Organizational
communication should be open, laterally and vertically,
and all relevant facts and feelings should be shared. People
can learn from experience.
- Decisions
should be made by people with the most relevant, direct
knowledge.
- Reward
systems should reinforce organizational health.
- Conflict
should be treated and resolved constructively - where it
is used for innovation, not suppressed or allowed to interfere
with productivity.
- Processes
and structures should be based on present needs rather than
past needs or fads, so they are efficient and help people.
- People
should be rewarded for success but not punished for failure
of innovation or creativity; so innovation is high.
- Customer
needs should be always known and thought about by employees
and leaders in the organization.
|
|
2004
Worldwide Center for Organizational Development, Site developed
by PHMultimedia.com |
|
|
