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1.
Markus C. Pohlmann 《Gruppendynamik und Organisationsberatung》2002,33(3):339-353
The theory and practice of Organizational Development and Consulting are in a phase of transition from classic to reflexive modernization. While the readiness to not perform the modernization of organisations according to classic rational models is growing, conflicting expectations ensure their persistant use in practice. Using various research concerning the transformation process in Eastern Germany it is shown that this phase did not create a break with the classic rational model of organization. The theory of Organizational Development and Consulting needs to reflect on this and other problems of the transitional phase and itself become more reflective on the relationsship of the theory and practice of organizational development. 相似文献
2.
Zusammenfassung Personalentwicklungs-und Coachingprozesse müssen und sollten sich nicht auf hergebrachte Lehrer-Lerner-Modelle begrenzen.
In vielf?ltigen Lernkontexten und insbesondere in der Didaktik haben reziprok angelegte Lernpartnerschaften zwischen zwei
Personen auf Zeit lange Tradition. Zentrale Erwartungen richten sich in der Regel einerseits auf die ?konomie entsprechender
Settings, andererseits auf die Nachhaltigkeit und Ganzheitlichkeit einer Unterstützung, die im Medium ?hnlicher Position,
?hnlicher Erfahrung und der Gegenseitigkeit der Supportbeziehung entsteht. Diese Erwartungsbündel gelten als Unterscheidungskriterien
gegenüber expertengestützten Lehrer-Lerner-Modellen.
Im folgenden wird das Konzept einer Lernpartnerschaft auf Gegenseitigkeit im Kontext der Führungskr?fteentwicklung er?rtert.
Nachdem seit einiger Zeit „Tandem“-Ans?tze im Profit-Bereich in ersten Projekten erprobt werden,1 geht es in diesem Beitrag nicht zuletzt um überlegungen, die sich auf die Eignung für den Bereich der Non-Profit-Organisationen
(NPO; vgl. als überblick Badelt, 2002) sozialer Dienstleistungen beziehen, da eine übertragbarkeit angesichts der historischen
und systematischen Spezifika im NPO-Bereich nicht umstandslos gegeben sein muss. Wirkungen werden wesentlich im Referenzrahmen
sozialer Unterstützung thematisiert, der in besonderem Ma?e geeignet scheint, die auf Austauschprozessen beruhenden Effekte
zu begreifen.
Zu den Autoren Ulrich Otto, Dr. rer. soc. habil, Dipl.-P?d., Univ.-Prof. für Sozialmanagement am Institut für Erziehungswissenschaft der
Friedrich-Schiller-Universit?t Jena. Arbeitsschwerpunkte: Netzwerk-und Unterstützungsforschung, Theorie sozialp?dagogischer Hilfe, soziale Dienstleistungen im Welfare-mix
Susanne Vespermann, Dipl.-P?d., Tübingen, freiberufliche Organisationsberaterin und Coach www.tandem-coaching.de 相似文献
3.
4.
Sebastian Frankenberger Florian Kappler Prof. Dr. Günter Müller-Stewens 《Gruppendynamik und Organisationsberatung》2006,37(1):67-78
Technical issues like legal matters or different types of due diligence predominate during the execution of mergers and acquisitions. Personnel issues only get considered during the post-merger integration phase. However, the success of mergers and acquisitions depends considerably on the early and correct involvement of the human resource and organization development (OD) department in every phase of the merger. 相似文献
5.
Tanja Dünnfründ Bernd Gasch Siegfried Greif Martin Schneider Falko von Ameln Josef Kramer 《Gruppendynamik und Organisationsberatung》2007,38(4):407-422
Potentials of organization development (OD) are discussed from the perspectives of organization/client, counselling and science. The focal questions of the discussion are: What can OD achieve compared to strategy consulting? How can both forms be sensibly combined? What are the potentials of a psychologically based form of organizational counselling? Which (potentially latent) functions do organizational consulting / OD fulfil for the client organization? The discussion closes with considerations regarding a potential professionalization and the future of OD. 相似文献
6.
7.
J?rg Fengler 《Gruppendynamik und Organisationsberatung》2003,33(4):231-245
Zusammenfassung Der Beitrag beschreibt Planung, Verlauf und abschlie?ende Beurteilung eines gruppendynamischen Seminars, in dem für angehende
Supervisorinnen und Supervisoren das Thema Organisations-Entwicklung dargestellt und vermittelt werden sollte. Ausgangspunkt
war die Kl?rung des Inhaltsraums von Organisations-Entwicklung als geplantem sozialen Wandel, der auf sozialwissenschaftlicher
Grundlage zielgerichtet, strategisch und mit Zeitperspektive in der Zusammenarbeit zwischen externer und interner Sach-, Prozess-
und Entscheidungskompetenz durchgeführt wird. Als Ziele des Seminars wurden festgelegt, Organisations-Entwicklung als sozialwissenschaftliches
Instrument zu begründen, Organisations-Entwicklung-Schritte zu konzipieren und sie kollegial zu kommunizieren. Darüber hinaus
wurden Qualit?tskriterien für das Seminar formuliert: Praxisn?he, Kl?rung des Inhaltsraum Selbstorganisation, Selbststeuerung,
Ressourcenaktivierung, Konfliktregulierung, Analyse des Gruppenprozesses, Nutzung von Feldkompetenz und Verhaltensmodellen,
Etablierung von Feedbackschleifen, Koordination und Synergie, kollegialer Austausch und Kl?rung pers?nlicher Organisations-Entwicklungs-Fragen.
Bausteine und Lernorte des Seminars waren das Plenum, die Lernpartnerschaft, das OE-Team, die Beobachterfunktion, die Tagesreflexion,
die Sitzung Frage und Antwort, die Darstellung von Praxisf?llen, das Plenum-Feinsteuerung, die Analyse der Arbeitsprozesse
des OE-Teams sowie Transfer und Auswertung. Der tats?chliche Verlauf des Seminars wird aus der Perspektive des Leiters kommentiert.
Anhand von Verlaufsbeobachtungen und Teilnehmer?u?erungen wird der Eindruck begründet, dass diese Form des Vorgehens als lernintensiv,
autonomief?rdernd und für die zu erwerbende Supervisionskompetenz als praxisrelevant betrachtet werden kann.
J?rg Fengler ist Professor der Psychologie an der Universit?t zu K?ln, Heilp?dagogische Fakult?t. Arbeitsschwerpunkte sind u.a. P?dagogische und Klinische Psychologie. Er ist Herausgeber dieser Zeitschrift. 相似文献
This article describes the plantification, progress and final evaluation of a group-dynamic seminar for future supervisors in which the topic organization development was presented and introduced. The content of organization development was first defined as a planned social change which is executed based on social sciences in a goal-oriented, strategic way which considers the time perspective of the cooperation between external and internal specialised-, process- and decision competence. Goals of the seminar were to justify that organisation development is a social science tool, to plan organization development steps and to communicate them to peer seminar participants. Further more, the following quality criteria for the seminar were formulated: practice orientation, definition of self-organisation content, self regulation, resources activation, conflict regulation, group process analysis, field competence and behaviour models usage, feedback establishment, coordination and synergy, mutual peer exchange and finding answers to personal questions about organization development. The building blocks and learn places of the seminar were the plenary sessions, the learning partnership, the od-teams, the observer function, the day analysis, the questions and answers session, the case study presentation, the analysis of the work processes as well as transfer and evaluation. The progression of the seminar is commented from the point of view of the seminar leader. Progress observations and participant’s feedback justify the impression that this way to conceptualise provides an intensive learning experience, supports autonomy and provides relevant and practical supervision competence.
J?rg Fengler ist Professor der Psychologie an der Universit?t zu K?ln, Heilp?dagogische Fakult?t. Arbeitsschwerpunkte sind u.a. P?dagogische und Klinische Psychologie. Er ist Herausgeber dieser Zeitschrift. 相似文献
8.
J?rg Fengler 《Gruppendynamik und Organisationsberatung》2002,33(4):231-245
Zusammenfassung Der Beitrag beschreibt Planung, Verlauf und abschlie?ende Beurteilung eines gruppendynamischen Seminars, in dem für angehende
Supervisorinnen und Supervisoren das Thema Organisations-Entwicklung dargestellt und vermittelt werden sollte. Ausgangspunkt
war die Kl?rung des Inhaltsraums von Organisations-Entwicklung als geplantem sozialen Wandel, der auf sozialwissenschaftlicher
Grundlage zielgerichtet, strategisch und mit Zeitperspektive in der Zusammenarbeit zwischen externer und interner Sach-, Prozess-
und Entscheidungskompetenz durchgeführt wird. Als Ziele des Seminars wurden festgelegt, Organisations-Entwicklung als sozialwissenschaftliches
Instrument zu begründen, Organisations-Entwicklung-Schritte zu konzipieren und sie kollegial zu kommunizieren. Darüber hinaus
wurden Qualit?tskriterien für das Seminar formuliert: Praxisn?he, Kl?rung des Inhaltsraum Selbstorganisation, Selbststeuerung,
Ressourcenaktivierung, Konfliktregulierung, Analyse des Gruppenprozesses, Nutzung von Feldkompetenz und Verhaltensmodellen,
Etablierung von Feedbackschleifen, Koordination und Synergie, kollegialer Austausch und Kl?rung pers?nlicher Organisations-Entwicklungs-Fragen.
Bausteine und Lernorte des Seminars waren das Plenum, die Lernpartnerschaft, das OE-Team, die Beobachterfunktion, die Tagesreflexion,
die Sitzung Frage und Antwort, die Darstellung von Praxisf?llen, das Plenum-Feinsteuerung, die Analyse der Arbeitsprozesse
des OE-Teams sowie Transfer und Auswertung. Der tats?chliche Verlauf des Seminars wird aus der Perspektive des Leiters kommentiert.
Anhand von Verlaufsbeobachtungen und Teilnehmer?u?erungen wird der Eindruck begründet, dass diese Form des Vorgehens als lernintensiv,
autonomief?rdernd und für die zu erwerbende Supervisionskompetenz als praxisrelevant betrachtet werden kann.
J?rg Fengler ist Professor der Psychologie an der Universit?t zu K?ln, Heilp?dagogische Fakult?t. Arbeitsschwerpunkte sind u.a. P?dagogische und Klinische Psychologie. Er ist Herausgeber dieser Zeitschrift. 相似文献
This article describes the plantification, progress and final evaluation of a group-dynamic seminar for future supervisors in which the topic organization development was presented and introduced. The content of organization development was first defined as a planned social change which is executed based on social sciences in a goal-oriented, strategic way which considers the time perspective of the cooperation between external and internal specialised-, process- and decision competence. Goals of the seminar were to justify that organisation development is a social science tool, to plan organization development steps and to communicate them to peer seminar participants. Further more, the following quality criteria for the seminar were formulated: practice orientation, definition of self-organisation content, self regulation, resources activation, conflict regulation, group process analysis, field competence and behaviour models usage, feedback establishment, coordination and synergy, mutual peer exchange and finding answers to personal questions about organization development. The building blocks and learn places of the seminar were the plenary sessions, the learning partnership, the od-teams, the observer function, the day analysis, the questions and answers session, the case study presentation, the analysis of the work processes as well as transfer and evaluation. The progression of the seminar is commented from the point of view of the seminar leader. Progress observations and participant’s feedback justify the impression that this way to conceptualise provides an intensive learning experience, supports autonomy and provides relevant and practical supervision competence.
J?rg Fengler ist Professor der Psychologie an der Universit?t zu K?ln, Heilp?dagogische Fakult?t. Arbeitsschwerpunkte sind u.a. P?dagogische und Klinische Psychologie. Er ist Herausgeber dieser Zeitschrift. 相似文献
9.
PD Dr. Ludger Pries 《KZfSS K?lner Zeitschrift für Soziologie und Sozialpsychologie》2000,52(4):670-695
In the globalization discourse the relation between the change of companies as business organizations and the diagnosed overall globalization process often remains unclear. Three different analytic levels of this problem are distinguished: (1) the relation between globalization and company internationalization, (2) the relation between international companies as a whole and their internationally distributed units as sub-organizations and (3) the relation between the internationalization of companies and their overall change as companies. Based on the example of the German automobile industry three dominant research programs are revisited (international automobile research, sociology of organizations and management sociology on international companies) and the conceptual framework of company-(internationalization)profiles is presented. It is argued that the specific dynamics of the German Big Three Volkswagen, BMW and Mercedes-Benz in the 1990s has to be interpreted as the coincidence of fundamental changes in headquarters, plants and the international division of labor between them. 相似文献
10.
Prof. Dr. Jörg Fengler 《Gruppendynamik und Organisationsberatung》2003,34(3):231-245
This article describes the planification, progress and final evaluation of a group-dynamic seminar for future supervisors in which the topic organization development was presented and introduced. The content of organization development was first defined as a planned social change which is executed based on social sciences in a goal-oriented, strategic way which considers the time perspective of the cooperation between external and internal specialised-, process- and decision competence. Goals of the seminar were to justify that organisation development is a social science tool, to plan organization development steps and to communicate them to peer seminar participants. Further more, the following quality criteria for the seminar were formulated: practice orientation, definition of self-organisation content, self regulation, resources activation, conflict regulation, group process analysis, field competence and behaviour models usage, feedback establishment, coordination and synergy, mutual peer exchange and finding answers to personal questions about organization development. The building blocks and learn places of the seminar were the plenary sessions, the learning partnership, the od-teams, the observer function, the day analysis, the questions and answers session, the case study presentation, the analysis of the work processes as well as transfer and evaluation. The progression of the seminar is commented from the point of view of the seminar leader. Progress observations and participant’s feedback justify the impression that this way to conceptualise provides an intensive learning experience, supports autonomy and provides relevant and practical supervision competence. 相似文献
11.
Ulrich Althauser 《Gruppendynamik und Organisationsberatung》2006,37(1):117-126
Organizational development as a profession is still ongoing a continuous evolution of its theory foundation, methodology, as well as its subject matters. Organizational development is on the one hand a well appreciated and a welcomed part of corporate development but is threatened on the other hand to miss the connection to the radical changes which are occurring in companies as well as in general to economy and society. Some statements in this paper show possible ways to establish a foundation for organizational development in order to use the valuable accumulated experience in a constructive manner. 相似文献
12.
Kornelia Rappe-Giesecke 《Gruppendynamik und Organisationsberatung》2000,31(1):69-80
Organizational development needs a theory of the subject and a theory of change. The underlying values and mental models of learning, constraint, free will and mainting and/or disintegrating a system shape the theory of change. The objective of this essay is to increase the complexity of the theory and as a result, increase the ability of consultants to come in contact with different mental models that occur in organizations. 相似文献
13.
Dr. phil. Gabriele Junkers 《Gruppendynamik und Organisationsberatung》2003,34(3):279-297
The increased numbers of elderly and old people within our society as well as the growing number of institutional facilities for their support confronts those who work with them with manifold and difficult problems. Considering the background of a widespread, mostly unconscious negative connotation of age and ageing the author presents the spectrum of specific difficulties related to the specialised field of supervising work. It is shown that field-specific requirements in the relation with elderly have to be included and recognized in the supervising process and can lead to further organizational developments. 相似文献
14.
Gabriele Junkers 《Gruppendynamik und Organisationsberatung》2002,33(4):279-297
Zusammenfassung Der Zuwachs der ?lteren Bev?lkerung wie auch der für sie bereitgestellten Versorgungseinrichtungen stellt die in der Altenpflege
T?tigen vor vielf?ltige und schwierige Aufgaben. Vor dem Hintergrund einer verbreiteten, unbewu?ten aversiven Konnotation
des Alterns stellt die Autorin das Spektrum von fachspezifischen Schwierigkeiten in der Supervisionsarbeit dar. Es wird aufgezeigt,
dass feldspezifische Anforderungen im Umgang mit ?lteren in den Supervisionsprozess mit einzubeziehen sind und in weitere
Schritte der Organisationsentwicklung münden k?nnen.
Dr. phil. Gabriele Junkers ist Psychoanalytikerin und Lehranalytikerin (DPV/IPA), Generalsekret?rin der Europ?ischen Psychoanalytischen F?deration (EPF) Gerontologin. Supervision und Organisationsberatung. 相似文献
The increased numbers of elderly and old people within our society as well as the growing number of institutional facilities for their support confronts those who work with them with manifold and difficult problems. Considering the background of a widespread, mostly unconscious negative connotation of age and ageing the author presents the spectrum of specific difficulties related to the specialised field of supervising work. It is shown that field-specific requirements in the relation with elderly have to be included and recognized in the supervising process and can lead to further organizational developments.
Dr. phil. Gabriele Junkers ist Psychoanalytikerin und Lehranalytikerin (DPV/IPA), Generalsekret?rin der Europ?ischen Psychoanalytischen F?deration (EPF) Gerontologin. Supervision und Organisationsberatung. 相似文献
15.
“How can I successfully offer my counseling services to the market?”. The question of promoting oneself is a crucial one, not only for counselors at the beginning of their career but also for experienced colleagues. The problem of attracting clients occupies counselors and supervisors at different levels: At the personality level as well as at the professional and role understanding level. Promoting oneself implies “selling” one’s performance and ability and therefore touches topics which are normally taboo: money, market, ethics, self-respect, competition and status. 相似文献
16.
Gabriele Junkers 《Gruppendynamik und Organisationsberatung》2003,33(4):279-297
Zusammenfassung Der Zuwachs der ?lteren Bev?lkerung wie auch der für sie bereitgestellten Versorgungseinrichtungen stellt die in der Altenpflege
T?tigen vor vielf?ltige und schwierige Aufgaben. Vor dem Hintergrund einer verbreiteten, unbewu?ten aversiven Konnotation
des Alterns stellt die Autorin das Spektrum von fachspezifischen Schwierigkeiten in der Supervisionsarbeit dar. Es wird aufgezeigt,
dass feldspezifische Anforderungen im Umgang mit ?lteren in den Supervisionsprozess mit einzubeziehen sind und in weitere
Schritte der Organisationsentwicklung münden k?nnen.
Dr. phil. Gabriele Junkers ist Psychoanalytikerin und Lehranalytikerin (DPV/IPA), Generalsekret?rin der Europ?ischen Psychoanalytischen F?deration (EPF) Gerontologin. Supervision und Organisationsberatung. 相似文献
The increased numbers of elderly and old people within our society as well as the growing number of institutional facilities for their support confronts those who work with them with manifold and difficult problems. Considering the background of a widespread, mostly unconscious negative connotation of age and ageing the author presents the spectrum of specific difficulties related to the specialised field of supervising work. It is shown that field-specific requirements in the relation with elderly have to be included and recognized in the supervising process and can lead to further organizational developments.
Dr. phil. Gabriele Junkers ist Psychoanalytikerin und Lehranalytikerin (DPV/IPA), Generalsekret?rin der Europ?ischen Psychoanalytischen F?deration (EPF) Gerontologin. Supervision und Organisationsberatung. 相似文献
17.
Prof. Dr. Siegfried Stumpf 《Gruppendynamik und Organisationsberatung》2006,37(1):33-49
Intercultural aspects are becoming more and more important for personnel development, team building and organizational development due to internationalization and globalization. This contribution describes fundamental principles with regard to the relevance of intercultural aspects in these three intervention fields and summarizes scientific research on this topic. Following a clarification of basic concepts, intercultural training and intercultural assessment centers — as specific personnel development activities — are treated, results of evaluation research are presented and recommendations for the application of these instruments are given. Team development is discussed with special regard to processes and effectiveness of multinational work groups. Intercultural influences on participation and intergroup relations are described as two main aspects of organizational development. 相似文献
18.
Prof. Alex Willener 《Gruppendynamik und Organisationsberatung》2009,40(4):407-424
This essay discusses the work of external consultants in the context of urban development processes. It suggests that this new field can profit from theories, methods and experiences from the area of organizational development and explores what elements are adaptable. On the basis of the comparison of different approaches to change in organizations and in spatial contexts first conclusions concerning external consultation in spatial development processes are drawn. A neighbourhood development process in the city of Winterthur, Switzerland is analyzed using the case study research method. The evaluation of the case study shows that a similar framework of interventions has been used as in organizational development and points at the need for combining specialist and process consultation in neighbourhood development. Finally, on the basis of the theoretical and empirical findings a conceptional structure for external consultancy is suggested. 相似文献
19.
Judith Kölblinger 《Gruppendynamik und Organisationsberatung》2004,35(2):185-203
The article analyses the group-dynamic phenomenon’s in virtual teams. The individual and his required competences, the way a group gets together and cooperates, the importance of common goals and the quality of different technical communication channels are discussed. In addition to the theoretical analysis, experiences from people who have experience in virtual cooperation (managers, consultants and project-managers) are summarized; their quotations reflect the working atmosphere. Many hints and suggestions for managers and consultants are given! 相似文献
20.
Carol Boland 《Australian and New Zealand Journal of Family Therapy》2006,27(1):22-28
This article highlights the negative effects on professionals who regularly work with very abusive families and seeks to identify what protective factors in the work team and its management mitigate these effects. I compare the behavioural consequences of living in a dysfunctional family with the consequences of working in a dysfunctional team. My hope is to identify practical, realistic things that can be done, especially by team managers, to protect staff from the all too familiar emotional costs of such work. 相似文献