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Revision as of 2006-08-29 07:58 kiesler.at WikiThis is the place, where everyone can do whatever he wants. Add a story about your gardening-experiences, write about your study-experiences, share some other thoughts, describe yourself -- whatever you want! English Section
Max Watzenboeck – watzenboeck@utanet.at NGOs have contributed a great deal to the fight against poverty. They appear to have contributed even more to the world of global scandals. This may probably be attributable to the fact that bad news sell better than good ones. World Vision, Caritas Bayern and Ostpriesterhilfe are some of the bad guys, the number of good guys is hopefully rising. Quite a deal of the success of fighting poverty in the world is more than ever dependent on non-profit organisations. It is crucial for their success that efficient management techniques are applied. Sudy R. claims that supervision and control are managerial tasks. In Austrian the law of Insolvenzenzkreditrechtsänderung 197 (IRÄG 1997) increased the standard for accounting and requires a control system. §82 of IKG makes this a task of the board of directors.. The supervisory requirements demand the capability to answer the following types of questions: Which measures have been taken for assuring the assets and to inhibit fraud? The Model of the European Foundation for Quality Management (EFQ and the self assessment following the method for the European Quality Award or the process-oriented norm ISO 9001:2000 are possibilities to gain access to these methods. Efficient Techniques for Identifying Deviations from Accepted and Pre-defined Goals Schlögl lists the following quick-and-dirty auditing techniques for any type of organisations: Redesigning Strategies for NGOs Those are the questions that should be answered: Learning by Doing in NGOs In order to acquire experience, competency and learning in an NGO-environment the following steps are recommended: Two Pillars of Knowledge - Personal and Organisational Personal knowledge is based on Organisational knowledge depends on Transforming NGOs into Knowledge Enterprises Knowledge is inseparably linked with ignorance on the opponent’s side. New knowledge increases ignorance and it is beneficial to realise that knowledge never solves all problems. Karl Deutsch , Amitai Etzioni and Agyris/Schön have identified the following pathological forms of organisational learning: Further pathogenesis in organisational learning can be attributed to cycles that are incomplete in check-and-balance concerning Dimension Form of Knowledge System Problem Social Personnel Knowledge Human-Resource Management Fact-oriented Structural Knowledge Restructuring Time-dependent Process Knowledge Process Optimisation Operational Project Knowledge Experts Integration Cognitive Control Knowledge Invention of Individual and Corporate Identity Organisational knowledge can be subdivided into Control knowledge in organisations is reflexive concerning the identity and the mission of a specific organisation. In times of prosperity this knowledge is latent , it becomes only evident and manifest in times of crises. The identity of complex organisations lies outside the scope of specific organisational designers and should not be left to auto-evolution (f. i., Roman Catholic church , Camorra, Cosa Nostra, Chinese Triades, Opus Dei), if long-term existence is a major goal. There must be a PADRE SANTO or CHIEF that superimposes divine law. Etzioni states: “Societal units may be viewed in terms of a two-dimensional activeness space. They may be characterised as commanding varying degrees of controlling sand consensus-forming capacities. Above all, it is important to note that there is no necessary contradiction between cohesive units and control networks , both are important for increasing the societal capacity to act, and active units command both cohesive and control elements. Types of Control (Etzioni) Control [->] /Consensus[ V ] Weak Strong Etzioni’s recipe for improving auto-control of organisations is complementing the bottom-up consensus-finding mechanisms by a top-down instrumentation of a divine will (“Wille zur Macht”, Nietsche) and additionally auto-regulative networks of control. Abplanalp, P. A. : et al. : Unternehmensstrategie als kreativer Prozess , Gerling Akademie Verlag München 2000 Schlögl, J. : Prüfsoftware- Finanz setzt neue Prüfsoftware ein – www.akademie.co.at Willke, H. : Systemtheorie III : Steuerungstheorie – Grundzüge einer Theorie der Steuerung komplexer Sozialsysteme, 3. Auflage
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