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Creating a Learning Organization and an Ethical Organization


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Published in: Business, Technology

Creating a Learning Organization and an Ethical Organization

  1. 1. Group 10 Agacita, Angelica Amoin, Rubie Bano, Rosemarie Misa, Hansel Monroid, NelynTabar, Chloe Marise
  2. 2. Leadership: Three InterdependentActivitiesLeadership is the process of transforming organization’s from what they are to what the leader would have them becomeLeadership should be Proactive Goal-oriented Focused on the creation and implementation of a creative vision
  3. 3. Leadership: Three InterdependentActivitiesSuccessful Determining Designing a direction the leaders must organizationrecognize three Nurturing a culture interdependent dedicated to excellence and activities ethical behavior Determining a direction Designing the organization Nurturing a culture dedicated to excellence and ethical behavior
  4. 4. Setting a DirectionScan environment to develop Knowledge of all stakeholders Knowledge of all environmental trends and eventsIntegrate that knowledge into a vision of what the organization could becomeRequired capacities Solve increasingly complex problems Be proactive in approach Develop visible strategic options
  5. 5. Designing the OrganizationDifficulties in implementing the leader’s vision and strategies Lack of responsibility and accountability among managers Reward system that do not motivate individuals and groups toward desired organizational goals Inadequate or inappropriate budgeting and control systems Insufficient mechanisms to coordinate and integrate activities across the organization
  6. 6. Nurturing a CultureIn nurturing a culture dedicated to excellence and ethical behavior, mangers and top executive must Accept personal responsibility for developing and strengthening ethical behavior Consistently demonstrate that such behavior is central to the vision and mission Develop and reinforce =Role models =Reward and evaluation system =Corporate credos =Policies and procedures =Codes of conduct
  7. 7. Overcoming Barriers to Change andthe Effective Use Of PowerReasons why organizations and managers at all levels are prone to inertia and slow to learn, adapt, and change *Vested interests in the status quo *Systematic barriers *Behavioral barriers *Political barriers *Personal time constraints
  8. 8. Emotional Intelligence: A KeyLeadership Trait Successful traits of leaders at the highest level Cognitive Emotional Technical Skills abilities Intelligence
  9. 9. Emotional IntelligenceFive components of emotional intelligence* Self awareness*Self-regulation*Motivation*Empathy*Social skill
  10. 10. Five Components of EmotionalIntelligence at WorkSelf-management skills Self-awareness Self-regulation
  11. 11. Five Components of EmotionalIntelligence at WorkSelf-management skills: MotivationManaging relationships empathy social
  12. 12. Developing a Learning OrganizationSuccessful learning organizations*create a proactive, creative approach to the unknown*actively solicit the involvement of employees at all levels*enable all employees to use their intelligence and apply their imagination
  13. 13. Developing a Learning OrganizationLearning environment*organization wide commitment to change*an action orientation*applicable tools and methods*guiding philosophy*inspired and motivated people with a purpose
  14. 14. Four Critical Process of LearningOrganizations Empowering1. Salient elements of empowerment employees at all levels Start at the bottom by understandingneeds of employees Teach employees skills of self-management Build teams to encourage cooperative behavior Encourage intelligence risk taking Trust people to perform
  15. 15. Four Critical Process of LearningOrganizations2. “Open book” management*Numbers on each employee’s work performance and production costs generated daily*Information is aggregated once a week from top level to bottom level*Extensive training in how to use and interpret the numbers-how to understand balance sheets, cash flows and income statements
  16. 16. Four Critical Process of LearningOrganizations3. Awareness of environmental trends and events*Internet accelerates the speed with which useful information can be located*Garden variety traditional success for acquisition of external information*Benchmarking*Focus directly on customers for information
  17. 17. Four Critical Process of LearningOrganizations4. Challenging the status quo*create a sense of urgency*establish a “culture of dissent’ – disagreement / opposition*foster a culture that encourages risk taking*cultivate culture of experimentation and curiosity
  18. 18. Creating An Ethical Organization• Organizational ethics is a direct reflection of its leadership• Reflect the values, attitudes, and behavior pattern that define the organization’s operating culture• Unethical business practices • Involves tacit, if not explicit, cooperation of others
  19. 19. Creating An Ethical Organization• Driving forces of ethical organization • Ethical values • Integrity• Ethical values • Shape the search for the opportunities • Shape the design organizational systems • Shape the decision-making process used by individuals and groups • Provide a common frame of reference, that serves as unifying force
  20. 20. Key Elements of Highly Ethical Organizations• These interrelated elements must be present and constantly reinforced • Role models • Corporate credits and codes of conduct • Reward and evaluation systems • Policies and procedures