Strategic developmental organizations: some behavioural properties (Working Paper) (Record no. 70865)

000 -LEADER
fixed length control field 02113nam a2200181Ia 4500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 140323b1988 xxu||||| |||| 00| 0 eng d
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number WP 1988/767
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Khandwalla, P. N.
9 (RLIN) 67038
245 ## - TITLE STATEMENT
Title Strategic developmental organizations: some behavioural properties (Working Paper)
Statement of responsibility, etc. Khandwalla, P. N.
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc. Ahmedabad
Name of publisher, distributor, etc. Indian Institute of Management
Date of publication, distribution, etc. 1988
300 ## - PHYSICAL DESCRIPTION
Extent 37 p.
520 ## - SUMMARY, ETC.
Summary, etc. OB research in the Third World has not been sufficiently socially responsive. It can make amends by fing on the organizational behaviour of strategic developmental organizations. The latter are organizations that have or adopt responsibility for the growth and development of their operating domains. Three types of SDOs are identified, namely, the apex, the spearhead, and the catalytic ones. In the Third World they generally share missionary, developmental goals, resource dependency on the government, and pioneering, risk-laden, uncertain tasks. These characteristics lead to some unusual strategies, such as of getting the domain's compliance, learning to cope, innovation diffusion, autonomy seeking, and domain devices to be simultaneously organic and mechanistic and entrepreneurial and conservative. The successful ones tend to fuse proactive and professional modes of management. The intrinsically schizoid character of SDOs tends to breed high intrapersonal and interpersonal blocks and difficulties. A style of leadership marked by accentuation of superordinate goals, intensive communications with stakeholders, credibility building through a stream of quick pay off actions, task oriented but nurturant supervision, utilization of national or local cultural mores, and spirituality may be particularly relevant for SDOs. The study of the organizational dynamics of SDOs should lead to large gains for all of OB.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Organizations
9 (RLIN) 8003
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Development
9 (RLIN) 69863
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Growth
9 (RLIN) 279
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Working Paper
952 ## - LOCATION AND ITEM INFORMATION (KOHA)
-- 00000.00
-- INR
-- 22/05/2008
Holdings
Withdrawn status Lost status Source of classification or shelving scheme Damaged status Not for loan Permanent Location Current Location Date acquired Full call number Barcode Date last seen Price effective from Koha item type
          Vikram Sarabhai Library Vikram Sarabhai Library 05/05/2009 WP 1988/767 WP000767 04/09/2009 04/09/2009 Working Paper

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