Professional Documents
Culture Documents
. ..
LEARNING
ORGANIZATIONAL LEARNING
Argyris
and Schn
Nonaka
and Takeuchi
Double Loop
Action
WHY
Result
TYPES OF KNOWLEDGE
KNOWLEDGE
Tacit
Personal, Content specific, Individual, Subjective
Explicit
Documented, Codified, Systematic, Formal.
KNOWLEDGE CREATION
COMBINATION
EXTERNALIZATION
Learning:
Increasing knowledge, that is, increasing capacity for effective action.
Learning Organizational :
An organisation that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgeable workforce. This produces a very flexible organisation where people will accept and adapt to new ideas and changes through a shared vision.
Types of learning
Characteristics
Benefits
Maintaining levels of innovation and remaining competitive
4 5 6
Barriers
Efficiency
Inertia
Convenience
Training Mindset
Manager Engagement
Conclusion
Practices of Learning Organizational will lead to..
Developing Workforce Teams and Groups Work Better
Greater motivation The workforce is more flexible People are more creative Improved social Interaction
Introduction
1 2 3
Originally an anthropological term
refers to the underlying values, beliefs, and codes of practice that makes a community what it is
Our focus
1 2 3
Mind framework System of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior
2
Behavioral
3
Normative
4
Functional
5
Mental
6
Symbolic
ASSET
LIABILITY
2 3 4
Improve efficiency, quality & speed of designing, manufacturing and delivering product & services Product innovation
Process innovation & ability to introduce new technology Cross cultural management of global enterprise
Collective commitment
Socialization of members
CULTURAL CHANGE
Composition of workforce
CORPORATE CULTURE
Corporate values
Organizational climate
Management style
WORK CULTURE
sence of belonging team work group dynamics socialisation practices Decission making
Individual autonomy
PRIMERY COMPONENTS
Reward organization
consideration
conflict
CONCLUSION
Organizational Change
3 2 1
When the change is fundamental and radical, one might call it organizational transformation
It is generally considered to be an organization-wide change, as opposed to smaller changes such as adding a new person.
It includes the management of changes to the organizational culture, business processes physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.
External Factors
Technological Change
2 3 4
Social Changes
Internal Factors
Planned Change
Structure
Technology
Task
People
Planned Change
Structure related Changes 1. No. Of Hierarchical levels 2. Span of Management 3. Form of Organization
Resistance To Change
Efforts by employees to
block the intended change is referred to as Resistance to Change. Resistance to Change has been defined as:
...behavior which is intended to protect an individual from the effects of real or imagined change
Resistance To Change
1
Resistance is a natural and inevitable reaction in an organization. You can expect it
2
Resistance is sometimes hidden, so it may be necessary to take active steps to find it
3
There are many reasons for resistance; it is important to understand it
We manage resistance by working with people, and helping them deal with their concerns
There are many ways to build acceptance. It is important to be flexible. But persist!
ORGANIZATIONAL DEVELOPMENT
Start Point
Poor alignment to organizations strategy
Low productivity
Organization
Intergroup conflict
Interpersonal conflicts
Focus
Change new state of things, different from old state of things Can be viewed as an opportunity or as a threat First order change (making moderate adjustments) Second order change (reinvent, reengineer, rewrite)
Change
Orientation
Diagnosing Taking Action Re-Diagnosing Taking New Action This process is known as
Action Research
Three ingredients: 1. Participation 2. OD consultant (as collaborator & colearner) 3. Iterative process of diagnosis & action
Change occurs based on the actions taken New knowledge comes from examining the results of the actions.
Edgar Schein modified this theory by specifying psychological mechanisms involved in each stage
Later Ronald Lippitt, Jeanne Watson and Bruce Westley expanded this model into seven-stage model
Systems Theory
Organizations are open systems in active exchange with their environment
David A. Nadler
To achieve high productivity and employee satisfaction, organizations must optimize both systems.
Summary
Bibliography
Wikipedia.com Youtube.com OB by LM Prasad Peter Sange Report on Learning Organization.