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Creating the functionally competent organization [[electronic resource] ] : an open systems approach / / Joseph A. Olmstead
| Creating the functionally competent organization [[electronic resource] ] : an open systems approach / / Joseph A. Olmstead |
| Autore | Olmstead Joseph A. <1921-> |
| Pubbl/distr/stampa | Westport, Conn., : Quorum Books, 2002 |
| Descrizione fisica | 1 online resource (266 p.) |
| Disciplina | 394.26973 |
| Soggetto topico |
Organizational effectiveness
Performance - Management Employees - Rating of |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-280-90847-5
9786610908479 0-313-01172-9 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910456245603321 |
Olmstead Joseph A. <1921->
|
||
| Westport, Conn., : Quorum Books, 2002 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Creating the functionally competent organization [[electronic resource] ] : an open systems approach / / Joseph A. Olmstead
| Creating the functionally competent organization [[electronic resource] ] : an open systems approach / / Joseph A. Olmstead |
| Autore | Olmstead Joseph A. <1921-> |
| Pubbl/distr/stampa | Westport, Conn., : Quorum Books, 2002 |
| Descrizione fisica | 1 online resource (266 p.) |
| Disciplina | 394.26973 |
| Soggetto topico |
Organizational effectiveness
Performance - Management Employees - Rating of |
| ISBN |
1-280-90847-5
9786610908479 0-313-01172-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910780344203321 |
|
Olmstead Joseph A. <1921->
|
||
| Westport, Conn., : Quorum Books, 2002 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Creating the functionally competent organization : an open systems approach / / Joseph A. Olmstead
| Creating the functionally competent organization : an open systems approach / / Joseph A. Olmstead |
| Autore | Olmstead Joseph A. <1921-> |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Westport, Conn. : , : Praeger, , 2002 |
| Descrizione fisica | 1 online resource (266 p.) |
| Disciplina | 394.26973 |
| Soggetto topico |
Organizational effectiveness
Performance - Management Performance - Evaluation |
| ISBN |
979-84-00-63333-1
1-280-90847-5 9786610908479 0-313-01172-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Creating the Functionally Competent Organization -- Contents -- Tables and Figures -- TABLES -- FIGURES -- Preface -- Chapter 1 Introduction -- RATIONALE -- Essential Human Factors -- THE ORGANIZATION CONCEPT -- CHANGE MANAGEMENT -- THE PLAN OF THIS BOOK -- Part I-Functionally Competent Organizations: Theory -- Part II-Requirements for Performance -- Part III-Functionally Competent Organizations: Application -- Part I Functionally Competent Organizations: Theory -- Chapter 2 Organizations and Their Functions -- INTRODUCTION -- Conditions in the Modern World -- ORGANIZATIONAL EFFECTIVENESS -- Required Capabilities -- ESSENTIAL HUMAN FACTORS -- THE TYPICAL ORGANIZATION -- Organizational Structure -- Leaders -- Command and Control -- Organizational Process -- PROBLEMS IN ORGANIZATIONAL FUNCTIONING -- Some General Pitfalls -- Effects of Operating Pressures -- Coping with Pressures -- CONCEPT OF ORGANIZATIONAL COMPETENCE -- Dangers of Overcontrol -- INDIVIDUAL COMPETENCIES -- GROUP COMPETENCIES -- THE COMPETENCE MODEL -- MANAGING CHANGE -- RELEVANCE FOR ORGANIZATIONS -- Rapid-Response Organizations -- Other Organizations -- Chapter 3 Theoretical Background -- STRUCTURAL THEORIES -- GROUP THEORIES -- INDIVIDUAL THEORIES -- Fitting the Person to the Organization -- Fitting the Organization to the Person -- DECISION THEORIES -- THE ISSUES AND A RESOLUTION -- GENERAL SYSTEMS THEORY -- ORGANIZATIONAL PROCESSES -- Chapter 4 Research Results -- ORGANIZATIONAL COMPETENCE -- The Research Context and Strategy -- THE COMPETENCE MODEL -- Components of Competence -- Organizational Processes -- TESTS OF THE MODEL -- Project FORGE -- Method -- Results -- Conclusions -- Project Cardinal Point -- Method -- Process Performance: Observation and Feedback -- Data -- Results -- Process Performance and Combat Outcomes -- Impact of Feedback -- Conclusions.
HEW Studies -- Method -- Impact Variables -- Results -- Determinants of Agency Performance -- Organizational Competence -- Determinants of Competence -- Significance of Organizational Competence -- IMPLICATIONS -- Chapter 5 Functionally Competent Organizations -- ORGANIZATIONAL ATTRIBUTES -- COMPONENTS OF ORGANIZATIONAL COMPETENCE -- INDICATORS OF QUALITY -- DETERMINANTS OF COMPETENCE -- The Role of Integration -- Conditions Conducive to Integration -- Factors Affecting Integration -- Roles -- Goals -- Norms -- Group Relations -- IMPLICATIONS -- The Competence Model -- Part II Requirements for Performance -- Chapter 6 Performance of Individuals -- INDIVIDUAL COMPETENCIES -- Competency Defined -- Utility -- Rationale -- Research on Competencies -- Performance of Individuals -- ELEMENTS IN PERFORMANCE -- DETERMINANTS OF PERFORMANCE -- Factors within an Individual -- Factors within the Leaders or Supervisors -- Factors within the Work Situation -- AN IMPACT MODEL OF PERFORMANCE -- UTILITY OF THE IMPACT MODEL -- Some Competencies for Rank-and-File Personnel -- Chapter 7 Performance of Groups -- GROUP: A DEFINITION -- EFFECTS OF COHESIVENESS -- Implications for Training -- CHARACTERISTICS OF AN IDEAL GROUP -- ORGANIZATIONS AS SYSTEMS OF GROUPS -- Determinants of Effectiveness -- Tasks and Organization -- Superordinate Goals -- Similarity of Personnel -- Common Experiences -- Success Experiences -- Organizational Stability -- Communication -- Interpersonal Conflict -- Cooperation and Competition -- Reward System -- Administrative Practices -- Effects of Group Size -- IMPLICATIONS -- Group Competencies -- Part III Functionally Competent Oganizations: Application -- Chapter 8 Integration in Organizations -- BASIC CONCEPTS -- Organizational Effectiveness -- ESSENTIAL ORGANIZATIONAL PROPERTIES -- DEVELOPING ORGANIZATIONS AS SYSTEMS. The Essence of Organizational Management -- Conditions Conducive to Performance -- Developmental Activities -- Organizational Properties -- A Clear Role System -- Common Superordinate Goals -- Shared Norms of Performance and Behavior -- A Stable and Efficient Communications System -- Effective Group Relations -- A Stable and Efficient Organizational System -- Purposes Served by Properties -- REQUIRED MANAGER FUNCTIONS -- Formulating Objectives and Roles -- Developing Core Personnel -- Formulating Ground Rules for Working -- Developing an Effective Communication System -- Developing a High Level of Motivation -- Setting Standards of Performance -- A MODEL FOR ORGANIZATIONAL INTEGRATION -- Assessment of Training and Development Models -- Attributes of a Practical Training and Development Model -- CONCEPT OF INTEGRATION -- THE INTEGRATION MODEL -- Necessary Organizational Properties -- Necessary Developmental Activities -- Assessment Issues -- Manipulability -- Measurability -- Evaluation of the Integration Model -- IMPLICATIONS -- Chapter 9 Competence Operationally Defined -- THE NATURE OF ORGANIZATIONAL COMPETENCE -- Organizational Attributes -- Concept of Organizational Competence -- IMPLEMENTING ORGANIZATIONAL COMPETENCE -- Identifying Critical Environments -- Sensing -- Search and Acquisition -- Processing -- Storing -- Interpreting -- Quality Requirements -- Communicating Information -- Quality Requirements -- Decision Making -- Quality Requirements -- Stabilizing -- Quality Requirements -- Communicating Implementation -- Aborted Decisions -- Quality Requirements -- Coping Actions -- Quality Requirements -- Feedback -- Quality Requirements -- CRITERIA OF QUALITY -- IMPLICATIONS -- Chapter 10 A Model for Organizational Effectiveness -- AN ORGANIZATIONAL EFFECTIVENESS MODEL -- Organizational Conditions -- Training Activities. Cognitive Role Training -- Experiential Training -- Operations Training -- Integration -- Role/Process Performance -- Teamwork/Process Performance -- Utility of the Model -- Potential Uses -- IMPROVING COMPETENCE IN EXISTING ORGANIZATIONS -- The Adaptive-Coping Cycle -- Analyzing and Assessing Organizational Performance -- A General Framework for Analysis -- Questions about Organizational Competence -- Define the Organization -- Identifying the Processes -- ASSESSING ORGANIZATIONAL COMPETENCE -- Qualitative Assessment -- Quantitative Assessment -- Public Comparisons of Scores between Units Are Not Recommended -- An Alternative Procedure -- DEVELOPMENTAL ACTIVITIES -- Developing Favorable Conditions -- Importance of Leadership -- TRAINING ACTIVITIES -- Special Role Training -- Experiential Training -- Operations Training -- IMPROVING COMPETENCE -- IMPLICATIONS -- Chapter 11 Elements of Organizational Effectiveness -- THE CONTEXT OF WORK -- Components of the Work Context -- Developing Favorable Work Contexts -- Structural Aspects -- Climate -- Conditions Conducive to Performance -- Implementation Requirements -- FACTORS THAT CONTROL PERFORMANCE -- Effective Use of Human Resources -- Effective Management -- Effective Leadership -- Effective Training -- IMPLICATIONS -- Chapter 12 Summary and Conclusions -- SOME BASIC CONCEPTS -- Organizational Effectiveness -- Organizations as Open Systems -- Organizational Competence -- Competence as Flexibility -- Integration -- FACTORS AFFECTING INTEGRATION -- Roles -- Goals -- Norms -- Group Relations -- Teamwork -- TRAINING AND DEVELOPMENT -- CONCLUSION -- RELEVANCE FOR RAPID-RESPONSE ORGANIZATIONS -- RELEVANCE FOR OTHER ORGANIZATIONS -- Annotated Bibliography -- Author Index -- Subject Index -- About the Author. |
| Record Nr. | UNINA-9910819068603321 |
|
Olmstead Joseph A. <1921->
|
||
| Westport, Conn. : , : Praeger, , 2002 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||