TACSO uses different approaches for organisational development with CSOs.
The Integrated Organisational Model (IOM) is a model that can be applied to describe, analyse and diagnose organisations. As in any model, the IOM is a simplification of the complex reality in which so many different aspects influence each other. The model should help to answer the relevant questions that are posed. Furthermore, the usefulness of a model depends, to a large extent, on the specific situation, the questions posed and the user’s know-how and ability.
The IOM is an integrated (or integral) model to emphasise the interrelationships of the different elements of an organisation. Although the elements can, to a certain extent, be treated separately, they are all connected to each other and, ideally, in balance. When there is no clear balance between the different elements within an organisation or organisational unit, the organisation will not function optimally and the need for organisational change will be or become apparent.
The IOM offers an overall tool to put the various elements of an organisation in its place, whether it is a government department, a non-governmental organisation, a local government, a people’s organisation or a private enterprise. Using this model important elements of the organisation will not be overlooked. However, it is an overall model and, instead of seeing it as a tool, it may be referred to as an organisational concept. To analyse an organisation in depth, more specific tools may be needed, depending on the exact aim of the analysis. The image of the organisation generated by applying the model will be as accurate as the qualities and experience of the user.
More about IOM: The Integrated Organisation Model
Manual on Organisational Management
The aim of the present manual, Civil Society Organisation Management - Practical Tools for Organisational Development Analysis, is to increase the internal capacities of CSOs for more effective action.
It is unlikely that the manual will tell the reader many new things about respective organisations. However, the manual may propose different ways of looking at the organisation in question and how it relates to its institutional surroundings. The manual will also encourage organisations to ask new questions of themselves and of their colleagues and of other organisations. This will help them to develop their capacities, even when this may challenge their perceptions of their organisation and the way it interacts with the general working environment.
Download: Manual on Organisational Management
Guide for Trainers: CSO Management
The guide for trainers is based on the, CSO Management: Practical Tools for Organisational Development Analysis Manual, and the subsequent e-learning course of the same title conducted April–July 2011. In order to benefit fully from this guide, users are strongly recommended to familiarise themselves with the above manual itself, as this will be used as the main reference for instructions and training materials.
Download: Guide for Trainers: CSO Management