ORGANIZATIONALLEARNING CULTURE CHANGE & DEVELOPMENT

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Presented By VIKRAM SONI

LEARNING

“He who stops being better stops being good”
Oliver Cromwell- British Politician and Soldier

ORGANIZATIONAL LEARNING

ORG. LEARNING MODELS

Argyris
and Schön

Nonaka
and Takeuchi

ARGYRIS AND SCHÖN
Single Loop
• Actions are changed to get desired outcomes

Double Loop

• Actions are Studied and changed.

Action

WHY

Result

Codified. Individual. Systematic. Formal.TYPES OF KNOWLEDGE KNOWLEDGE Tacit Personal. Content specific. Subjective Explicit Documented. .

NONAKA AND TAKEUCHI INTERNALIZATION SOCIALIZATION KNOWLEDGE CREATION COMBINATION EXTERNALIZATION .

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. that is. increasing capacity for effective action. .Learning: Increasing knowledge. 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 1 Being better placed to respond to external pressures 3 Having the knowledge to better link resources to customer needs Improving quality of outputs at all levels 4 5 6 Improving Corporate image by becoming more people oriented Increasing the pace of change within the organization .

Barriers Efficiency 2 Inertia Convenience 4 Training Mindset 5 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  Knowledge sharing Interdependency The Company Benefits Breakdown of traditional communication barriers Customer relations Information resources Innovation and creativity .

.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 It refers to the totality of knowledge in an organization or society.

values. .Our focus 1 2 3 Mind framework System of shared assumptions. and beliefs that show people what is appropriate and inappropriate behavior Have a strong influence on employee behavior as well as organizational performance.

Ways of looking at organizational culture 1 Historical 2 Behavioral 3 Normative 4 Functional 5 Mental 6 Symbolic .

Why does Organizational Culture Matter? 1 2 3 Strongest assets or its biggest liability Culture. may be related to increased performance. ASSET LIABILITY . organizational culture is an effective control mechanism dictating employee behavior. or shared values within the organization.

that has worked well enough to be considered valid and. therefore. Schein 1985 . think.Levels of Organisational Culture Schein’s DefinitionA pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration. and feel in relation to those problems Adapted from Schein 1980. to be taught to new members as the correct way to perceive.

Levels of Organisational Culture SIMPLIFIED VERSION .

Types of organizational culture The power culture 1 The role culture 2 3 4 The task culture The person culture .

quality & speed of designing. manufacturing and delivering product & services Product innovation 2 3 Strategy innovation Increasing workforce diversity 4 5 Process innovation & ability to introduce new technology Cross cultural management of global enterprise 6 7 Facilitation & support of team work .INCREASING IMPORTANCE OF ORGANIZATIONAL CULTURE 1 Improve efficiency.

FUNCTIONS OF ORGANIZATIONAL CULTURE Fooling of organizational identity Collective commitment Socialization of members Desired Behavioral pattern .

CULTURAL CHANGE 1 Composition of workforce Merger and acquisition 2 3 Planned organized change .

CORPORATE CULTURE 1 . Corporate values 2 Organizational climate 3 Management style .

WORK CULTURE • Timing • Perponsiveness • Communication • Proffessional work etiquette • Housekeeping • Infrastructure • Commitment to results • Performance recognition • Quality cosciousness • proactivity • sence of belonging • team work • group dynamics • socialisation practices • Decission making • respect to others • caring • Interpersonal sensitivity • openness .

IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE DEMAND Individual autonomy Organizati onal structure PRIMERY COMPONENTS • Primery values of organization • Existing management style and systems Reward organization Essence of organizational culture consideration conflict .

.  Works as a great motivating impact to motivate employees.CONCLUSION  Helps the organization to accomplish what it desire to achieve.

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. job design / responsibilities. It includes the management of changes to the organizational culture. business processes physical environment.Organizational Change 3 2 1 When the change is fundamental and radical. as opposed to smaller changes such as adding a new person. one might call it organizational transformation It is generally considered to be an organization-wide change. staff skills / knowledge and policies / procedures.

Factors in Organizational Change External Internal .

External Factors Technological Change 1 Changes in Marketing Conditions 2 3 4 Social Changes Political and Legal Changes .

Internal Factors Change in Managerial Personnel 1 Deficiency in Existing Organization 2 .

Planned Change Structure Technology Task People .

Of Hierarchical levels 2.Planned Change Technology related Changes 1. Form of Organization People related Changes 1. Internal Work Motivation 2. Behaviour of People . Skills of People 2. Quality Work Performance Structure related Changes 1. Span of Management 3. Data Processing Task related Changes 1. Problem Solving 2. No. Methods of Production 3.

Process of Planned Change .

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”  ..

and helping them deal with their concerns There are many ways to build acceptance. 4 5 6 . so it may be necessary to take active steps to find it 3 There are many reasons for resistance. But persist! The key to successful management of organizational change lies in the people.Resistance To Change 1 Resistance is a natural and inevitable reaction in an organization. It is important to be flexible. You can expect it 2 Resistance is sometimes hidden. it is important to understand it We manage resistance by working with people.

Organizational Change Management .

ORGANIZATIONAL DEVELOPMENT .

Orientation .About Organization Development (OD) OD is about how organizations and people function and how to get them function better Start Point – when the leader identifies an undesirable situation and seeks to change it. No unifying theory – just models of practice OD is an organization improvement strategy .Making organizations function better (total system change).Action (achieving results through planned activities). Focus .

Start Point Poor alignment to organization’s strategy Low productivity Organization Intergroup conflict Interpersonal conflicts .

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. rewrite) Change What needs to be changed and how to go about it OD consultants are experts in organizational change . reengineer.Focus Change – new state of things.

. Iterative process of diagnosis & action Change occurs based on the actions taken New knowledge comes from examining the results of the actions.Orientation Diagnosing Taking Action Re-Diagnosing Taking New Action This process is known as ‘Action Research’ Three ingredients: 1. OD consultant (as collaborator & colearner) 3. Participation 2.

Unfreezing the old behavior/ situation Stage 2 .Refreezing the behavior at the new level Kurt Lewin Edgar Schein modified this theory by specifying psychological mechanisms involved in each stage Later Ronald Lippitt.Models and theories Change is a three-stage process Stage 1. Jeanne Watson and Bruce Westley expanded this model into seven-stage model .Moving to a new level of behaviors Stage 3 .

Phase 2 Establishing the change relationship. Phase 5 Transforming intentions into actual change efforts. Examining alternative routes. Seven stage model representing the consulting process Phase 1 Developing a need for change. Phase 3 Diagnosing the client system’s problem. . establishing goals and Phase 4 intentions of action.Models and theories Contd. Phase 7 Achieving a terminal relationship. Phase 6 Stabilizing change..

Systems Theory Organizations are open systems in active exchange with their environment David A. Nadler The Congruence Model .

Social system 2.. Technical system Eric Trist To achieve high productivity and employee satisfaction. .Systems Theory Contd. organizations must optimize both systems. Changes in one system affect the other system. Sociotechnical Systems Theory (STS) All organizations comprise of two interdependent systems: 1.

it is extended broadly throughout the organization. Increased participation and empowerment have always been central goals and fundamental values of OD. Participation enhances empowerment and empowerment in turn enhances performance.Participation & Empowerment Participation in OD programs is not restricted to elites or top people. Empowerment is the key to getting people to want to participate in change. .

and its culture Action All activities and interventions designed to improve the organization’s functioning Program All activities designed to management ensure success of the program .Managing the OD Process Three basic components of OD programs: Diagnosis Continuous collection of data about total system. its processes. its subunits.

Summary OD can make a difference Good understanding Proper response Adaptability .

com Youtube.Bibliography • • • • Wikipedia. .com OB by LM Prasad Peter Sange Report on Learning Organization.

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