Evaluation of an early stage of the interior Columbia Basin Ecosystem Management Project : leadership, organization, and communication/interpersonal relations Public Deposited

http://ir.library.oregonstate.edu/concern/graduate_thesis_or_dissertations/qz20sv95j

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  • Leadership, organizational structure, and communication/interpersonal relations are key functions studied. Evaluation of the Interior Columbia Basin Ecosystem Management Project (Project) considers how well those factors were managed by Forest Service and Bureau of Land Management in a bioregional assessment during a period from November, 1994 to November, 1995. Exploration of leadership involved three areas: 1) creating a compelling vision, 2) guiding staff to address that vision, and 3) how leaders cooperated. Each area proved to be problematic, in some respects. Major problems were, respectively: 1) lack of a clear vision, 2) inability to focus integration around key issues, and 3) inability of leaders to put aside differences. Organizational structure involved three areas: 1) adequacy and appropriateness of staffing, 2) geography proximity of offices and job assignments, and 3) support for staff and their work, in terms of materials, budgets, and time available to do the work. Several problems were found in these areas. Though the overall quality of people with the Project was excellent, some professional skills were missing or under represented. The physical structure of the organization created problems in communication and accessibility. Inadequate planning and lack of understanding of process led to insufficient time to do the work as scheduled. Communication/interpersonal relations involved three areas: 1) internal communication, 2) the effect of decentralized work centers on communication with constituents, and 3) interpersonal relations among staff. These areas showed mixed favorable and unfavorable results. Though general communication was acceptable, staff tended to feel that expectations for work were not adequately communicated. Decentralized offices did not show positive effects on clientele access. Interpersonal relations suffered from some cultural differences based on professional standards, expectations for working environments, and lax management of interpersonal communication.
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