ORGANIZATIONAL DEVELOPMENT AS A
FRAMEWORK FOR CREATING ANTI-POVERTY
STRATEGIES AND ACTION
A Training Module Prepared for the 5th Urban and City Management
Face-to-Face and Distance Learning (Version) Course for Africa
October 20-24,2003
Prepared and Presented by:
Dereje Getahun, Ethiopian Civil Service College, Addis Ababa
Telephone: 0146317
P.O.Box: 2791 Addis Ababa, Ethiopia
E-mail: deregeget@yahoo.com
1
ORGANIZATIONAL DEVELOPMENT AS A FRAMEWORK FOR CREATING
ANTI-POVERTY STRATEGIES AND ACTION
A Training Module Prepared for the 5th Urban and City Management Face-to-Face
and Distance Learning (Version) Course for Africa
October 20-24,2003
1. Introduction
Currently, the changes taking place in urban areas are challenging municipalities to call
for more efficient, accountable, and effective local administration. The dynamism of
managing municipalities has been escalated from time to time. Managing cities and
urban centers at present becomes a complex task due to rapid environmental changes.
These changes are stimulated by a number of internal and external forces (Stoner and
Freeman, 1989: Gray and Smelter, 1989: Holt, 1993: Coffey, Cook and Hunsaker, 1994).
Consequently, City Managers and administrators are required to equip themselves with
necessary capabilities to enable their organizations achieve their objectives. That means,
up to date knowledge, skill and attitude of managers is fundamentally essential to cope up
with and manage changes.
Of all changes, the dynamic growth of population in and around urban areas has been
recognized as a great challenge for urban local governments. The population of urban
areas has increased five fold in the last 40 years. Today, about half the world's
population live in or around urban areas. It is also expected that during the next 30 years,
90 percent of population growth will be in urban areas. The major reasons of this growth
are rural urban migration and expanding populations. Out of this increase, around 93
percent is expected to occur in the developing world including Africa (Panos Institute,
2000).
Specifically, urban population growth in African Countries is aggravating urban poverty.
The absolute numbers of the urban poor have been growing much faster than those in
rural areas. If current trends continue, the next decade will witness a surge in urban
poverty. Under this condition, Africa's urban local governments will face difficulty in
satisfying basic services to their citizens ((Tibaijuka, 2001)
Cognizant of this fact, different researchers, financial institutions, International
humanitarian associations have proposed a number of anti poverty strategies.
Decentralization of power and good governance, enhancing public participation and
partnership, and building of institutional capacity of municipalities are identified as
crucial means's of overcoming urban poverty (Tibaijuka, 2001). This paper tries to
address one of the aspects of institutional capacity building programs of municipalities,
i.e., organizational development.
2
The paper goes through organizational development and related issues briefly. In doing
that, it aims at introducing participants (Mayors, City Council Committees, Urban
management professionals and others) to the theoretical and practical framework of OD.
The material however, is not an exhaustive explanation of OD; hence readers are advised
to consider it as a starting point and not to confine themselves to it.
2. Learning Objectives
After reading this material, participants will be able to
1. Describe what organizational Development (OD) means, its values and relevance
for urban managers in their ant-poverty efforts.
2. Question their assumptions and realize what is expected of them in terms of
promoting municipalities effectiveness and managing changes through the
application of OD intervention techniques.
3. Know the importance of management of organizational culture for effective
organizational outcomes
4. Relate the topic with gender issues.
3. The meaning of Organizational Development (OD)
Organizational Development (OD) is an applied field of study and practice. According to
kreitner and kinicki (1992), OD is a branch of applied behavioral sciences that has a short
but colorful history. It's roots trace back to the mid-1940s. OD is something about
organizations and developing them. It aims at improving the overall effectiveness of an
organization. When we come to specific definition of OD, many authors have defined it
differently. Here are few definitions.
"Organizational development is concerned with helping managers plan change in
organizing and managing people that will develop requisite commitment, coordination,
and competence. Its purpose is to enhance both the effectiveness of organizations and the
well being of their members through planned interventions in the organizations human
process, structures, and systems, using knowledge of behavioral science and its
intervention method" (Rothwell et.al., 1995).
"Organizational development is a system-wide application of behavioral science
knowledge to the planned development and reinforcement of organizational strategies,
structures, and processes for improving an organization's effectiveness" (Cummings and
Worely, 1997).
To realize more about OD, an analysis of selected definitions of OD is presented in table
1as outlined by French and Bell (1989:8).
3
A process.
A planned & sustained
effort.
A process of planned
change.
A Long rage effort.
Gordon
Lippitt (on
OD)
Schmuck
and Miles
Burke and
Hornstein
French
and Bell
Apply behavioral science for system
improvement. Using reflexive, selfanalytic methods.
Change-oriented and self-examining
oriented, specifically change of an
organization's culture from one which
avoids an examination of social processes
in organization to one which
institutionalizes and legitimizes this
examination.
A process of initiating, creating and
confronting needed changes.
Educational. change - oriented
4
Organization culture. Culture
of formal work teams.
Organization's problem
solving and renewal processes.
the organization's culture and
the social processes in
organization, especially
decision making, planning and
communication.
Total system (organization).
[Implied] total organization.
Beliefs, attitudes, values and
structures of organizations.
Components of the Organization development process
Nature of activates/ interventions
Target of
interaction/Activities
Planned interventions in the
Total organization.
organization's "processes"
Organization's 'processes'
Designed to bring about a more effective
and collaborative management of
organization culture; using assistance of
change agent, or catalyst.
Adapted from French & Bell (1989)
Complex educational
strategy. A response to
change
Nature and scope of
the Effort
Planned Organization
wide. Managed from
top.
Bennis
Beckard
Author
Table 1 -An Analysis of Selected Definitions of Organization Development
The theory and
technology of applied
behavioral science,
including action research.
Behavioral science
Behavioral science
knowledge
Knowledge Base
Improve an organization's
problem-solving and renewal
processes.
Better ability to adapt to new
technologies, markets, and
challenges, and the dizzying rate
of change itself.
Enhance the ability of the
organization to become or remain
viable. Adapt to new conditions.
Solve problems. Learn from
experience. Move toward great
organizational maturity.
System improvement. [implied]
continued self-analysis and
reflection.
[self-examination] or social
processes in organization,
especially decision making,
planning, and communication.
Desired Goals, Outcomes, or end
states of OD Effort
Increased organization
effectiveness and health
According to French and Bell (1984:17), OD refers "a top management - supported, long
-range effort to improve an organization's problem-solving and renewal processes,
particularly through a more effective and collaborative diagnosis and management of
organization culture-with special emphasis on formal work team, temporary team, and
inter-group culture-with the assistance of a consultant facilitator and the use of the theory
and technology of applied behavioral science, including action research."
In this context, problem-solving process refers to the organization's methods of dealing
with the threats and opportunities in its environment. For example, managers might
choose to solve the organization's problems on their own, or they might participate with
subordinates in problem solving and decision-making.
Through a renewal process, managers can adapt their problem solving style and goals to
suit the changing demands of the organization's environment. Thus, one aim of OD is to
improve an organization's self renewal process so that managers can more quickly adopt
a management style that will be appropriate for the new problems they face.
Collaborative management means management through subordinate participation and
power sharing rather than through the hierarchical imposition of authority.
In their comprehensive definition, French and Bell (1984) emphasized the importance of
action research in OD. According to Stoner and Freeman (1989), action research refers
to the way OD change agents go about learning what aspects of the organization need to
be improved and how the organization can be helped to make these improvements.
Briefly action research involves:
1.
2.
3.
4.
5.
6.
To conclude diagnosis of the problem by OD change agents,
Data gathering to support (or disprove) the diagnosis,
Feedback of the data to organization members,
Exploration of the data by organization members,
Planning of appropriate action, and
Taking appropriate action,
Summarily, OD provides managers with the tools and techniques needed to manage
organizational change. But, it is not the only approach, rather one approach to change and
long range in perspective. Its values emanate from the philosophical values of the
laboratory methods of learning and change (also known as T-groups and sensitivity
training) and survey feedback techniques of the 1940's. The techniques used in OD have
been expanded through time and present day consultants and researchers have a wide
variety of OD techniques to choose from. In all situations, OD uses behavioral science
knowledge and techniques to influence people's attitudes, beliefs, values, and behaviors
on the job, with the ultimate goal of facilitating organizational effectiveness (Woodman,
1989,Kreitner and Kinicki, 1992).
In a related development, different studies have shown that OD focuses on changing an
entire system than focusing to only one or a few components. (A system may include a
group, department, division, organization, or even a group of organization). It
5
emphasizes on helping people and organizations learn how to diagnose and solve their
own problems in contrast to relying on others for solution (Coffey, Cook and Hunsaker,
1994-552). The role of OD as a technique to develop, guide, and implement an
organization's strategic planning process has expanded and acquired wide recognition.
An OD oriented manager is highly aware of organizational diagnosis, processes and is
helping people aware of organizational processes such as communication, interpersonal
feedback, group problem solving, leadership styles, decision making and goal setting
(Monday et.al.,1990).
2.1. A model of Organization Development
Figure 1 reveals that organizational development is a three-step process. OD begins by
undertaking an organizational diagnosis. Then an appropriate intervention is prescribed
and implemented. The final step of the process is monitoring progress and taking
corrective action. Brief discussion of each step is presented in the following paragraphs.
Figure 1 A Model of Organization Development
Organization Diagnosis
. Directly observing people and processes
. Studying Internal documents
. Interviewing or surveying organization
members
Monitor Progress and
Take Corrective Action
Prescribe and
implement an
Intervention
-
Source: Kreinter R and A.kinicki, "Organizational Behavior", Second ed., 1992,
P.746, Richard D.Irwin, Inc.
6
2.1.1 Organizational Diagnosis
Organizational diagnosis has two major purposes. The first purpose is to practically
identify future changes that are needed to help an organization meet its strategic goals.
Its second purpose is to identify past or current organizational problems that inhibit the
diagnostic framework for conducting such an analysis (kreitner and kinick ,1992).
To achieve the first purpose consultants and OD practitioners (also called change Agents)
apply need analysis method for organizational diagnosis. Need analysis according to
kreitner and kinick (1992) consists of figuring out the type of skills or competencies that
employees must possess for the organization to accomplish its goals. Surveys, interviews
training programs and management development can be frequently used for this purpose.
The other aspect of organizational diagnosis is identifying past or current problems that
inhibit organizational success. Organization problems can be traced from different
organizational areas. To support the discussion the writer adapted the framework
developed by Weisbord (1976). The framework can help managers to begin the process
of OD and does not provide an exhaustive list of places to look for organizational
problems. It only shows the major six organizational problem areas.
Figure 2: A Framework for Diagnosing Organizational Problems
Environment
Purposes
What business are
we in?
Relationships
How do we manage
conflict among people?
with technologies?
Support systems
Have we adequate
coordinating
technologies?
Structure
How do we divide
up the work?
Leadership
Does someone
keep the boxes
in balance?
Rewards
Do all needed tasks
have incentives
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Source: Marrin R. Weisbord, "Organizational Diagnosis: Six Places to Look for Trouble With or with out
a Theory, "Group and Organization Studies, 1976, P.432, Sage Publications, Inc.
Purpose: Organizational problems frequently start with a lack of direction from the top.
The prevalence of lack of direction usually leads to the poor allocation of resources and
confusion about what people should be doing. It is necessary for top management to
establish what business the organization is in order to accomplish their mission. Thus,
identifying organizational mission is important to show the direction of the organization.
OD in this instance is used to keep organizations on track (Beckhard, 1969).
Structure: Organizational structure reflects the reporting relationships within an
organization. Structure should support or reinforce the accomplishment of strategic
goals. Fore example, organizations adapting a flatter structure may benefit from faster
communication processes. Especially organizations working in a highly volatile industry
can design this type of structure to maximize the above advantage. In contrast, there are
organizations that prefer a centralized structure. This type of structure brings the
advantage of reducing duplication of effort that commonly exists in decentralized
organizations (French, 2000).
Rewards: Different studies of motivation theories have shown that employees exhibit
behaviors that get rewarded. Therefore, organizations need to design reward systems that
reinforce desired results. Organizations have to reward the right behaviors. For example,
group incentives should be applied instead of individual rewards when productivity is
highly dependent on teamwork. Organizational problems can be reduced by identifying
and rewarding appropriate behaviors and results (kreitner and kinicki, 1992).
Support systems: Support systems represent the tools, techniques, and processes that
organizations use to achieve efficiency and effectiveness. Organizations should adapt the
right system considering the nature of their organization. For example organizations
frequently doing different projects can use computerized project control systems, since it
helps managers and project teams to complete projects on time. Another example is the
adoption of up to date Management Information system to support the decision making
process within an organization (French, 2000).
Relationships: This diagnostic area focuses on the quality of interpersonal relationships
among individuals and groups. Organizations should foster constructive conflict and
remove any dysfunctional conflict. Constructive conflict can be sources for
organizational development. Creative and innovative peoples within an organization are
always looking for grounds to challenge the status quo. These challenges lead to search
for alternatives to existing patterns, which lead to organizational change and development
(kreitner and kinicki, 1992).
Leadership: successful change is unlikely without effective leadership. Leadership is
needed to lead the change effort and overcome resistances of change. In addition to this,
the existence of quality leadership is important in order to coordinate and manage the
change and development process (Monday et.al.,1990).
8
Box 1 - Major Problem Areas of Ethiopian Civil Service Organizations, Including
Municipalities
Diagnosed Problems of Civil Service Organizations Including Municipalities
(The case of Ethiopia)
•
•
•
•
•
•
•
Concentration of management on the administration and control of inputs and series
of related activities instead of focusing on the achievements of municipal objectives
and strategies.
Highly outdated, rigid, obsolete management system and legal framework.
Poor public image towards the rigid bureaucracy, which emphasizes more on rules
and regulations.
Organization Culture characterized by concentration of power at the top, which leave
little room for decentralization of activities and delegation of authority to the lower
level operational unit.
Unable to attract skilled manpower and qualified due to lack of reward system and
low salary.
Prevalence of unethical practices such as corruption, embezzlement, fraud, nepotism,
favoritism, bribery etc.
Lack of quick response to urban service demands.
Source: CSRP of Ethiopia 2001, Addis Ababa
Discussion Question No 1
Thoroughly study your specific organization and diagnose problem areas.
2.1.2 prescribe and Implement an intervention
OD uses a variety of processes, approaches, methods, techniques, applications, etc to
address organizational issues and goals in order to increase performance. These are often
termed as OD interventions. "To intervene is to enter into an ongoing system of relations
ships, to come between or among persons, groups, or objects for the purpose of helping
them" (Argyris quoted by French and Bell, 1989:139).
Interventions can range in scope from a simple question to a massive and complicated
effort. OD interventions can focus on an individual employee, teams, departments or
subsystems, and the total organization. The strategies applied for implementing OD can
be chosen based on the nature of the problem. Usually, two dominant strategies are
widely used either separately or together to implement OD program. These are the
human process approach and the techno structural approach (kreitner and kinicki, 1992).
9
The human process approach focuses on identifying and correcting problems within
interpersonal, group and inter group processes.
Examples of frequently used
interventions in the human process approach are role analysis, survey research and
feedback, team building and organization culture change. The techno structural approach
assumes that organizational problems revolve around issues associated with the match
between technology and organizational structure. Common interventions of the techno
structural approach involve work restructuring, compensation systems, structural change,
and implementing new information technology.
To provide more insights, OD interventions are classified and indicated in table 2. (Note
that these are not the only OD interventions. There are many different types of OD
interventions that qualify as either human process or techno structural strategies. The
following classification considers the size and complexity of groups.
Intervention
Individual
Table 2. Widely used OD interventions
Intervention Focus
Teams
Inter-Group
Coaching counseling
Life and career
planning
Education and Training
stress/
Management
Mentoring
Delegating
Team building
Survey feedback
Conflict resolution
Process consultation
Group facilitation
HRM systems and
rewards
Role analysis
Inter-group activities
Conflict resolution
Process consultation
Strategic
planning
activities
Total Organization
Strategic Management Planning
Survey feedback
Techno structural
Change (TQM, downsizing,
outsourcing, etc.)
Culture change
HRM systems development
Source: "Organization Development": Training Material Prepared by Ethiopian
Management Institute, OD and HRM Department, Addis Ababa, 2002.
To expose readers more on the OD interventions, two most widely used illustrative
interventions are discussed in the following paragraphs. Note however that change agents
are advised to use multifaceted interventions.
Team Building
Team building is extensively used as an OD intervention. It is effective at improving
interpersonal processes. The word team refers a group of people working together who
must significantly relate with each other to achieve common goals. Clark (1994)
describes the word "TEAM' as an acronym of:
Two or more people working closely together
Encouraging and supporting one another to
Achieve in an efficient way
Mutually agreed upon and appropriate goals
10
Box 2. Common features of a team
Common features of team
- High interaction among team members
- Clear team structure that includes team roles
- Diverse skills, abilities, backgrounds and perspectives of team members
- Shared Common goals and sense of mission
Source: Clark (1994).
Teams demonstrate participation, shifting of leadership roles, problem solving, risk
taking and creativity. Effective team is characterized by the following behaviors (Stoner
and Freman, 1992)
Related atmosphere in the team where by members are involved, interested and
free to express their feelings;
Team leader has good people skills and is committed to team approach, i.e.
leadership within the group shifts from time to time and tends to be based on
expert knowledge rather than on formal status or position;
Team members develop mutual trust,
Team members are prepared to take risks;
Team is clear about goals and established targets,
Team members regularly review team performance and examine mistakes freely
without personal attacks;
Most decisions are reached by consensus;
Team has capacity to create new ideas;
Disagreements are fully discussed and either resolved or lived with.
Team building involves deliberate action of managers focusing on encouragement of
effective working practices and diminishing of difficulties among team members. the
ultimate aim of team building is promotion of team effectiveness so that common goals
can be achieved effectively. As Maxon (1993:29) puts, effective team building is
concerned with the following;
•
•
•
Improving performances and results
Making greater use of both individuals and team strengths-not simply concentrating
on weaknesses
Resolving problems about which something can and must be done and which are
within the responsibilities of the particular team involved.
Building a team involves learning where by a team builder adopts certain developmental
approaches that enable team members learn from the process. Effective team building
allows the successful accomplishment of fast functions and the development of desirable
behavior for organization goal achievement.
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Box 3 Values of a Team
Values of a team
- Involvement
- Commitment
- Cooperation
- Support
- Integrative communication
Source: Clark (1994).
Organization Culture Change
One major goal of OD in an attempt to increase effectiveness of an organization is to
diagnose the organization's culture and replace outdated culture with more productive
culture. This demands managers to understand organizational culture and develop
cultural awareness competencies. Therefore, this part outlines main features of
organizational culture.
What is Organizational Culture?
As Harrison (1992-11) put:
"Organizational Culture is defined as those aspects of an organization that give it a
particular climate or feel. Culture is to an organization what personality is to an
individual. "The definition of Hanson and Lubin (1995:15) goes as: "Organization
Culture describes of regularity in the way the organization functions."
Schien (Cited in Hanson and Lubin, 1995) describes:
"Organization Culture is a set of basic assumptions and beliefs that reflect how the
organization views itself and its environment."
All these definitions have one thing in common: describing those elements of an
organization, which make it distinct due to a reflection of people working in the
organization. Organization Culture includes how rules, regulations and policies are
formulated and implemented; how people relate to each other; what behaviors are
appropriate or inappropriate; what issues are legitimate or not legitimate for discussion,
explanation, and examination etc.
The Cultural aspects of an organization can include those aspects, which can be
explicitly visible, or those, which are invisible (implicit). Visible parts of organizational
Culture include organizational structure, job tiles and description, formal authority
networks, operating policies and practices, and the ways in which productivity is
rewarded, etc. The less visible part of organizational Culture include patterns of power
and influences, norms and loyalties of work groups, perceptions of who you can trust
and how much risk you can take, personal values that affect people's perceptions of work
rules, feelings and needs of employees (how people relate to each other to their own
12
group and to other departments), Ways in which human talents are identified and
rewarded,etc (EMI,2002).
Diagnosing Organizational Culture
To adapt more appropriate culture it is important to diagnose the existing culture.
Organizational culture can be diagnosed following different approaches. However, this
part takes into account four types of organizational culture identified by Harrison
(1992:31-39) and EMI (2002). These include:
a. Power Culture
Such culture is based on strength whereby the organization exhibits direction,
decisiveness and determination. It is exemplified by the following characteristics.
The leader is strong and charismatic, bringing courage to the fainthearted and
clarity to the confused.
The Leaders take care of their own; they reward and protect loyal followers.
The leader is wise and benevolent. He or she acts unilaterally but in the best
interests of the organization and its members.
The leader is demanding but fair; clear about what is required; and rewarding of
compliance.
People who get ahead are loyal and put the leader's wishes before their own
needs.
b. Role Culture
Role culture is based on structure and is differentiated whether order, stability and
control are demonstrated or not.
•
•
•
•
•
•
Individual performance is judged against written description; as long as
employees meet requirements, they are safe.
People are rewarded for playing by the rules and reliable, dependable service to
the firm.
Inefficiency, uncertainty, and confusion are reduced by clear objectives, systems,
and procedures.
Personal abuse of power is reduced by rules limiting arbitrary use of authority.
Authority and responsibility of jobs are clearly defined, minimizing power
struggles and turf issues.
Work methods minimize variability of performance and reduce the need for
individual decision-making.
13
c) Achievement Culture
Achievement culture bases on competence by which growth, success, and distinction
are demonstrated. The following characteristics are observed in such organizations.
•
•
•
•
•
•
•
People share a sense of urgency in attaining worthwhile goals and values; they
feel they are working for something bigger than themselves.
People feel stronger and better for being a member of the group; it raises their
self-esteem.
People manage themselves, doing voluntarily.
The rules and regulations aren't allowed to get in the way of doing the work.
People work long hours without complaint.
There is high morale, a sense of oneness
There is a sense of being unique and different-an "elite" with special myths and
jargon.
d. Support Culture
It is based on relationships whereby mutuality, service and integration are observed.
People support one another in the work; they go out of their way to cooperate.
People value harmony; they make sure conflicts are resolved and that everyone is
on board.
People give their time and energy to others, they are available, they care, they
listen.
People trust that they are viewed as individuals’ human beings by the
organization.
People appreciate one another; they acknowledge one another's contributions.
People have a sense of belonging, they feel accepted by those they work with;
they like spending time together.
The above types of organizational culture have their own advantages and disadvantages.
For instance, power and role culture mainly focus on formal authority, control and clarity
of functional roles. As a result having a strong leader and clear task structure minimize
conflict and confusion, which are the advantages of such organizations. On the other
hand fear and anxiety, lack of promoting creativity and culture confined to rules and
regulations limit employees to go beyond. These are the disadvantages.
Therefore, what is important for managers is to diagnose their organizational culture,
identify the strengths and weaknesses and make balance among these cultures or promote
those, which are more relevant for their organization in relation to the demands of the
internal and external environments. For further understanding please look at figure 3
below.
14
Figure 3 Culture Change as Intervention of OD
4
3
Hiring and
socializing
members who fit
in with the new
culture
Culture
Cultural
Communication
Removing
Members who
reject the new
culture
Changing
behavior
5
1
Examining
justifications
for changed
behavior
2
Managers seeking to create cultural change must intervene at these points.
Discussion question No 2
To what extent is your organization culture congruent to your organization Purpose? If it
is not congruent, please diagnose the culture and propose acceptable culture.
15
2.1.3. Monitor progress and Take corrective action
Education and feedback is the final step of OD. Evaluation is undertaken to determine if
expected results are being achieved. Interviews, surveys, and performance indices are
usually used to evaluate the effectiveness of an organization change. Finally, feedback
provides the mechanisms to reinforce and adjust the planned change effort (kreitner and
kinicki, 1992).
3. Implication of OD to municipal managers
The challenges facing municipal officials as a result of environmental changes can be
handled and positively adapted into municipalities through a comprehensive organization
development process. Successful application of OD techniques emphasizes on
collaborative problem solving approach and decision-making process. Local government
officials can facilitate the process of decentralization and good governance at the
municipal level through OD.
OD is a change effort that affects the entire organization. It is a planned and systematic
attempt to change the organization, typically to a more behavioral environment.
Municipalities can use OD to develop a more open, productive and compatible work
place that can quickly respond to urban service demands. This endeavor however
requires qualified change agents who are responsible for ensuring that the planned change
in OD is properly implemented. Change agents must analyze the present state and the
future state and identify gaps and strategies for successful OD program.
In general terms OD can help managers in two ways that are interdependent: improving
productivity by increasing effectiveness of the way people do the work, and assessing
priorities. An OD oriented manager is highly aware of organizational diagnosis,
processes, and is helping people aware of organizational process such as communication,
interpersonal feedback, group problem solving, leadership styles, decision making and
goal setting.
Municipalities should also critically consider the importance of building appropriate
organization culture. The Culture that should be established in urban centers has to
consider appropriate values of customer service delivery. Employees should develop
their organizational identity. Municipalities have to attract develop and keep talented
people through clear communication of performance criteria and appropriate reward
system. Local government administrators have to bear in mind that internal culture is a
key determinant of organizational effectiveness.
16
Discussion Questions for group presentation
1. Describe the relationship between organization culture, strategy,
structure and processes.
2. How does OD serve as a collaborative problem solving approach to
municipalities?
3. Discuss the importance OD as a tool for managing change and
reducing urban poverty.
4. What is the importance of team building in municipal project
management?
5. To what extent is your organization culture support the participation
of women's in decision-making?
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