This document discusses organizational effectiveness from a systems perspective. It presents a framework for considering organizational effectiveness that emphasizes the critical roles of systems thinking and learning theory. The framework views organizations as open systems that take in inputs, transform them through internal processes, and produce outputs which then provide feedback. Creating a learning culture is seen as essential for organizations to adapt, innovate, and achieve long-term effectiveness and sustainability.
The Burke & Litwin Model is a causal model of organizational performance and change that distinguishes between transformational and transactional organizational dynamics. It provides a framework to assess 12 key organizational and environmental dimensions and how they should be causally linked to achieve changes in performance. The model suggests how internal and external factors can affect performance and proposes linkages to hypothesize organizational change.
The document discusses four approaches to organizational effectiveness: goal attainment, systems, strategic constituencies, and competing values. It defines each approach, lists their assumptions, and describes how managers can apply them. The goal attainment approach assesses effectiveness based on goal achievement, while the systems approach focuses on survival factors. The strategic constituencies approach prioritizes satisfying key external groups for resources. The competing values approach recognizes that effectiveness criteria depend on perspective. Managers should consider an organization's stage and internal/external factors when determining which approach to use.
This document discusses organizational effectiveness and approaches to measuring it. It defines organizational effectiveness as an organization's ability to achieve its objectives. Three common approaches to assessing effectiveness are discussed: external resource approach, internal system approach, and technical approach. The external resource approach focuses on controlling external resources and the environment. The internal system approach evaluates internal functions and operations. The technical approach deals with converting resources into goods and services. Multiple methods of measuring effectiveness are also presented.
This document summarizes a working paper about deliberate learning and the evolution of dynamic capabilities. It defines dynamic capabilities as patterns of collective activity that systematically generate and modify operating routines to improve effectiveness. It presents a framework showing how learning mechanisms shape operating routines directly and also indirectly through dynamic capabilities. It discusses three learning mechanisms - experience accumulation, knowledge articulation, and knowledge codification - and how their effectiveness depends on features of the organizational task, like frequency and ambiguity. It aims to understand how capabilities develop and change over time through these different learning processes.
Ch11 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses the organizational life cycle, which includes four main stages: birth, growth, decline, and death. It describes several models that explain how organizations progress through these stages and the typical challenges organizations face at each phase. For example, organizational birth involves founding a new organization and overcoming the liability of newness. The population ecology model views organizational birthrates over time as influenced by environmental factors. Organizational growth involves developing skills to acquire more resources but can lead to isomorphism. Decline results from inability to adapt to changes and may occur through several stages from unrecognized problems to crisis and dissolution.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
The document describes several models for assessing organizational functioning:
1) Weisbord's Six-Box Model examines an organization's purposes, structure, relationships, rewards, leadership, and mechanisms.
2) The Open Systems Model investigates an organization's unity, internal responsiveness, and external responsiveness.
3) Burke and Litwin's Causal Model examines 12 dimensions including external environment, culture, leadership, and performance.
4) The Seven-S Model considers seven interdependent variables: strategy, structure, systems, style, staff, skills, and shared values.
5) The Organizational Intelligence Model depicts a causal chain where environmental inputs and strategic drivers affect indices and engagement.
Organization development and Organization design January 2012Timothy Holden
The document discusses various topics related to organization development and design including planned change, the work levels model, organizational learning, competencies at the organization level, reviewing organization structure, and the roles of organization development practitioners. It provides definitions of important terms and examines different approaches to organization structure, with the goal of helping organizations function effectively and adapt to changing needs.
The Burke & Litwin Model is a causal model of organizational performance and change that distinguishes between transformational and transactional organizational dynamics. It provides a framework to assess 12 key organizational and environmental dimensions and how they should be causally linked to achieve changes in performance. The model suggests how internal and external factors can affect performance and proposes linkages to hypothesize organizational change.
The document discusses four approaches to organizational effectiveness: goal attainment, systems, strategic constituencies, and competing values. It defines each approach, lists their assumptions, and describes how managers can apply them. The goal attainment approach assesses effectiveness based on goal achievement, while the systems approach focuses on survival factors. The strategic constituencies approach prioritizes satisfying key external groups for resources. The competing values approach recognizes that effectiveness criteria depend on perspective. Managers should consider an organization's stage and internal/external factors when determining which approach to use.
This document discusses organizational effectiveness and approaches to measuring it. It defines organizational effectiveness as an organization's ability to achieve its objectives. Three common approaches to assessing effectiveness are discussed: external resource approach, internal system approach, and technical approach. The external resource approach focuses on controlling external resources and the environment. The internal system approach evaluates internal functions and operations. The technical approach deals with converting resources into goods and services. Multiple methods of measuring effectiveness are also presented.
This document summarizes a working paper about deliberate learning and the evolution of dynamic capabilities. It defines dynamic capabilities as patterns of collective activity that systematically generate and modify operating routines to improve effectiveness. It presents a framework showing how learning mechanisms shape operating routines directly and also indirectly through dynamic capabilities. It discusses three learning mechanisms - experience accumulation, knowledge articulation, and knowledge codification - and how their effectiveness depends on features of the organizational task, like frequency and ambiguity. It aims to understand how capabilities develop and change over time through these different learning processes.
Ch11 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses the organizational life cycle, which includes four main stages: birth, growth, decline, and death. It describes several models that explain how organizations progress through these stages and the typical challenges organizations face at each phase. For example, organizational birth involves founding a new organization and overcoming the liability of newness. The population ecology model views organizational birthrates over time as influenced by environmental factors. Organizational growth involves developing skills to acquire more resources but can lead to isomorphism. Decline results from inability to adapt to changes and may occur through several stages from unrecognized problems to crisis and dissolution.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
The document describes several models for assessing organizational functioning:
1) Weisbord's Six-Box Model examines an organization's purposes, structure, relationships, rewards, leadership, and mechanisms.
2) The Open Systems Model investigates an organization's unity, internal responsiveness, and external responsiveness.
3) Burke and Litwin's Causal Model examines 12 dimensions including external environment, culture, leadership, and performance.
4) The Seven-S Model considers seven interdependent variables: strategy, structure, systems, style, staff, skills, and shared values.
5) The Organizational Intelligence Model depicts a causal chain where environmental inputs and strategic drivers affect indices and engagement.
Organization development and Organization design January 2012Timothy Holden
The document discusses various topics related to organization development and design including planned change, the work levels model, organizational learning, competencies at the organization level, reviewing organization structure, and the roles of organization development practitioners. It provides definitions of important terms and examines different approaches to organization structure, with the goal of helping organizations function effectively and adapt to changing needs.
All aspects of organization development and change management are linked in these resources. They access information about group facilitation, culture change, consulting, managing change, planned change, and leading edge topics such as emotional intelligence and large group processes.
1. The document discusses various challenges facing organizations undergoing change including downsizing, reengineering, globalization, and new technologies.
2. It describes different approaches organizations can take to renewal including analyzing interrelationships and effects of changes. The "system approach" views the organization as an interconnected system that must adapt to its environment.
3. Sociotechnical systems theory is discussed, which views the organization as both a social and technical system and emphasizes team-based and process-oriented approaches to management.
1. The document discusses managing organizational change and defines planned change as changes that are purposeful and aimed at keeping an organization viable.
2. Structural changes involve altering authority patterns, information access, rewards allocation, technology, and other structural elements.
3. Organizations face change through opportunities they want to pursue or problems they need to address, which can include changes in objectives, acquisitions, labor shortages, or unionization.
This document discusses organizational effectiveness and different approaches to assessing it. Organizational effectiveness refers to how well an organization achieves its intended outcomes. The document outlines four main approaches: 1) the goal attainment approach assesses effectiveness based on achieving clear, measurable goals, 2) the systems approach considers acquiring resources and interactions with the external environment, 3) the strategic constituencies approach focuses on satisfying internal and external stakeholders, and 4) the competing values approach matches an organization's emphases to constituent preferences. The approaches are best applied depending on factors like clear goals, connections between inputs/outputs, powerful stakeholder influence, and organizational emphases.
The document discusses modern organizational structures and agile organizations. It analyzes different organizational theories including classical, neoclassical, human resource, and modern theories. It then examines classification of organizations using Spiral Dynamics methodology. Specifically, it analyzes organizations through social, cultural, and values perspectives corresponding to different levels of human consciousness development. The goal is to predict trends in organizational evolution and classify organizations based on their characteristics and structures.
This chapter discusses key concepts related to organizational design and effectiveness. It identifies four common characteristics of organizations: coordination of effort, common goals, division of labor, and hierarchy of authority. The chapter also explains contingency organization design and distinguishes between mechanistic and organic organizations. Finally, it describes different departmentalization formats, centralization vs decentralization, and characteristics of organizational culture.
This document presents a causal model of organizational performance and change developed by the authors based on their consulting experiences. The model depicts transformational and transactional factors that impact organizational performance. Transformational changes like shifts in mission and leadership directly impact transactional factors like structure, systems, and climate, which then impact motivation and performance. The authors cite theory and research to support the model's validity and discuss how it aims to provide a guide for organizational diagnosis and planned change by specifying causal relationships between key dimensions.
The document discusses organization development (OD) and provides several definitions of OD. It states that OD is a planned process of change involving the whole organization that aims to improve how the organization functions and achieves its goals. Some key characteristics of successful OD efforts mentioned include being long-term, action-oriented, focusing on changing attitudes and behaviors, and working primarily with groups. The objectives of OD programs outlined include individual and group development, developing an empowering organizational culture through collaboration, inculcating team spirit, and achieving organizational transformation and competitive advantage through evaluation and system changes.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
The document discusses organization design concepts including structure, processes, rewards, people practices, and how they relate to organizational strategy. It presents the Star Model framework for organization design which positions strategy at the center and includes structure, processes, rewards, and people practices as key elements to consider when designing an organization to support its strategy. The framework is used to guide assessments of an organization's current design and determine what changes may be needed.
Organization Development and Culture Change Solutions from InspireOneInspireOne Consultants
This document discusses an organization development solution called Branded Customer Service provided by InspireOne. The solution aims to align an organization's culture and customer service with its brand in order to leverage the brand and create memorable customer experiences.
The solution involves five phases: 1) Ensuring customer service staff can deliver branded experiences, 2) Creating a culture where all employees understand customers, 3) Aligning all parts of the organization (strategy, culture, skills etc.) to the brand, 4) Designing and customizing the solution, and 5) Embedding cultural changes.
The document provides an example output from applying the solution which analyzes an organization across different elements like strategy, culture, skills and proposes areas of improvement to
The document provides an overview of five popular organization design models: [1] McKinsey's 7S Model, [2] Galbraith's Star Model, [3] Weisbord Six Box Model, [4] Nadler and Tushman's Congruence Model, and [5] Burke-Litwin Model. Each model frames the key elements of an organization's design in a different way and has benefits and limitations for understanding an organization's structure. The document aims to help readers choose the right model for designing their own organization.
This paper examines the microfoundations that underlie the development of dynamic capabilities for discontinuous innovation in entrepreneurial firms. It analyzes data from two Norwegian petroleum companies to identify four types of microfoundations - product, position, process, and paradigm - that are essential for commercializing innovations. The findings reveal specific aspects of each microfoundation. The study contributes to understanding how dynamic capabilities emerge by exploring their antecedents at the firm level, and relates microfoundations and dynamic capabilities to the context of innovation in new ventures.
Organizational effectiveness refers to how well an organization achieves its intended goals and outcomes. There are several approaches to measuring effectiveness, including quantitative metrics like the number of people served, and qualitative factors like an organization's internal processes and communications. Effectiveness depends on balancing competing priorities like flexibility, control, external relationships, and internal development. Various models can be used to evaluate an organization's performance from different perspectives.
The document discusses several theories of effective organizational change implementation. It describes Kurt Lewin's three-stage model of change: unfreezing, moving, and refreezing. It also discusses organizational development approaches and emphasizes process-driven change over content-driven change. Additionally, it proposes a task alignment approach that links new behaviors to key organizational tasks and performance indicators. The document provides frameworks to explain how to implement change based on these theoretical approaches.
The Star ModelTM is a framework for organization design consisting of 5 categories: strategy, structure, processes, rewards, and people. It asserts that an organization's design should align all policies across these categories to achieve its strategic goals. The categories are interconnected like points on a star, and a change in one requires changes in the others. The model provides a holistic approach to organization design beyond just structure.
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
Organizational Behavior & Organization Designs Abdullah Razaq
Organizational behavior and design can be summarized in 3 points:
1. Organizational design refers to how managers structure organizations to achieve goals through elements like task allocation, reporting relationships, and departmentalization. Common designs include functional, divisional, matrix, and hybrid forms.
2. Organizational behavior studies human behavior, attitudes, and performance in organizations. It draws from disciplines like psychology, sociology, and anthropology.
3. Managers perform functions like planning, organizing, leading, and controlling. Their roles can be informational, interpersonal, and decisional. Organizational behavior aims to improve outcomes like productivity, turnover, effectiveness, and job satisfaction.
An experienced business executive with more than 25 years of management and consulting experience, Dane D’Alessandro has served as Section Chief of Consumer Response Investigations at the Consumer Financial Protection Bureau since 2011. In addition to his professional career, Dane D’Alessandro is completing a PhD in Organization Development at Benedictine University's College of Business in Lisle, Illinois.
Financial crisis now striking home for school districtspriscilladjohnson
The financial crisis is negatively impacting school districts in several ways. Districts are struggling to issue bonds to fund construction projects due to tight credit markets. They are also paying higher interest rates for short-term borrowing to cover operating costs until tax revenues arrive. Additionally, some districts' investments in troubled financial institutions like Lehman Brothers are now locked up, inaccessible, or have lost significant value. The crisis has led to delays in school construction projects, potential budget cuts, and concerns about long-term effects on bond ratings and economic health.
This document discusses integrating instruction using Howard Gardner's theory of multiple intelligences and educational technology. It begins by outlining Gardner's eight intelligences and how technology can be used to support each type of learner. It then provides examples of lessons and tools that effectively blend each intelligence with technology to enhance student performance and differentiate instruction. The document concludes by emphasizing that technology alone does not improve learning; rather, effective instruction is needed to help students acquire 21st century skills and compete in an increasingly digital world.
All aspects of organization development and change management are linked in these resources. They access information about group facilitation, culture change, consulting, managing change, planned change, and leading edge topics such as emotional intelligence and large group processes.
1. The document discusses various challenges facing organizations undergoing change including downsizing, reengineering, globalization, and new technologies.
2. It describes different approaches organizations can take to renewal including analyzing interrelationships and effects of changes. The "system approach" views the organization as an interconnected system that must adapt to its environment.
3. Sociotechnical systems theory is discussed, which views the organization as both a social and technical system and emphasizes team-based and process-oriented approaches to management.
1. The document discusses managing organizational change and defines planned change as changes that are purposeful and aimed at keeping an organization viable.
2. Structural changes involve altering authority patterns, information access, rewards allocation, technology, and other structural elements.
3. Organizations face change through opportunities they want to pursue or problems they need to address, which can include changes in objectives, acquisitions, labor shortages, or unionization.
This document discusses organizational effectiveness and different approaches to assessing it. Organizational effectiveness refers to how well an organization achieves its intended outcomes. The document outlines four main approaches: 1) the goal attainment approach assesses effectiveness based on achieving clear, measurable goals, 2) the systems approach considers acquiring resources and interactions with the external environment, 3) the strategic constituencies approach focuses on satisfying internal and external stakeholders, and 4) the competing values approach matches an organization's emphases to constituent preferences. The approaches are best applied depending on factors like clear goals, connections between inputs/outputs, powerful stakeholder influence, and organizational emphases.
The document discusses modern organizational structures and agile organizations. It analyzes different organizational theories including classical, neoclassical, human resource, and modern theories. It then examines classification of organizations using Spiral Dynamics methodology. Specifically, it analyzes organizations through social, cultural, and values perspectives corresponding to different levels of human consciousness development. The goal is to predict trends in organizational evolution and classify organizations based on their characteristics and structures.
This chapter discusses key concepts related to organizational design and effectiveness. It identifies four common characteristics of organizations: coordination of effort, common goals, division of labor, and hierarchy of authority. The chapter also explains contingency organization design and distinguishes between mechanistic and organic organizations. Finally, it describes different departmentalization formats, centralization vs decentralization, and characteristics of organizational culture.
This document presents a causal model of organizational performance and change developed by the authors based on their consulting experiences. The model depicts transformational and transactional factors that impact organizational performance. Transformational changes like shifts in mission and leadership directly impact transactional factors like structure, systems, and climate, which then impact motivation and performance. The authors cite theory and research to support the model's validity and discuss how it aims to provide a guide for organizational diagnosis and planned change by specifying causal relationships between key dimensions.
The document discusses organization development (OD) and provides several definitions of OD. It states that OD is a planned process of change involving the whole organization that aims to improve how the organization functions and achieves its goals. Some key characteristics of successful OD efforts mentioned include being long-term, action-oriented, focusing on changing attitudes and behaviors, and working primarily with groups. The objectives of OD programs outlined include individual and group development, developing an empowering organizational culture through collaboration, inculcating team spirit, and achieving organizational transformation and competitive advantage through evaluation and system changes.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
The document discusses organization design concepts including structure, processes, rewards, people practices, and how they relate to organizational strategy. It presents the Star Model framework for organization design which positions strategy at the center and includes structure, processes, rewards, and people practices as key elements to consider when designing an organization to support its strategy. The framework is used to guide assessments of an organization's current design and determine what changes may be needed.
Organization Development and Culture Change Solutions from InspireOneInspireOne Consultants
This document discusses an organization development solution called Branded Customer Service provided by InspireOne. The solution aims to align an organization's culture and customer service with its brand in order to leverage the brand and create memorable customer experiences.
The solution involves five phases: 1) Ensuring customer service staff can deliver branded experiences, 2) Creating a culture where all employees understand customers, 3) Aligning all parts of the organization (strategy, culture, skills etc.) to the brand, 4) Designing and customizing the solution, and 5) Embedding cultural changes.
The document provides an example output from applying the solution which analyzes an organization across different elements like strategy, culture, skills and proposes areas of improvement to
The document provides an overview of five popular organization design models: [1] McKinsey's 7S Model, [2] Galbraith's Star Model, [3] Weisbord Six Box Model, [4] Nadler and Tushman's Congruence Model, and [5] Burke-Litwin Model. Each model frames the key elements of an organization's design in a different way and has benefits and limitations for understanding an organization's structure. The document aims to help readers choose the right model for designing their own organization.
This paper examines the microfoundations that underlie the development of dynamic capabilities for discontinuous innovation in entrepreneurial firms. It analyzes data from two Norwegian petroleum companies to identify four types of microfoundations - product, position, process, and paradigm - that are essential for commercializing innovations. The findings reveal specific aspects of each microfoundation. The study contributes to understanding how dynamic capabilities emerge by exploring their antecedents at the firm level, and relates microfoundations and dynamic capabilities to the context of innovation in new ventures.
Organizational effectiveness refers to how well an organization achieves its intended goals and outcomes. There are several approaches to measuring effectiveness, including quantitative metrics like the number of people served, and qualitative factors like an organization's internal processes and communications. Effectiveness depends on balancing competing priorities like flexibility, control, external relationships, and internal development. Various models can be used to evaluate an organization's performance from different perspectives.
The document discusses several theories of effective organizational change implementation. It describes Kurt Lewin's three-stage model of change: unfreezing, moving, and refreezing. It also discusses organizational development approaches and emphasizes process-driven change over content-driven change. Additionally, it proposes a task alignment approach that links new behaviors to key organizational tasks and performance indicators. The document provides frameworks to explain how to implement change based on these theoretical approaches.
The Star ModelTM is a framework for organization design consisting of 5 categories: strategy, structure, processes, rewards, and people. It asserts that an organization's design should align all policies across these categories to achieve its strategic goals. The categories are interconnected like points on a star, and a change in one requires changes in the others. The model provides a holistic approach to organization design beyond just structure.
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
Organizational Behavior & Organization Designs Abdullah Razaq
Organizational behavior and design can be summarized in 3 points:
1. Organizational design refers to how managers structure organizations to achieve goals through elements like task allocation, reporting relationships, and departmentalization. Common designs include functional, divisional, matrix, and hybrid forms.
2. Organizational behavior studies human behavior, attitudes, and performance in organizations. It draws from disciplines like psychology, sociology, and anthropology.
3. Managers perform functions like planning, organizing, leading, and controlling. Their roles can be informational, interpersonal, and decisional. Organizational behavior aims to improve outcomes like productivity, turnover, effectiveness, and job satisfaction.
An experienced business executive with more than 25 years of management and consulting experience, Dane D’Alessandro has served as Section Chief of Consumer Response Investigations at the Consumer Financial Protection Bureau since 2011. In addition to his professional career, Dane D’Alessandro is completing a PhD in Organization Development at Benedictine University's College of Business in Lisle, Illinois.
Financial crisis now striking home for school districtspriscilladjohnson
The financial crisis is negatively impacting school districts in several ways. Districts are struggling to issue bonds to fund construction projects due to tight credit markets. They are also paying higher interest rates for short-term borrowing to cover operating costs until tax revenues arrive. Additionally, some districts' investments in troubled financial institutions like Lehman Brothers are now locked up, inaccessible, or have lost significant value. The crisis has led to delays in school construction projects, potential budget cuts, and concerns about long-term effects on bond ratings and economic health.
This document discusses integrating instruction using Howard Gardner's theory of multiple intelligences and educational technology. It begins by outlining Gardner's eight intelligences and how technology can be used to support each type of learner. It then provides examples of lessons and tools that effectively blend each intelligence with technology to enhance student performance and differentiate instruction. The document concludes by emphasizing that technology alone does not improve learning; rather, effective instruction is needed to help students acquire 21st century skills and compete in an increasingly digital world.
The document outlines the mission, goals, structure, and strategies of the Ready To Learn Independent School District Department of Human Resources. The department aims to recruit and retain a talented and diverse workforce to support high academic achievement for students. Key goals include providing staff development, supporting new teachers, and encouraging community involvement. The organizational structure follows a professional bureaucracy model with shared decision-making. Compensation includes performance-based pay. The technical core of the school's focus is on cognitive development and social constructivism.
The document discusses a study that examined the relationship between language proficiency in English and Howard Gardner's theory of multiple intelligences among 278 Iranian PhD candidates. The study found no significant relationship between overall language proficiency and combinations of intelligences. It also found no significant differences between males and females in terms of language proficiency or intelligence types. No single intelligence type was found to predict language proficiency. The results suggest there is no clear relationship between multiple intelligences and English language proficiency in this context.
The document outlines the mission, goals, structure, and strategies of the Ready To Learn Independent School District Department of Human Resources. The department aims to recruit and retain a talented staff to support high student achievement. Key goals include providing staff development, supporting student teachers, and implementing performance-based pay. Teaching methods are based on cognitive development and social constructivism, utilizing student-centered learning tactics and cultural tools.
Cost concerns and economic anxieties have put school construction projects on shaky ground. Rising construction costs over the past few years due to high fuel and material prices, combined with current state budget shortfalls, have made funding school construction difficult. Many school districts are hoping that the federal economic stimulus package will provide $14 billion to help fund necessary school repair, renovation and construction projects. However, some experts estimate that $30-$45 billion may be needed to address all infrastructure needs. Many districts rely on bond measures to fund construction, but uncertain economic conditions may make passing bonds more difficult. Some districts have also seen declines in state funding for construction due to budget issues. There are hopes that construction cost inflation may be slowing, however,
The document outlines the mission, goals, and organizational structure of the Ready To Learn Independent School District's Department of Human Resources. The mission is to recruit and support a diverse staff to achieve high academic achievement for students. The department aims to provide talented staff, train teachers, and develop student teachers. The organizational structure includes a director of HR, assistant director, and departments that support student learning. The department also has a compensation plan that includes base salaries and supplements for factors like student learning, skills, market needs, and leadership. Overall, the department aims to motivate and reward teachers through various incentives.
Organisation Effectiveness Assessment looks at some diagnostic models that can help diagnose the problems of organisations and how to find solutions to such problems. Consults need to have skills in how to assess organisations for change, efficiency or funding in the case of non-profit organisations.
The Slides cover:
1. What is an organisation?
2. The Open Systems Model
3. What is organisational effectiveness?.
4. Approaches to measuring organisational effectiveness
5. What is organisational Analysis?
6. Organisational Analysis Cycle
7. Purposes and perspectives of organisational analysis.
8. Data Collection Methods. (Imagery; questionnaire; interviews;Observation;Focus groups; Secondary material, etc.
9. Advantages and Disadvantages of Data Collection Methods
10.Use of appropriate organizational diagnostic models to assess organisations.
a. Kurt Lewin’s Force Field Model;
b. Likert’s Management System Model;
c. McKenzie’s 7S Model;
d. Weisbord 6-Box Model
11. Organisational Capacity Assessment Tools (OCAT).
a. Why conduct Organisational Capacity Assessment?
b. Organisational Capacity Assessment Process;
c. Application of an OCAT Tool
Writing an Organisational Assessment Report.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
The balanced scorecard is a strategic management system that supplements traditional financial measures with non-financial metrics related to customers, internal business processes, and learning and growth. It allows companies to track both financial performance and progress on capabilities needed for future growth. When used as the foundation of a company's management system, the balanced scorecard addresses the limitation of traditional systems in linking long-term strategy to short-term actions through four new management processes: translating the vision, communicating/linking objectives, integrated business planning, and feedback/learning.
Analyzing an organization using nadler &tushman’s congruence modelwritingessayz
The change management is a fundamental part of an organization.
Behaviors and attitudes of people, who are connected with the organization, are affected when decisions and actions are taken for any change in the organization.
The changes can be threatening for the people linked with the organization, while the change can be positive for the organization.
The document discusses definitions and approaches to quality and continuous improvement. It defines quality according to ISO standards as "the totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs." Total Quality approaches aim for management quality rather than quality management, focusing on continuous learning and improvement. The EFQM Excellence Model provides a framework for assessing quality across five enablers and four results elements to drive organizational learning and development. Quality is defined as the intersecting quantity of satisfaction and perfection from multiple perspectives, making it both objective and subjective. An organization is considered a learning organization if it pursues continuous improvement and self-improvement.
Part 3 Diagnosing the Change (Due Week 4) Back to TopSelect a.docxherbertwilson5999
Part 3: Diagnosing the Change (Due Week 4)
Back to Top
Select a Diagnostic Model (see Chapter Five) that you utilize to review aspects of change activities and actions that have been taken by the companies chosen. Here we are looking at the “parts” of the companies as well as their strategies, as surmised by your research in Part 1. It is acknowledged that this information will not be complete, as you are looking at these companies as an outsider; but a thoroughly researched paper will give enough data to allow some (well-defended) assumptions on your part.
Here’s what to do:
1. Choose one Diagnostic Model (i.e. 6-box, 7S, congruence, or etc.) to apply to the two chosen companies. Choose the model which you feel best identifies and measures the relevant aspects of the organization’s performance and therefore the diagnostic choices made will affect your findings.
2. Apply the data obtained in your research through an analysis of the appropriate chosen model. This will allow you to create a diagnosis of where each company is today (as per the criteria of the model).
3. Create a SWOT Analysis for each of the two chosen companies change plans/programs, utilizing information obtained in the diagnosis. (Strengths, Weaknesses, Opportunities, Threats.)
4. Compare the two company analyses to each other and offer your perspective (value judgment) of the effectiveness of the changes made to date in each case.
5. Identify potential areas of resistance that may occur and at least one strategy to respond to each. (This will most likely come from your Weaknesses/Threats section of your SWOT. If not, take another look at your SWOT.)
6. Write your paper including each of the above sections, and analyses
Grading rubric for paper #3 – Diagnosing the Change:
Item
Total points
A comprehensive review of the Change Diagnostic model chosen that details the components included as well as some background about the model itself through research from the author(s).
20
Your rationale defending why you chose that particular model. You can utilize a review of internal/external pressures that have affected the companies chosen.
20
A SWOT analysis that you created based on the above.
20
Potential areas of resistance that were encountered or that you anticipate may be encountered and possible actions to minimize the negative effects of such resistance.
20
Recommendations for further actions within the organizations and the rationale chosen for these recommendations.
20
Use of 4 new references, properly cited.
10
Total Points
110
The Six-Box Organizational Model
Marvin Weisbord proposed one of the earliest diagnostic models, one that he describes as the result of “my efforts to combine bits of data, theories, research, and hunches into a working tool that anyone can use.”5 His model is based on six variables (see Figure 5.1):
Purposes: What business are we in?
Structure: How do we divide up the work?
Rewards: Do all tasks h.
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
This document discusses organizational theory and development, defining it as using social and procedural methodologies to identify and guide corporate needs in order to define an organization's identity and enhance its ability to change and improve effectiveness. It outlines classical, humanistic, and open systems theories, emphasizing a hybrid approach. It also discusses participative management styles, elements of organizational change management, and the importance of defining organizational goals through a mission and vision. The conclusion advocates for a team-based structure allowing employee input to optimize performance and dedication through lateral communication, a strong theory, committed management, and a clear mission and vision.
The document discusses the McKinsey 7S framework, which analyzes seven internal factors ("hard" and "soft" elements) that must be aligned for an organization to be successful. The hard elements are strategy, structure, and systems, which management can directly influence. The soft elements are shared values, skills, style, and staff, which relate to culture and are more difficult to define. All elements are interrelated, so a change in one affects the others. The framework can be used to diagnose organizational problems, develop strategy, and ensure changes in one area consider wider impacts.
The document discusses organizational structure and design. It defines organization and organizational structure as how an entity arranges its roles, responsibilities, and relationships to achieve its goals efficiently. There are four main types of organizational structures: functional, divisional, matrix, and flat. Organizational design is the process of structuring an organization's resources to achieve its objectives and can impact performance. Common design models include McKinsey's 7S, Galbraith's Star Model, and the Transformation Model. Strategy, environment, technology, size, and culture are five key factors that affect organizational design.
(1) Organization development (OD) is defined as a planned, organization-wide effort to increase effectiveness and health through interventions that change beliefs, attitudes, values, and structure. (2) OD draws on behavioral science and involves collaboration, long-term planning, systems thinking, and evidence-based change. (3) Key aspects of OD include addressing organization-wide issues, using change agents, taking action, emphasizing performance and learning, and having a humanistic, problem-solving orientation.
How the balanced scorecard complements the McKinsey 7-S modelasafeiran
The diagram for the 7-S model looks like a spider-web, with
each of the ‘S’s’ connecting with all the other six. The BSC
strategy map illustrates cause-and-effect linkages across its
four perspectives. Both help managers align their organization
for effective strategy execution
This document discusses various approaches to measuring organizational effectiveness:
1. The goal attainment approach measures effectiveness based on an organization achieving its predetermined goals.
2. The systems theory approach views an organization as an open system that must adapt to its environment to remain effective. Key factors include adaptability, flexibility, and integrating with the larger system.
3. The strategic constituency approach integrates goals and systems approaches by considering the expectations of important groups that determine an organization's effectiveness like employees, customers, and owners.
This document discusses different theoretical approaches to organizational effectiveness:
- The goal approach assesses effectiveness based on how well an organization achieves its intended goals.
- The system resource approach views organizations as open systems that acquire inputs, transform them, and produce outputs. It considers an organization's relations with its environment.
- The internal process approach assesses an organization's internal efficiency, coordination, motivation, and employee satisfaction rather than just outputs.
- The strategic constituent approach defines effectiveness based on satisfying the demands of constituencies the organization depends on for resources and support.
Performance management is often touted as a strategic process but research shows it often fails to deliver value for most organizations. However, best-in-class organizations realize real value from performance management by applying best practices. These organizations ensure performance management is enterprise-wide and supported by senior leaders. They provide visibility of organizational goals and ensure employee goals are aligned. They also focus on competency development through 360 feedback and training managers in core performance management skills to balance results and development.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
The document provides information about the Ready To Learn Independent School District's Department of Human Resources, including its mission, goals, organizational structure, teaching approach, and strategies for motivating teachers and students. The department's mission is to recruit and support a diverse staff to achieve high academic achievement for all students. Its goals include providing quality staff development and training a diverse workforce. The teaching approach is based on cognitive development and social constructivism. Strategies for motivating teachers include benefits, professional development, and rewards. Strategies for motivating students include relationship building, varied instruction, and setting goals.
The HR department at Texas A&M University follows an open systems model, where it considers inputs from external stakeholders. It is composed of five subunits that specialize in areas like employee development, policy review, and recruitment. As an open system, the department faces both strengths like responsiveness to the environment, and weaknesses such as limited career growth and low salaries. The document recommends improving communication, diversity, budget management, and training to strengthen the department's open systems approach.
The document summarizes the open systems structure of the Human Resources department at Texas A&M University. It describes how the department is divided into 5 subunits that specialize in different HR functions like employee development, policy, recruitment, operations, and benefits. It also notes that the department aims to provide high quality customer service to faculty, staff, and students. Additionally, the summary highlights that while the department operates under a bureaucratic structure, divisions of specialized labor can sometimes separate employees and hinder organizational growth.
The HR department at Texas A&M University follows an open systems model, with different subunits that specialize in areas like employee development, policy review, and recruitment. As an open system, it receives inputs from its environment and aims to improve services based on feedback. While it has strengths like efficient policy review and open managers, it also has weaknesses like low diversity, inadequate pay and training, and impersonal communication between levels. The department could improve by developing cross-training, examining pay scales, utilizing environmental resources, and improving communication between campuses.
The document discusses various constituents that affect new school construction. These include increased construction costs, concerns from residents about traffic issues due to the layout of the land, communication networks, economist groups, environmental organizations, fundraising groups, purchasing agents, regulators, stakeholders, the school's statistical data, and technology agents. The top three constituents affecting new school construction are increased construction costs, residents' concerns about traffic, and regulators.
The document outlines five measures of teacher effectiveness: student achievement, delivery quality, comprehensive teacher appraisals, parent and community involvement, and professional development. It discusses using data and classroom climate to measure student achievement. Delivery quality is measured through lesson versatility, tailoring to learning styles, creativity, and resource use. Comprehensive teacher appraisals incorporate measures from students, peers, self-evaluations, and supervisors. Parent and community involvement examines programs engaging parents and communities. Professional development assesses plan completion and positive development attitudes.
2. have suggested a fifth domain of performance measure-
ment, social responsibility, reflecting an increased aware-
Visionary leaders combine
ness that all organizations exist within a larger societal the elements of competence,
system to which they are eventually accountable.
Waterman, Peters, and Phillips (1980) present the 7-S adaptability, teamwork, and
framework, a holistic model of how an organization
should be conceptualized and designed to be effective. a commitment to lifelong
Their article was in reaction to the heavy emphasis
placed on structure as the key design variable of organi-
learning into an amalgam of
zational performance, a bias that still exists in many strategic decisions, processes,
organizations. The 7-S model suggests that the conse-
quent performance of an organization is a result of the and behaviors that results
proper alignment and seamless interaction of seven key
elements: in an organization that
• Overarching or superordinate goals. consistently outperforms
• Business strategy.
• Organizational structure.
its competition.
• Skills and knowledge of its workforce.
• Staffing policies and practices.
• Work and management systems and processes.
• Style, culture, and workplace ambience. ness: an organization is effective to the extent that it
develops and adapts its systems, processes, and behavior
It is the proper development and alignment of these for the purpose of consistent achievement of a balanced
seven organizational variables that creates the potential for set of performance goals in virtual perpetuity.
performance success. The 7-S model has spawned many Effective organizations acquire, develop, and aggres-
derivative models that form the basis of the design and sively manage to achieve results in such a manner that the
approach used by organization development practitioners organization is sustainable despite turbulence in its envi-
to systematically build the competence and capacity of ronment. As Collins and Porras (1994) aptly wrote, they
organizations. An added feature of models of this form is are “built to last.” The success of these organizations is not
their utility in the diagnosis of performance problems by a matter of luck or good timing. As I describe in this arti-
providing discrete units of analysis for assessment. cle, visionary leaders combine the elements of compe-
This discussion brings us to a working definition of tence, adaptability, teamwork, and a commitment to
organizational effectiveness that bridges the two comple- lifelong learning into an amalgam of strategic decisions,
mentary perspectives. A traditional definition of an orga- processes, and behaviors that results in an organization
nization is that of a complex network of interdependent that consistently outperforms its competition.
relationships among people engaged in purposeful activ-
ity (Olmstead, 2002). However an organization is more
than people with purpose. I offer that an organization THE OPEN SYSTEM
is best conceived as the host for the elements of the Ludwig von Bertalanffy (1968) inspired my concept of the
7-S framework. Although it is abstract, this definition organization as a system when he described systems the-
conceptualizes an organization as a physical, social, and ory as the “general science of wholeness.” Systems theory
purpose-driven entity and provides a parallel with liv- rejects the temptation of reductionism by viewing the
ing, organic systems. Two central characteristics of all organization as an integrated whole rather than merely
living systems are their purposeful behavior and adapt- the sum of its parts. All systems have inputs (raw materi-
ability to changing environments for the purpose of sur- als) that are transformed through a series of linked
vival. It is this latter feature that stimulates the organism processes into outputs (products and services). A conse-
to gather data from its surroundings, reset its goals, alter quence results when consumers use the product or ser-
its form within certain physical limits, and modify its vice. The nature of the consequence then becomes a new
behavior. Inspired by the parallel with living organisms, I piece of data as an input “fed back” into the system (see
offer the following definition of organizational effective- Figure 1). For example, manufacturing companies gather
6 www.ispi.org • DOI: 10.1002/pfi • JANUARY 2009
3. FIGURE 1. GENERAL SYSTEMS THEORY
raw materials that are transformed through work
processes into saleable products. A customer’s purchase of
the product produces a positive or negative consequence.
When the consequence is relayed back to the company, a FIGURE 2. THE ORGANIZATIONAL SUBSYSTEMS
feedback loop is generated and, depending on the nature
of the consequence, the company’s members can choose
to maintain or change the product’s characteristics. In systems is replicated down to the smallest unit of the orga-
effect, the members learn and adapt. This cycle of trans- nization: the individual performer. It is the performance of
forming tangible and intangible raw materials into fin- hundreds of interdependent processing systems that ulti-
ished products and services that are purchased and used mately determines the success and survival of the orga-
by its customers is a daily occurrence in all varieties of nization. Significant disability occurs when the whole is
organizations. reduced to its parts; key relationships are pulled apart, and
I find it useful to conceptualize the organization as one performance is placed in jeopardy. It would be just as friv-
large “processing unit” whose primary purpose is to cre- olous to separate the human respiratory system from the
ate valuable products and services through a series of circulatory system.
interdependent and linked work processes. Each day,
knowledgeable and skillful people perform hundreds of Governance
simple and complex tasks within this large processing It is the function of organizational leaders to take pur-
unit. Each of these tasks is a minisystem or subsystem poseful, unified action in an environment of uncertainty
unto itself with inputs, outputs, and consequences. As (Olmstead, 2002). The governance system makes, directs,
illustrated in Figure 2, every organization serves as host to and audits the decisions and actions that provide this
four interrelated and overlapping subsystems: unity of purpose and guides the affairs of the orga-
• The governance subsystem. nization through uncertainty. The governance process
uses information it acquires from the external and inter-
• The management subsystem.
nal environment in the following ways:
• The work subsystem.
• The people subsystem. • Develop the organization’s mission, vision, and values.
• Formulate the organization’s goals and strategy.
Each of these four subsystems mimics the behavior of • Make major policy decisions.
the larger system in which it is nested. Each transforms raw
• Establish the core business areas and, in broad terms,
materials into outputs specific to their intended purpose.
its products and services.
Each subsystem has points of intersection with one another
(see Figure 3). This means that, for instance, products from • Audit all aspects of organizational performance.
the governance subsystem serve as inputs to each of the • Evaluate the performance of the organization’s senior
other three subsystems. Each subsystem receives and pro- management team.
vides data from each other, and all four receive and provide • Ensure leadership succession and the future viability of
data to the organization’s external environment. This is the organization.
the essence of the organization as an open system.
Furthermore, each subsystem comprises additional subsys- The individuals who execute the governance process
tems. This matrushka, or Russian doll, of a system-within- are typically members of a board of directors and often
Performance Improvement • Volume 48 • Number 1 • DOI: 10.1002/pfi 7
4. FIGURE 3. ORGANIZATIONAL PROCESSING SYSTEM
include senior managers. Ideally the governance team People
will include individuals from outside the organiza-
The people system influences the way people think, feel,
tion whose role is to provide a degree of independent
and act on the job. Typically associated with the human
oversight.
resource department, the processes of the people system
Management are best designed, managed, and performed in partner-
ship with executives, line managers, and administrative
The management system implements the decisions made
staff to do the following:
by the governors. The management process transforms
the decisions of the governors into reality. The manage- • Create and manage the performance management
ment system uses information it acquires from the exter- system.
nal and internal environment in the following ways: • Define human resource policies and practices.
• Translate goals and strategy into operational plans. • Train and develop employees.
• Allocate organizational resources based on the plan. • Design and manage compensation and incentive
• Structure the organization for optimal performance. systems.
• Facilitate the day-to-day performance of employees. • Plan for the current and future workforce.
• Outsource functions not core to the organization’s • Plan staff and management succession.
competence. • Communicate essential information to all internal and
• Communicate key messages to all employees. external stakeholders
• Measure progress toward goal achievement.
The Integrated System at Work
Work It is axiomatic of all integrated dynamic living systems
that when one unit takes an action, another unit some-
The work system transforms raw materials into interme-
where else in the system is influenced. It is impossible to
diate and finished products and services. The system
describe the infinite number of interactions that take
includes people, and their tools and equipment, who exe-
place daily in complex organizations. The following sec-
cute the work processes and possess the requisite knowl-
tions describe three common interactions.
edge, skills, and personal attributes necessary to
accomplish the following:
Governance-People Subsystems Interaction. Establish-
• Optimally design lean and efficient work processes. ing an organization’s business strategy occurs in the gov-
• Define job responsibilities that support the work ernance subsystem but not in a vacuum. It is influenced
processes. by any number of external factors, including competitive
pressures, technological breakthroughs, and identified
• Establish work space policies, practices, and ergonomics.
market opportunities. The choices and decisions regard-
• Acquire and maintain the necessary work-associated ing a business strategy influence the people system in a
equipment, technology, and information systems. number of important ways. It determines who is hired,
• Measure work process performance in real time. what skills are needed, and what organizational structure
8 www.ispi.org • DOI: 10.1002/pfi • JANUARY 2009
5. best suits the implementation of the strategy. Similarly, loyalty, recruit and retain the best people, and deliver
people, through their creativity and innovation, may dis- better returns to their shareholders (DiBella 2001). Non-
cover new lines of business that offer the company oppor- profit organizations retain their relevance and reputation
tunities for unexpected revenue growth, resulting in the with clients and position themselves to be consistent
modification of a previously developed business plan. recipients of donations and grants. Organizations that
These ideas and proposed opportunities are raw material ignore the importance of learning as an essential core
for the governance system to process. competency suffer the consequences of inefficiency, stag-
nation, and cultural decline, which inevitably lead to the
Management-Work Subsystems Interaction. Work pro- demise of their enterprises. Sophisticated managers real-
cesses generate the products and services. The efficiency ize that measurable benefit is achieved when work and
and effectiveness of these processes are measured and learning are integrated. A number of theories and models
monitored by tools and metrics established by manage- of organizational learning appear in the literature, but
ment. The Japanese refer to this form of on-the-job, real- many use abstract concepts and jargon that do not assist
time monitoring as shop floor management. Shop floor managers in establishing learning as a tangible asset. It is
management allows the organization’s members to criti- essential that we demystify the concepts and move peo-
cally assess the performance of a work process and, if and ple’s understanding about learning from abstract con-
when variances from standard occur, to make adjust- cepts to the concrete and practical steps needed to build
ments as necessary. This is the essence of the total quality the systems, processes, and culture of a learning orga-
management (TQM) movement as it applies to a work nization (Lipshitz, Friedman, & Popper, 2007).
system. TQM is a management process with direct links Learning is a multifaceted subject. Learning, as I use
to the work system. the term, is grounded in constructivist theory wherein an
individual’s learning facilitates growth in his or her
Work-People Subsystems Interaction. The interaction knowledge, skill, wisdom, and mastery of a particular set
between work processes and individual contributors is so of processes. It is mastery that enables the individual to
subtle that it often is taken for granted. Processes are sets innovate, solve problems, and alter his or her behaviors in
of work steps executed by trained and knowledgeable pursuit of improved performance. The integration, pro-
workers who perform those work steps with skill ranging ductivity, and performance of the people and processes
from novice to master level. The essence of the work- that operate within the four organizational subsystems
people interaction is the alignment of process, technol- depend on the quality and integrity of the learning that
ogy, equipment, and talent. Misalignment commonly occurs within the organization.
occurs when new technology is introduced to the work- An essential building block of organizational effective-
place and worker training is not provided. ness is the competence of the individual and his or her
A basic premise of organizational effectiveness is that team members. Although many authors use the terms
all four subsystems must function as one fully integrated competency and competence interchangeably, I suggest a
and aligned processing system. A principal factor in distinction is warranted. Knowledge, skills, and personal
ensuring this integration and alignment is the quality and attributes are competencies and represent the capacity,
extent of learning that takes place in the organization. capability, and potential of the individual to perform
The degree to which learning is rooted in the day-to-day effectively. Competence is the actual demonstration of
functioning of the organization determines its perfor- worthy performance or, stated in another way, the
mance and sustainability. achievement of intended purposes in an efficient manner
(Gilbert, 1978). Learning plays a direct and central role in
both the acquisition and development of competencies
and in competence, accomplished through a set of learn-
LEARNING
ing processes executed by individuals who possess and
During the past 20 years, interest in organizational learn- display certain personal attributes.
ing has grown substantially. This is generally attributed Learning is often described as natural phenomenon of
to the emergence of the knowledge economy, global living organisms. While this is true enough, nature has
competition, and technological innovations that require provided living organisms with four essential learning
people and organizations to anticipate and adapt to an processes that must be developed and effectively
ever-increasing pace of change. More specific incentives employed for optimal learning to take place:
for learning become evident on probing more deeply.
For-profit companies that focus on learning garner prof- • Scanning for and acquiring relevant data.
itable rewards from innovation, enjoy greater customer • Data synthesis and meaning making.
Performance Improvement • Volume 48 • Number 1 • DOI: 10.1002/pfi 9
6. • Dissemination of information to others.
Organizational dysfunction is
• Use of information to solve problems, make decisions,
and take appropriate action. a failure of the people in the
These processes are best executed when individuals pos- organization to learn
sess the following personal attributes:
• Sufficient desire and curiosity to scan for and acquire
effectively.
data about the world around them generally and the
consequences of their work and behaviors specifically.
• Cognitive ability to interpret and make sense of the
data they acquire.
• Readiness to share information with others. Learning enables people engaged in the people subsys-
• Openness, rather than defensiveness and rationaliza- tem to do the following:
tion, when data are provided.
• Establish progressive human resource policies that
• Willingness to change and experiment with new
attract, retain, and inspire employees and will position
processes and behaviors.
the organization for success today and tomorrow.
It is the marriage of these four processes and personal • Create an organizational culture conducive to individ-
attributes that create the potential for making people ual and organizational growth and prosperity.
effective. As illustrated below, it is competency in learning • Determine and develop the knowledge and skill
that enables individuals and teams to make the proper resources of the organization.
decisions that align the subsystems.
Learning enables people engaged in the governance In the absence of even one of these learning processes or
subsystem to do the following: personal attributes, individual and organizational effective-
ness is suboptimized. Organizational dysfunction is a fail-
• Assess whether the organization’s mission, vision, and
ure of the people in the organization to learn effectively.
strategy are viable and competitive.
For optimal learning to occur, the organization must
• Improve the quality of socially responsible decision intentionally develop the tools, processes, mechanisms,
making. and culture that support individuals’ learning. It must
• Synthesize, interpret, and appropriately use new exhibit a commitment to (1) scanning the environment
information gathered from the environment. for data relevant to current and future success of the orga-
• Use performance data to determine the effectiveness of nization; (2) building the capacity to assess the reality that
the organization and its management team. surrounds it and interpret what is happening in the con-
text of the organization’s mission, vision, and goals in real
Learning enables people engaged in the management and practical terms; (3) making meaning and sense of the
subsystem to do the following: data that are collected; and (4) acting on the information
• Determine the optimal structure of the organization. to improve performance.
• More effectively manage the performance of
organizational members. CONCLUSION
• Make accurate decisions about outsourcing. In living systems, learning is a biological imperative, for
• Improve the quality of management problem solving. learning results in adaptation, alignment, renewal, and
survival. No less is true of the complex organizations
Learning enables people engaged in the work subsys- operating in today’s environment of threat, challenge, and
tem to do the following: opportunity. Although people are learners by nature,
• Assess and improve the quality of their performance. learning in organizations is rarely optimal. Accordingly,
performance improvement professionals and organiza-
• Distinguish well-performing work processes from
tional leaders must create the conditions that encourage
those that are dysfunctional or poorly performed.
people to learn in a systematic matter that will influence
• Identify the means by which work processes can be improved results in individual and team performance.
improved. This takes time, skill, and commitment. Ideally, organiza-
• Generate new ideas for valuable products and services. tions will hire people who are curious, open to feedback,
10 www.ispi.org • DOI: 10.1002/pfi • JANUARY 2009
7. willing to make changes, and unafraid of criticism. But References
like any other intervention, the creation of a learning
organization begins with the organization as it exists Burns, J.M. (1978). Leadership. New York: HarperCollins.
and with the people it currently employs. Thus, it Collins, J.C., & Porras, J.I. (1994). Built to last. New York:
behooves HPT professionals to help organizations take a HarperBusiness.
systematic inventory of their learning assets, though the
task does not need to be onerous. It can begin by asking DiBella, A.J. (2001). Learning practices: Assessment and action
a few relatively simple but yet profoundly introspective for organizational improvement. Upper Saddle River, NJ:
Prentice Hall.
questions:
Gilbert, T.F. (1978). Human competence: Engineering worthy
• How well do we scan the environment for information
performance. New York: McGraw-Hill.
about our business?
• What information do we collect regarding the experi- Kaplan, R.S., & Norton, D.P. (1993). Putting the balanced
scorecard to work. Harvard Business Review, 71, 134–142.
ence of our customers with our products or services?
• Are we collecting sufficient relevant data on the perfor- Lipshitz, R., Friedman, V.J., & Popper, M. (2007). Demystifying
mance of our core work processes? organizational learning. Thousand Oaks, CA: Sage.
• Is there a sense of urgency for us to learn? Olmstead, J.A. (2002). Creating the functionally competent
• Do we seek solutions from within, or do we consult organization: An open systems approach. Westport, CT:
Quorum Books.
with outsiders?
• Are our mechanisms for disseminating data to one von Bertalanffy, L. (1968). General systems theory: Foundations,
another adequate? development, applications. New York: Bazillier.
• How much experimentation is appropriate for our Waterman, R.H., Peters, T.J., & Phillips, J.R. (1980). Structure
company and industry? is not organization. Business Horizons, 23, 14–26.
• Are we willing to pilot new ideas?
• Do we promote and otherwise reward people for
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Recommended Readings
Argyris, C. (1992). On organizational learning. Cambridge,
It is the organization’s demonstrated commitment to
MA: Blackwell.
ask and answer these questions and make the necessary
investments in learning systems that will earn it the dis- Marquardt, M.J. (2002). Building the learning organization.
tinction of being called a learning organization. Palo Alto, CA: Davies-Black.
NICHOLAS ANDREADIS, MD, is assistant professor for counselor education and counseling psy-
chology and coordinator of the master’s program in human resource development at Western
Michigan University. He also serves as associate dean of the Lee Honors College. His research
interests and consulting activities include organization development with a special emphasis on
performance technology, organizational learning systems, and program evaluation. He received
his BA from Kent State University and MD from Creighton University. He may be reached at
Nicholas.Andreadis@wmich.edu.
Performance Improvement • Volume 48 • Number 1 • DOI: 10.1002/pfi 11