Values in international development organisations: negotiating non-negotiables

Mowles, Chris

doi:10.1080/09614520701778306

Cited by 25 publications

(25 citation statements)

References 5 publications

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“…İnsan duygularının, düşüncelerinin, iletişiminin ve aksiyonlarının temel kontrol ve teşvik edicisi olarak nitelenen değerler (Harung ve Dahl, 1995), sınıftaki öğrenciler arasında dayanışma için gerekli koşulları yaratmaya yardımcı olan önemli bir unsurdur (Mowles, 2008). Sınıftaki her bireyin faaliyetlerini nitelendirmeye, değerlendirmeye ve yargılamaya yarayan ölçütlerin kaynağı değerlerdir.…”

Section: Sınıfta Değer Yönetimiunclassified

“…Sınıfta dayanışma için gerekli koşulları yaratmaya yardımcı olan önemli bir unsur olan değerlerin bu yüksek düzeyi umut vericidir. Çünkü değerler etkili yönetilemediği zaman sınıf örgütünde moral bozukluğu kaynağı ve yıkıcı çatışma sebebi olabilir (Mowles, 2008). Aypay (2012), örgütlerde ortak değerlerin olduğu kadar birbiriyle çatışan değerlerin de olduğunu; etkili bir değer yönetimiyle örgütün mutlu birer aile haline getirilebileceğini belirtmiştir.…”

Section: Verilerin Analiziunclassified

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Akademisyenlerin Sınıflarında Örgütsel Değer Yönetimi Düzeyleri ve Öğretim Sürecinde İnovatif Uygulamaları

Fidan¹

2015

BUEFAD

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Section: Sınıfta Değer Yönetimiunclassified

Section: Verilerin Analiziunclassified

Akademisyenlerin Sınıflarında Örgütsel Değer Yönetimi Düzeyleri ve Öğretim Sürecinde İnovatif Uygulamaları

Fidan¹

2015

BUEFAD

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“…Firstly, previous articles (Mowles: 2008a(Mowles: , 2008b) have described how INGOs have imported management theories largely uncritically from the private sector, and how the majority of these theories are underpinned by systems thinking. The LF, the project cycle, performance management, even many ways of developing strategy often rely upon assumptions explicit in cybernetics (Wiener, 1948).…”

Section: Locating This Article In Development Literaturementioning

confidence: 99%

Successful or not? Evidence, emergence, and development management

Mowles

2010

Development in Practice

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-Successful or not? Evidence, emergence and development management.This article offers a critique of the dominant ways of conceiving of, managing and evaluating development. It argues that these management methods constrain the exploration of novelty and difference. By drawing on insights from the complexity sciences, particularly the theory of emergence, the article calls for a broadening of our understanding of how social change comes about. Arguing that the domain of development is not a narrow technical discipline, but an intensely social and political practice of mutual recognition, this article calls for a greater focus on power and processes of relating as they affect local interaction between people.Key words: complexity, emergence, managerialism, evidence, natural science methods, politics, relationships.Dr Chris Mowles is a fellow of the Complexity and Management Centre, University of Hertfordshire, where he teaches on the doctoral programme. He also undertakes consultancy work with international development agencies, and in the public sector, where he takes a particular interest in the practice of managers and leaders.Word count 6,457 without refs.

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“…Speaking about values at the organizational level, the term "organizational values" is an established concept in today's management literature. The pragmatic view stemming from systems theory treats organizational values system as a managerial instrument (Mowles, 2008) and management control mechanism to effect organizational change by espousing a new set of normative values which should inform managers' decisions and actions, particularly in trade-off situations (Marginson, 2009). Just like every human community has its own value system, every organization hats its own value system (Kenny, 1994).…”

Section: Phenomenon Of Personal and Organizational Valuesmentioning

confidence: 99%

Different Values Forms in Organization: is the Congruence Possible?

Vveinhardt¹,

Gulbovaitė

Štreimikienė³

2016

MJE

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The organizations especially actively declaring the importance of values quite often have not even diagnosed this phenomenon in their environment. The organizations often invite external experts, expecting to purify and implement organizational values, but declaration of values and their opposite reflection in the employees' behaviour show that the identified, but unimplemented values of the organization remain only a formal document, a part of the image of the organization that, however, has nothing to do with the general activities of the organization. Different forms of values exist in organizations, but we tend to uniform them, and speak only as about organizational values or values of the organization in a general sense, but no more. The problem is that the different forms arise from different subjects, and the objective is that the congruence would occur between the different forms of values. Therefore, the aim of the current paper is to clarify the concept of values forms in organization and highlight the perspective of these values congruence. Based on the analysis of the different forms of values distinguished in scientific literature, five most frequently encountered and discussed forms of values can be identified: core, espoused, attributed, shared and aspirational. The detailed analysis of forms of values in the organization shows that the congruence of these different forms of values is possible, but the activities of the organization in order to uniform the values must be particularly purposeful and targeted, and the first step is to find out those values. As the congruence occurs when the executives' espoused values match the employees' attributed values, they are shared and they go along with the core cultural values of the organization.

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Values in international development organisations: negotiating non-negotiables

Cited by 25 publications

References 5 publications

Akademisyenlerin Sınıflarında Örgütsel Değer Yönetimi Düzeyleri ve Öğretim Sürecinde İnovatif Uygulamaları

Akademisyenlerin Sınıflarında Örgütsel Değer Yönetimi Düzeyleri ve Öğretim Sürecinde İnovatif Uygulamaları

Successful or not? Evidence, emergence, and development management

Different Values Forms in Organization: is the Congruence Possible?

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