Relevant bibliographies by topics / Organisational development

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organisational development'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Organisational development"

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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 12, 2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.

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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (March 26, 2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.
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Nwanzu, Chiyem Lucky, and Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem." Sustainability 11, no. 12 (June 22, 2019): 3440. http://dx.doi.org/10.3390/su11123440.

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This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.
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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
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ARAVOPOULOU, Eleni. "ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW." Nowoczesne Systemy Zarządzania 10, no. 1 (December 18, 2015): 19–32. http://dx.doi.org/10.37055/nsz/129349.

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The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation.
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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.

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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT." Journal of Enterprising Culture 12, no. 04 (December 2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.

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This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.
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Moreira, Ana, Francisco Cesário, Maria José Chambel, and Filipa Castanheira. "Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment." European Journal of Management Studies 25, no. 1 (November 20, 2020): 5–22. http://dx.doi.org/10.1108/ejms-10-2020-001.

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Purpose This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions. Design/methodology/approach The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal. Findings A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions. Practical implications These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation. Originality/value This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.
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Akhtar, Sohail, Mohd Anuar Arshad, Arshad Mahmood, and Adeel Ahmed. "Spiritual quotient towards organizational sustainability: the Islamic perspective." World Journal of Entrepreneurship, Management and Sustainable Development 13, no. 2 (May 8, 2017): 163–70. http://dx.doi.org/10.1108/wjemsd-01-2017-0002.

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Purpose The purpose of this paper is to explore the impact of spiritual quotient (SQ) on the organisational sustainability from the Islamic perspective. Till date, many organisations around the world are facing environmental, social and economic issues affecting their organisational sustainability. Design/methodology/approach The present paper is conceptual paper based on literature review on employee’s behavioural issues and role of SQ for organisational sustainability. Findings This present paper argues that SQ must be considered as the important factor for employee development in the organisation. It develops spiritual awareness among employees which enhances their productivity within the organisation. Furthermore, SQ is necessary means of identifying and harnessing deeper inner resources with the capacity to care for the well-being of the organisation and advance its development. Research limitations/implications The paper suggests SQ and its multi-dimensions with the implication for future research in organisational sustainability. Originality/value The paper discusses the development of the concept of SQ from the Islamic perspective.
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Dissertations / Theses on the topic "Organisational development"

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Ali, Sabah Hamid. "Factors affecting organisational development in Iraqi public sector organisations." Thesis, Lancaster University, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.329626.

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This thesis considers the question of organisational development in Iraq and the role that senior public managers in the public sector of the economy in that country may have in the process. The argument begins with a consideration of the history of the country with special reference to the factors contributing to political instability, economic backwardness and the emergence of state planning of the economy. An understanding of the role of management in public sector organisations and the importance of organisation itself is developed through a consideration of scholarly work concerned with development and the character of organisation. This part of the thesis, which is primarily concerned with theoretical issues, culminates in a critique of contingency theory both as it has been developed by theorists and ex-patriate Arab scholars studying various middle-eastern countries. The conclusion of this consideration of contingency theory is the suggestion that, suitably amended, it can be used as the basis for research into organisational development in countries such as Iraq. In essence the amendments necessary are: to alter the concept of the environment so that it can take into account that in planned economies the most important influence on public sector organisations are the institutions of the state; and to adopt a more adequate definition of the culture and its impact on organisational forms. In the last part of the thesis the findings from an empirical survey of Senior managers in the Iraqi public sector are reported. As a result of this survey a good deal of information concerning the characteristics of Iraqi managers is discussed. The survey covers both factual details of the characteristics of Iraqi managers and also detailed information concerning their attitudes. On both these subjects there has been a negligible quantity of information available hitherto. In a final chapter which considers the survey results, an attempt is made to assess the extent to which subsamples of managers have different values and dispositionsand so might be thought more or less likely to bring about development through the active pursuit of policies designed to induce organisational change. In this way the empirical survey is directly related to the earlier historical and theoretical sections of the thesis
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Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation." Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.

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Alblas, Lourence Badenhorst. "The organisational diagnoses of a distribution organisation / Lourence Badenhorst Alblas." Thesis, Potchefstroom University for Christian Higher Education, 2002. http://hdl.handle.net/10394/171.

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Al-Ali, Adnan A. S. "Human resource development : training and development practices and related organisational factors in Kuwaiti organisations." Thesis, University of Bradford, 1999. http://hdl.handle.net/10454/4936.

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This study examines and aims to disclose the current policies and practices of Training and Development (T&D) within Kuwaiti government and private/joint-venture organisations. The literature review indicates that although much attention has been devoted in studying Training and Development practices, a very few focus on T&D related factors on organisation performance in developing countries. The literature also indicates the need for considering these factors in order to have a better T&D effectiveness, and hence organisation overall performance. In this study the Training for Impact model was adopted and tested within Kuwaiti context in terms of training needs assessment and evaluation and follow-up. This research uses data collected from 100 organisations in Kuwait. 50 of these were government and 50 private /joint venture listed in Kuwait Stock Exchange. Therefore, all managers (100 training personnel) who are in charge of T&D function/programmes, were samples of the respondents of the present study. The main data collection methods adopted by this study were interviews (semi-structured) and "drop-in and pick-up" self-completion questionnaires. The data were quantitatively analysed and triangulation of quantitative findings was carried out in order to find out the difference between the two sectors in Kuwait in terms of T&D practices and related factors. To establish a causal connection between related factors and identified dimensions (T&D effectiveness, organisational rating, and satisfaction with evaluation process), a multiple regression technique was employed. The major findings of this study are noted below: Results indicate that the majority of the investigated organisations do not have a formal T&D system. T&D programmes are still carried out on a piecemeal basis rather than a systematic long-term policy. Findings which were common among the majority of the approached organisations were absence of a systematic organisational training needs analysis, use of conventional training methods, lack of effective procedures for T&D evaluation. The study explores the training personnel's way of thinking towards their T&D function and to the proposed T&D dimensions framework (integrated HRD strategy, top and line management commitment, a supportive formal system, T&D mechanism, organisational culture, and training budget). The findings indicate that most of the training personnel perceived these dimensions as providing motivation, commitment and support to their T&D function. Six main factors were found to influence T&D practices in government and private/joint venture organisations. These factors are: top management commitment, mutual support between organisational philosophy and T&D activities, line management support T&D involvement in organisation strategy, T&D policies and plans, and T&D effects on employees self-development. The study also identifies T&D effects on organisation performance in Kuwaiti organisations in terms of eliminating problems; increasing commitment and motivation; fulfilling individual needs and personal objectives, improving interpersonal and interdepartmental relations, improving quality of goods and services; and leading to effective utilisation and investment in human resources. In addition the study establishes a causal connection of T&D related factors with performance dimensions, organisation rating, and satisfaction of T&D evaluation. The author recommends that for the T&D function to be treated as seriously as other organisational functions, then Kuwaiti training personnel, as well as top and line management, need to be more willing to play proactive and strategic organisational roles in T&D activities.
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Cloete, Harlan C. A. (Harlan Courtenay Alva). "Skills development and organisational development : an assessment." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52452.

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Thesis (MPA)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: Education and training under apartheid can at best be described as fragmented and unequal along racial lines. The consequence of the decades of human resource neglect resulted in the virtual destruction of human resource potential, with devastating effects for social and economic development. At the organisational level witness to this has been the lack of career paths offered to workers and the debilitating effect on worker motivation and general productivity. In response to this state of affairs the South African government introduced a number of innovative laws aimed at reversing this downward spiral: The Skills Development Act, 1998 and the related legislation have as their single objective the establishment of a more enabling and responsive human resource environment. This will amount to the rebuilding of the South African workforce within organisations through the introduction of new sets of human resource processes, policies and principles. This study compares the activities of the Pioneer Foods Group with those of the Drakenstein Municipality in relation to the skills development regulatory framework and the subsequent obligations it places on organisations to establish new human resource practices. The study goes further and seeks to establish whether there is a causal link between the processes of skills development and Organisational Development (00). The study concludes that there is a definitive link between the skills development regulatory framework and 00. The two processes are regarded as mutually supportive, leading to the achievement of individual and organisational end goals.
AFRIKAANSE OPSOMMING: Opvoeding en opleiding onder die Apartheidsregering kan beskryf word as gefragmenteerd, ongelyk en geskoei op ras. Die gevolge van dekades van menslike hulpbron vernalting het geweldige en verreikkende ekonomiese en sosiale implikasies tot gevolg gehad. 'n Nadere blik op die vlak van organisasies dui aan dat vir werkers geen beroeps vooruitsigte was nie met die gevolg dat die motiverings vlak en veral produktiwiteit ontsettend laag was. Die respons vanaf die Suid Afrikaaanse regering was die bekendmaking van 'n reeks innoverende wetgewing gemik om die afwaartste kurwe te stop. Die Vaardigheids Ontwikkeling Wet, 1998 en die ander meegaande wette het as primêre doelwit die daarskep van "n meer verantwoordelike menslike hulpbron klimaat. Dit het ten doel die heropbou van die Suid Afrikaanse mense deur die bekendmaking van "n stel menslike hulpbron prosessese, beleid en beginsels. Hierdie studie fokus en vergelyk die vaardigheidsontwikkeling aktiwiteite van die Pioneers Voedsel Groep met die van die Drakenstein Munisipaliteit. Die studie gaan verder deur vas stel of daar n definitiewe verband is tussen die prossese van vaardigheidsontwikkeling en die van organisasie ontwikkeling. Die slotsom is die volgende: dat daar 'n definitiewe verbintenis is tussen vaardigheidsontwikkeling en organisasie ontwikkeling. Die twee prossese steun op mekaar deurdat beide ten doel het 'n verbeterde organisasie en individu, soos hulle strewe na die bereiking van doelwitte.
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Beck, Karen. "The development of affective organisational commitment /." Title page, contents and summary only, 1997. http://web4.library.adelaide.edu.au/theses/09PH/09phb3933.pdf.

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Baillie, Tamara Lee. "Getting development organisations right for women : gender policy and organisational culture at AusAID /." Title page, contents and abstract only, 1998. http://web4.library.adelaide.edu.au/theses/09AR/09arb157.pdf.

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Wagner, Andre. "The impact of an organisational capacity assessment on non-profit organisations in South Africa." University of the Western Cape, 2020. http://hdl.handle.net/11394/7706.

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Magister Economicae - MEcon
The research study investigated the potential impact that organisational capacity assessments can have on the long-term sustainability of non-profit organisations (NPOs). The researcher employed longitudinal research design as the main instrument in the collection of data. Data was collected from four local non-profit organisations in the Cullinan and Bronkhorstspruit areas of South Africa. These organisations were evaluated by means of a questionnaire, which was developed by the researcher. NPOs can only play a pivotal role in community and social services if management, leadership, governance and other elements of organisational capacity are well developed and continuously strengthened. This is critical for attracting local and international donors who provide crucial running costs and relieve national, provincial and local government departments of the financial burden. Currently, the South African government supports NPOs in South Africa. The legislative and registration aspects of NPOs are regulated by the NPO Act (Act 71 of 1997) and the Income Tax Act (Act 58 of 1962). The State of South African Registered NPOs Report 2010/2011 indicated a growth of the number of registrations to have increased by 8.3%. However, in the same financial year a total number of 468 NPOs were deregistered; 98% of these lost their registration due to non-compliance of regulatory requirements. According to the State of South African Registered NPOs Report (2016) the total number of applications received for the financial year was 16 726 (53.7%), however 4 421 (46%) did not meet the requirements of sections 12-13 of the NPO Act, an issue that would definitely affect the existence of non-compliant institutions.
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Tregidga, Helen, and n/a. "Power and politics of organisational sustainable development : an analysis of organisational reporting discourse." University of Otago. Department of Accountancy and Business Law, 2007. http://adt.otago.ac.nz./public/adt-NZDU20071219.160116.

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This research begins and ends with a concern for the environment, in particular with unease about current constitutions of the organisation/environment relationship. This thesis explores the discourse of organisational sustainable development examining organisational representations of sustainable development and 'sustainable organisations'. How a group of New Zealand organisations have come to (re)present sustainable development and how they have come to (re)present themselves in relation to sustainable development within a set of reports is analysed. The analysis aims to problematise the discourse and challenge such constitutions by opening out the debate surrounding the 'meaning' of sustainable development within this organisational context. The research considers the role of organisational reporting in creating and maintaining organisational legitimacy, something which is underplayed in the current literature. The thesis makes a contribution to both theoretical development and analytical method through elucidating sustainable development and sustainable development reporting from a discourse perspective. Discourse (in particular the influences of Foucault and Laclau and Mouffe) both frames and informs the analysis. The discourse of organisational sustainable development is examined through an analysis of an archive of organisational reports and the context of which they are a part. The archive consists of 220 organisational reports (both annual and standalone) from member organisations of the New Zealand Business Council for Sustainable Development from 1992-2003. The texts which make up the archive were selected as they represent 'important texts' in the discursive debate surrounding organisational sustainable development. Six themes employed in the discourse when representing sustainable development are identified. These themes are: 1) enlightened self-interest and the business case; 2) organisational sustainable development as a balancing act; 3) organisational sustainable development as necessary and important; 4) being sustainable: a responsibility and/or obligation; 5) the challenge and opportunity of organisational sustainable development; and 6) sustainable development: a new or old concept. Overall, 'organisational sustainable development' represents a reweaving of the discourse of organisations and accounting and the discourse of sustainable development. 'Organisational sustainable development' is shown to be organisationally focused, and generally does not challenge the traditional rational economic objectives of these organisations. Representations of 'sustainable organisations' within the texts are analysed to show how organisational identities are constructed in relation to sustainable development. Five representations are recognised; 1) 'sustainable organisations' as providers; 2) organisations as leaders in sustainable development; 3) 'sustainable organisations' as responsible and committed; 4) 'sustainable organisations' as protectors; and 5) 'sustainable organisations' as accountable and transparent. How the process and practice of 'sustainability' reporting serves in constituting the identity of 'sustainable organisations' is underscored. Potential effects of such discourse are acknowledged. The hegemonic potential of the discourse is recognised along with an identification of the ideologically-laden assumptions embedded within the texts. In reflecting on the discourse and its effects, the thesis concludes on a pessimistic note regarding the form of sustainable development articulated and the unchallenging nature of this form of sustainable development on the current structures of organisations and organising.
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Preston, Diane. "Making sense of organisational culture : the role of management development in organisational socialisation." Thesis, Lancaster University, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.316543.

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Books on the topic "Organisational development"

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(undifferentiated), David Smith. Organisational management and development. 6th ed. [London]: CIMA, 1999.

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(undifferentiated), David Smith. Organisational management and development. 6th ed. [London]: CIMA, 1999.

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Chartered Institute of Management Accountants., ed. Organisational management and development. 6th ed. [London]: CIMA, 1999.

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Velden, Fons van der. Facilitating organisational change within development organisations: A resource book for development practitioners. New Delhi: Concept Publishing Company, 2013.

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van Nistelrooij, Antonie. Embracing Organisational Development and Change. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-51256-9.

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S, Ramnarayan, ed. Managing organisational change. Thousand Oaks, Calif: Sage Publications, 1998.

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Tam, Henry Benedict. Citizenship development: Towards an organisational model. Luton: Local Government Management Board, 1994.

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Mwanalushi, Muyunda. Motivation for development: Enhancing organisational effectiveness. [Kitwe? Zambia: s.n., 1991.

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Tam, Henry Benedict. Citizenship development: Towards an organisational model. Luton: Local Government Management Board, 1994.

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Smith, D. Stage three: Organisational management and development. London: Chartered Institute of Management Accountants, 1994.

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Book chapters on the topic "Organisational development"

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Branson, Christopher M. "Organisational Development." In Leadership for an Age of Wisdom, 115–34. Dordrecht: Springer Netherlands, 2009. http://dx.doi.org/10.1007/978-90-481-2996-6_8.

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Chowdhury, Rajneesh. "Organisational Development." In Flexible Systems Management, 457–84. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8530-8_16.

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McGill, Ronald. "Organisational Dilemmas." In Institutional Development, 105–25. London: Palgrave Macmillan UK, 1996. http://dx.doi.org/10.1007/978-1-349-25071-4_7.

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Wihtol, Robert. "Organisational Constraints." In The Asian Development Bank and Rural Development, 81–97. London: Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-10200-6_5.

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Shepherd, Andrew. "Organisational Change." In Sustainable Rural Development, 239–57. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26211-3_9.

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Chiva, Ricardo. "Organisational Learning." In Change and Development in Organisations, 36–49. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003152996-5.

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Guinot, Jacob. "Organisational Trust." In Change and Development in Organisations, 77–91. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003152996-9.

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Rodríguez-Sánchez, Alma. "Organisational Resilience." In Change and Development in Organisations, 25–35. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003152996-4.

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van Nistelrooij, Antonie. "Organisation Development." In Embracing Organisational Development and Change, 87–128. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51256-9_3.

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Coetzee, Jasper L., and Solly Nkosi. "Successful Organisational Development of Asset Management Organisations." In Lecture Notes in Mechanical Engineering, 95–106. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-95711-1_10.

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Conference papers on the topic "Organisational development"

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Agboola, Mayowa, Deborah Motilewa, Salau Odunayo, Busola Kehinde, Opeyemi Ogueyungbo, Mosunmola Akinbode, Oluwaseun Akinde, and T. Atolagbe. "MODELS AND APPROACHES FOR MANAGEMENT OF ORGANISATIONAL CRISIS: BEST PRACTICES FOR ORGANISATIONAL SUCCESS." In 14th International Technology, Education and Development Conference. IATED, 2020. http://dx.doi.org/10.21125/inted.2020.1139.

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SKAČKAUSKIENĖ, Ilona, and Juliana SMIRNOVA. "OPPORTUNITIES FOR THE DEVELOPMENT OF A GREEN ORGANISATION IN THE CONTEXT OF NATIONAL AND INTERNATIONAL STRATEGIC DOCUMENTS AND INICIATIVES." In International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering". Vilnius Gediminas Technical University, 2021. http://dx.doi.org/10.3846/cibmee.2021.628.

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The article emphasizes the aspects of organisational development in the context of green organisation, de- scribing the importance of changes in an external environment for the development of the organisation. Purpose – the purpose of the article is to analyse the relevance of green organisation development at the national and international levels by examining it through the prism of strategic documents and initiatives. In order to determine the development directions of the green organisation on the basis of strategic documents and initiatives. Research methodology – the methods of critical analysis of scientific literature, strategic documents, initiatives and synthesis as well as abstrahation have been applied. Findings – main findings of the research proved that development of green organisation is relevant in the context of key international and national strategic documents. Also the definition of the development of green organisations is proposed by authors. The analysis of strategic documents and initiatives at the national and international levels has shown that their impact on the development of a green organisation can be both direct and indirect. Research limitations – the limitation of this reseach is that mainly key international and national strategic documents were analyzed. Analysis of other strategic documents can be stated as a direction for future research. Practical implications – the results of the research could be used as a basis for the promotion of the development of green organisations at the national and international level both directly and indirectly. Originality/Value – the originality of this research can be defined by complex approach to analysis related to the impact of actual legal regulation to the development of green organisations.
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Pandey, Ravindra, and Jaya Chitranshi. "The impact of organisational culture on employees’ behaviour in research and development organisation." In 11TH ANNUAL INTERNATIONAL CONFERENCE (AIC) 2021: On Sciences and Engineering. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0110634.

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She, Ling-Ye, Hemanta Doloi, and Anthony Mills. "Understanding the Organisational Behaviours in Alliances." In Research, Development and Practice in Structural Engineering and Construction. Singapore: Research Publishing Services, 2012. http://dx.doi.org/10.3850/978-981-08-7920-4_cpm-12-0184.

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Edwards, Phil, and Matt Francey. "Organisational Change in Urban Stormwater Quality Management Programs." In International Low Impact Development Conference 2008. Reston, VA: American Society of Civil Engineers, 2008. http://dx.doi.org/10.1061/41009(333)52.

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Pastor Urban, J. L., and R. J. Whiddett. "The relationship between systems development methodologies and organisational demographics: a survey of New Zealand organisations." In Proceedings of 1996 Information Systems Conference of New Zealand. IEEE, 1996. http://dx.doi.org/10.1109/iscnz.1996.555304.

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"ORGANISATIONAL SEMIOTICS EMBEDDED IN A SYSTEM DEVELOPMENT CYCLE - A Case Study in a Business Organisation." In 6th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2004. http://dx.doi.org/10.5220/0002637205190522.

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Gavrilova, Tatiana, Dmitry Kudryavtsev, and Anna Menshikova. "Innovations in Organisational Knowledge Management - Typology, Methodology and Recommendations." In 7th International Conference on Knowledge Engineering and Ontology Development. SCITEPRESS - Science and and Technology Publications, 2015. http://dx.doi.org/10.5220/0005643604470452.

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Lindqvist, Edvin, Björn Lundell, and Brian Lings. "Distributed development in an intra-national, intra-organisational context." In the 2006 international workshop. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1138506.1138525.

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Haque, Dr Mohd Israrul, Dr A. K. Singh, and Arvind Arvind. "Impact of Organisational Learning on Transfer of Training." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2011. http://dx.doi.org/10.5176/2251-2349_hrmpd56.

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Reports on the topic "Organisational development"

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Duckenfield, Vanessa. Responsible leadership as whole-person learning and organisational development in practice. Emerald, October 2022. http://dx.doi.org/10.35241/emeraldopenres.1114939.1.

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Howard, Jo, Evert-jan Quak, and Jim Woodhill. Lessons Learned From K4D Learning Journeys: A Practical Approach for Supporting Learning in Development Organisations. Institute of Development Studies, November 2022. http://dx.doi.org/10.19088/k4d.2022.166.

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The Knowledge, Evidence and Learning for Development (K4D) Programme, which started in 2016, came to an end in September 2022. This K4D working paper reflects on the learning processes and approaches facilitated by this programme, through ‘learning journeys’ conducted in collaboration with staff of the Foreign Commonwealth and Development Office (FCDO) in the United Kingdom. A total of 45 learning journeys took place, of which 33 have been assessed for this working paper. Through this assessment, we test our proposed Theory of Change for organisational learning (OL) in the context of international development agencies.
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Gordon, Eleanor, and Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, April 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.

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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring for carers can both improve the working conditions of employees of international organisations as well as the effectiveness, inclusivity and responsiveness of peace and justice interventions. This is important because it raises awareness among employers in the sector of the severity of the problem and its consequences. We also offer a guide for employers for how to take the caring responsibilities of their employees into account when developing human resource policies and practices, designing working conditions and planning interventions. Finally, we underscore the importance of conducting research on the gendered impacts of the marginalisation of employees with caring responsibilities, not least because of the breadth and depth of resultant individual, organisational and sectoral harms. In this regard, we also draw attention to the way in which gender stereotypes and gender biases not only inform and undermine peacebuilding efforts, but also permeate research in this field. Our toolkit is aimed at international organisation employees, employers and human resources personnel, as well as students and scholars of peacebuilding and international development. We see these communities of knowledge and action as overlapping, with insights to be brought to bear as well as challenges to be overcome in this area. The content of the toolkit is equally relevant across these knowledge communities as well as between different specialisms and disciplines. Peacebuilding and development draw in experts from economics, politics, anthropology, sociology and law, to name but a few. The authors of this toolkit have come together from gender studies, political science, and development studies to develop a theory of change informed by interdisciplinary insights. We hope, therefore, that this toolkit will be useful to an inclusive and interdisciplinary set of knowledge communities. Our core argument - that caring for carers benefits the individual, the sectors, and the intended beneficiaries of interventions - is relevant for students, researchers, policy makers and practitioners alike.
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Avis, William. Funding Mechanisms to Local CSOs. Institute of Development Studies, May 2022. http://dx.doi.org/10.19088/k4d.2022.089.

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Civil society can be broadly defined as the area outside the family, market and state. As such, civil society encompasses a spectrum of actors with a wide range of purposes, constituencies, structures, degrees of organisation, functions, size, resource levels, cultural contexts, ideologies, membership, geographical coverage, strategies and approaches.This rapid literature review collates available literature on funding mechanisms and barriers to local CSOs gaining access to funding and the extent to which funding leads towards organisational development and sustainability. Broadly, it is asserted that in terms of funding, local CSOs often struggle to secure funding equivalent to that of INGOs and their local representatives. Kleibl & Munck (2017) reflect that indigenous non-state actors do not receive large shares of development funding. For example, only 10% of the total funding for US-funded health projects in Uganda was allocated to indigenous non-state actors.Given the diversity of CSOs and the variety of contexts, sectors they work in and the services they supply, it is challenging to summarise funding mechanisms available to local CSOs and the barriers to accessing these. Recent analyses of CSO funding report that while the total CSO funding in many contexts has continued to increase in absolute terms since 2015, its relative importance (as a share of total Overseas Development Assistance) has been decreasing (Verbrugge and Huyse, 2018). They continued that ODA funding channelled through CSOs (i.e., funding that is programmed by the donor government) remains far more important in volumes than ODA channelled directly to CSOs (which is programmed by CSOs themselves).The literature identifies three principal mechanisms by which donors provide financial support to civil society actors: a) Direct support to individual or umbrella organisations; b) Via Southern government; c) Via Intermediaries – largely Northern NGOs.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 3: Proposal Development. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001250.

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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 3: Proposal Development.
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Howard, Jo, Evert-jan Quak, and Jim Woodhill. A Practical Approach for Supporting Learning in Development Organisations. Institute of Development Studies, September 2022. http://dx.doi.org/10.19088/k4d.2022.120.

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The Knowledge, Evidence and Learning for Development (K4D) Programme, which started in 2016, comes to an end in September 2022. K4D is a programme funded by and for the UK Government’s Foreign, Commonwealth and Development Office (initially with the Department for International Development, DFID, which was merged with the FCO in 2020). To reflect on the processes and approaches of learning that K4D enabled over the years, a special Working Paper series will be published. One important pillar of the programme was to facilitate learning processes through learning journeys. A total of 33 learning journeys took place during K4D. This summary looks back at the K4D concept, the learning journeys, the learning processes it supported, and the outcomes enabled. The paper finds that there is evidence that K4D learning journeys have helped enable sound, informed decision-making through collective understanding of issues and options, and through internal consensus on directions. Effective learning spaces were created and the methods used (including online tools for participation) were able to capture and share internal learning, foster internal connections, present external evidence and bring in other perspectives. However, success in enabling external alliances for decisions and change was more constrained, since most learning journeys engaged only in limited ways with external organisations. Further challenges were encountered when staff were redeployed to respond to political (Brexit) or international development (COVID-19, Ukraine) priorities.
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Kumi, Emmanuel Kumi, Jeremiah John John, John Frinjuah Frinjuah, Omolara Balogun Balogun, and Solomon Kofi Amoah Amoah. Civil Society Organisations’ Contributions to National Development in Ghana. West Africa Civil Society Institute (WACSI), March 2022. http://dx.doi.org/10.15868/socialsector.40657.

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Fieve, Julius Karl D. Fieve. Assessing the Influence of the Media on the Work of Development Organisations. West Africa Civil Society Institute (WACSI), April 2021. http://dx.doi.org/10.15868/socialsector.38372.

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Banskota, K., and B. Sharma. Mountain Tourism for Local Development: Training Manual for Local Community Groups and Organisations. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD);Centre for Resource and Environmental Studies (CREST), 1998. http://dx.doi.org/10.53055/icimod.291.

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Banskota, K., and B. Sharma. Mountain Tourism for Local Development: Training Manual for Local Community Groups and Organisations. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD);Centre for Resource and Environmental Studies (CREST), 1998. http://dx.doi.org/10.53055/icimod.291.

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