Organization learning and knowledge management are important for organizations to deal with change, improve performance, and compete effectively. There are three key building blocks for organizational learning - a supportive learning environment, concrete learning processes and practices, and leadership that reinforces learning. Knowledge management involves both codifying knowledge into documents and databases for reuse, as well as facilitating people-to-people connections to share tacit, complex knowledge. Effective knowledge management strategies consider both codification and personalization approaches.
Executive coaching aims to develop managers' capabilities to achieve organizational goals through one-on-one interactions, feedback from multiple perspectives, and mutual trust between the coach, coachee, and organization. Recent studies found over 99% of respondents were satisfied with coaching experiences, and 83% felt coaching helped achieve goals. Coaching focuses on maximizing the manager's effectiveness through addressing specific performance gaps. Benefits include continuous attention, expanded thinking, self-awareness, accountability, and just-in-time learning. Through dialogue and feedback, coaching enhances decision-making, interpersonal skills, and confidence.
This document provides an overview of the concept of a learning organization based on conceptual and theoretical frameworks. It discusses key aspects of learning organizations including their characteristics, processes for developing them, and activities that can transform an organization into a learning one. The main characteristics of learning organizations are systems thinking, personal mastery, mental models, shared vision, and team learning. Transforming an organization requires problem solving, system thinking, data-driven decision making, knowledge sharing, and continuous learning opportunities for members.
The document provides an overview of Glowinkowski Solutions and their leadership development and organizational performance services. It discusses their Integrated Framework model which positions organizational climate as the key driver of performance. The framework examines how organizational structure, leadership behaviors, and processes impact climate. Glowinkowski Solutions offers various assessments and workshops to help organizations understand their climate, identify areas for improvement, and develop leadership behaviors to enhance performance. Their services are designed to deliver sustainable behavior change and improve quality of leadership.
Organization development (OD) is defined as a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, and problem-solving processes through managing organizational culture. The key characteristics of OD include a focus on culture and processes, collaboration between leaders and members, the importance of teams, and a focus on the human and social aspects of the organization. OD practitioners act as facilitators and help organizations solve problems on their own through action research and skills development. The assumptions of OD include that individuals want growth, groups are important reference points, and people-centered organizations can be both effective and empowering. Common OD interventions include team building, process consultation, and restructuring formal organizational structures.
1) Coaching and mentoring can inspire and empower employees, build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes.
2) Coaching and mentoring are learning and development activities that share similar roots of nurturing staff and delivering results, though there is debate around their precise meanings. They draw out potential in employees through analysis, reflection, and action focused on skills, performance, and personal development.
3) Coaching and mentoring can be applied whenever performance or motivation needs improving, such as developing careers, solving problems, overcoming conflicts, and remotivating staff. They follow a structured process
This document contains reflections on the 2007 CIPD learning and development survey. It discusses several key findings from the survey:
1) Coaching activity in organizations appears to be declining, down from 79% of organizations in 2006 to 63% currently. This could indicate that expected business benefits from coaching have not been realized.
2) There are sectoral differences in coaching adoption, with small organizations and voluntary sector organizations lagging behind larger private sector firms. Line manager involvement in coaching staff is also lower in small organizations.
3) For coaching's full value to be realized, organizations need to focus more on developing internal coaching capability, especially among line managers. Equipping line managers to coach has been shown to
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
Executive coaching aims to develop managers' capabilities to achieve organizational goals through one-on-one interactions, feedback from multiple perspectives, and mutual trust between the coach, coachee, and organization. Recent studies found over 99% of respondents were satisfied with coaching experiences, and 83% felt coaching helped achieve goals. Coaching focuses on maximizing the manager's effectiveness through addressing specific performance gaps. Benefits include continuous attention, expanded thinking, self-awareness, accountability, and just-in-time learning. Through dialogue and feedback, coaching enhances decision-making, interpersonal skills, and confidence.
This document provides an overview of the concept of a learning organization based on conceptual and theoretical frameworks. It discusses key aspects of learning organizations including their characteristics, processes for developing them, and activities that can transform an organization into a learning one. The main characteristics of learning organizations are systems thinking, personal mastery, mental models, shared vision, and team learning. Transforming an organization requires problem solving, system thinking, data-driven decision making, knowledge sharing, and continuous learning opportunities for members.
The document provides an overview of Glowinkowski Solutions and their leadership development and organizational performance services. It discusses their Integrated Framework model which positions organizational climate as the key driver of performance. The framework examines how organizational structure, leadership behaviors, and processes impact climate. Glowinkowski Solutions offers various assessments and workshops to help organizations understand their climate, identify areas for improvement, and develop leadership behaviors to enhance performance. Their services are designed to deliver sustainable behavior change and improve quality of leadership.
Organization development (OD) is defined as a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, and problem-solving processes through managing organizational culture. The key characteristics of OD include a focus on culture and processes, collaboration between leaders and members, the importance of teams, and a focus on the human and social aspects of the organization. OD practitioners act as facilitators and help organizations solve problems on their own through action research and skills development. The assumptions of OD include that individuals want growth, groups are important reference points, and people-centered organizations can be both effective and empowering. Common OD interventions include team building, process consultation, and restructuring formal organizational structures.
1) Coaching and mentoring can inspire and empower employees, build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes.
2) Coaching and mentoring are learning and development activities that share similar roots of nurturing staff and delivering results, though there is debate around their precise meanings. They draw out potential in employees through analysis, reflection, and action focused on skills, performance, and personal development.
3) Coaching and mentoring can be applied whenever performance or motivation needs improving, such as developing careers, solving problems, overcoming conflicts, and remotivating staff. They follow a structured process
This document contains reflections on the 2007 CIPD learning and development survey. It discusses several key findings from the survey:
1) Coaching activity in organizations appears to be declining, down from 79% of organizations in 2006 to 63% currently. This could indicate that expected business benefits from coaching have not been realized.
2) There are sectoral differences in coaching adoption, with small organizations and voluntary sector organizations lagging behind larger private sector firms. Line manager involvement in coaching staff is also lower in small organizations.
3) For coaching's full value to be realized, organizations need to focus more on developing internal coaching capability, especially among line managers. Equipping line managers to coach has been shown to
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
Group work facilitated by a group charter can create an efficient & effective...Ann Esarco
The document discusses theories of constructivism and cognitive development, including those proposed by Piaget and Vygotsky. Piaget's theory focused on individual learning through active engagement, while Vygotsky emphasized social interaction and scaffolding from more knowledgeable others. Constructivism holds that learning occurs through assimilation and accommodation within environments that facilitate exploration. The document then provides examples of group work techniques like case studies, debates, and projects. It introduces the concept of a group charter, describing its components and benefits for establishing expectations and processes to improve online group function and outcomes. A study is described that found groups using charters felt more prepared and efficient, with higher assessment scores, identifying roles, standards, conduct, and timelines as
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
Coaching supervision provides quality control, development of coaching skills, and emotional support for coaches. While most coaches believe supervision is important, only 44% receive it due to cost and availability issues. Supervision structures typically involve reflection on client work, with individual and group formats using discussion, case reviews, and action learning. Supervisors have diverse training, though coaching experience is most valued. Organizations see supervision as improving coaching quality and standards, while coaches view it as skill development.
Changing the Currency: New Research on How Businesses Calculate the ROI of Ex...Andy Ramirez
The document discusses a study comparing the effectiveness of traditional versus non-traditional (hybrid) approaches to executive development. The study found that hybrid development organizations (HDOs) that use both traditional and collaborative methods achieve better outcomes in key areas like alignment, collaboration, execution, succession planning, and growth rates. HDOs foster greater alignment across the business, more open communication, faster strategic decision-making, stronger internal candidates for succession, and better revenue growth compared to organizations solely relying on traditional executive development. The findings suggest an integrated approach to leadership development best positions organizations for business success and stronger performance.
Pathwise Leadership Development Program - BrochureWorthwhile
Pathwise Leadership is a development program that teaches advanced leadership skills drawn from depth psychology and neuroscience. It aims to transform leaders and consultants by strengthening their abilities to foster cultures of results, innovation, and high-level thinking. The program identifies five levels of leadership development and focuses on the highest level, Level IV. It comprises monthly sessions over a year that cover ten essential skills using case studies and practice. These skills help leaders perceive underlying dynamics, motivate others intrinsically, and apply systems and archetypal thinking to complex problems. Completing the program certifies participants in Cultural Genesis consulting to help organizations achieve higher performance through improved thinking.
This document discusses dialogic organization development. It provides frameworks and models for leading organizational change through emergent and dialogic processes rather than pre-defined programs. Key aspects discussed include enabling change through broad engagement, dispersing decision-making, introducing generative images to spark new conversations, and allowing change to emerge from small experiments rather than top-down directives. The document contrasts diagnostic and dialogic mindsets, and outlines premises and touchpoints of dialogic organization development such as increasing differentiation of perspectives before seeking coherence and embedding new elements through small actions and successes.
The Linkage Leadership Institute is a 4-day intensive leadership development program focused on challenging existing frameworks and providing new insights to transform views of leadership, strategy, teamwork and development. The program utilizes the High Impact Leadership Model to develop essential competencies proven to differentiate superior leaders through assessments, coaching, learning experiences and practical takeaways.
Organization development refers to planned efforts to increase organizational effectiveness through interventions that target structure, technology, and people. These interventions aim to support the organization's vision, mission and values through managed change using behavioral science. Organizational change requires addressing five elements - awareness, desire, knowledge, ability, and reinforcement (ADKAR model). Personal and work examples illustrate how successfully implementing change depends on progressing through each element of the ADKAR model in order.
Organization development (OD) aims to increase an organization's effectiveness and ability to change. The OD process involves identifying problems, collecting data, diagnosing the issues, planning and implementing interventions, then evaluating the results. Key objectives of OD include improving employee satisfaction, cooperation, and problem-solving skills. It is based on assumptions that individuals and groups want opportunities to grow and contribute to organizational success.
Visionary leadership is needed to address changes in education and produce educational productivity. A visionary leader creates a vision for the future by considering experiences and input from others. They communicate the vision, act as an agent of change, and guide others toward goals. For education to be productive, a visionary leader must effectively and efficiently use resources like teachers, funds, facilities to generate high-quality, relevant graduates who can compete in the job market. A visionary educational leader anticipates future labor needs and prepares students with skills beyond knowledge like attitudes, communication, and problem-solving. Their vision, continuous learning, service orientation, and trust in others allows them to lead educational institutions productively.
This document discusses barriers to organizational learning in NGOs. It identifies 10 common barriers: 1) bias for action prioritizing doing over reflecting; 2) undiscussable topics that are avoided; 3) overcommitment to causes limiting inquiry; 4) cultural biases against certain types of learning; 5) advocacy over inquiry; 6) lack of leadership modeling learning; 7) difficulty unlearning old ways; 8) failure to practice what is preached; 9) restrictive funding environments; and 10) lack of strategic thinking about learning. The document argues these barriers must be recognized and addressed to free up energy for more effective organizational learning and the "radically different approach" that is needed.
Developing the leader as coach GRANT HARTLEY 2013Margie Hartley
This document discusses strategies for embedding coaching skills in organizations after executives and managers complete leadership coaching programs. It recommends using an evidence-based program design that allows for skills practice back in the workplace. It also suggests making the program both theoretically grounded and practical, internally branding it to the organization's values, and using respected internal figures as champions to promote its use. Regular reminders and peer coaching groups can also help prompt leaders to apply the new skills daily.
The document discusses managing organizational change through both planned and unplanned change, examines forces that drive change both internally and externally, and outlines Lewin's three-step change model of unfreezing, moving, and refreezing as well as various organizational development intervention methods focused on groups and individuals to facilitate change.
Here are the key points covered in Module 1:
- Organisational behaviour is the study of human behaviour in organisational settings, how human behaviour interacts and affects the organisation, and how organisations react to human behaviour. Management applies organisational behaviour theories to direct organisational members toward achieving organisational goals.
- The manager's job has evolved from a focus on planning and control to facilitating employee empowerment and continuous improvement. Managers must understand diverse employee values, needs, and personalities to motivate performance.
- Values are deeply held beliefs that influence attitudes and behaviour. Cultural values impact global organisations and require cultural sensitivity.
- Personality traits like locus of control, extroversion, and Machiav
The document discusses contextualizing western coaching approaches for Indian managers. It notes that while executive coaching can play a significant role in leadership development, perceptions of coaching differ between western and Indian contexts. In India, coaching is often viewed as training and advice-giving rather than a process of self-reflection. Additionally, Indian culture emphasizes deference to those with knowledge, rather than self-directed learning and exploration of questions. Therefore, western coaching models need adaptation to make them more relevant to Indian managers and emphasize reflection, ownership of development, and viewing coaches as facilitators rather than oracles.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
EXPLORING THE INFLUENCE OF PRINCIPALS' TRANSFORMATIONAL LEADERSHIP ON FACULTY...indexPub
This scholarly investigation delves into the impact of transformational leadership wielded by principals on knowledge sharing and organizational learning within faculty in Bengaluru, India's higher educational institutions. Drawing data from a diverse sample of 505 faculty members across ten institutions of varying sizes, encompassing small, medium-sized, and large establishments, the study utilizes structural equation modelling. The results illuminate a positive correlation between transformational leadership and knowledge sharing, as well as organizational learning.
Group work facilitated by a group charter can create an efficient & effective...Ann Esarco
The document discusses theories of constructivism and cognitive development, including those proposed by Piaget and Vygotsky. Piaget's theory focused on individual learning through active engagement, while Vygotsky emphasized social interaction and scaffolding from more knowledgeable others. Constructivism holds that learning occurs through assimilation and accommodation within environments that facilitate exploration. The document then provides examples of group work techniques like case studies, debates, and projects. It introduces the concept of a group charter, describing its components and benefits for establishing expectations and processes to improve online group function and outcomes. A study is described that found groups using charters felt more prepared and efficient, with higher assessment scores, identifying roles, standards, conduct, and timelines as
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
Coaching supervision provides quality control, development of coaching skills, and emotional support for coaches. While most coaches believe supervision is important, only 44% receive it due to cost and availability issues. Supervision structures typically involve reflection on client work, with individual and group formats using discussion, case reviews, and action learning. Supervisors have diverse training, though coaching experience is most valued. Organizations see supervision as improving coaching quality and standards, while coaches view it as skill development.
Changing the Currency: New Research on How Businesses Calculate the ROI of Ex...Andy Ramirez
The document discusses a study comparing the effectiveness of traditional versus non-traditional (hybrid) approaches to executive development. The study found that hybrid development organizations (HDOs) that use both traditional and collaborative methods achieve better outcomes in key areas like alignment, collaboration, execution, succession planning, and growth rates. HDOs foster greater alignment across the business, more open communication, faster strategic decision-making, stronger internal candidates for succession, and better revenue growth compared to organizations solely relying on traditional executive development. The findings suggest an integrated approach to leadership development best positions organizations for business success and stronger performance.
Pathwise Leadership Development Program - BrochureWorthwhile
Pathwise Leadership is a development program that teaches advanced leadership skills drawn from depth psychology and neuroscience. It aims to transform leaders and consultants by strengthening their abilities to foster cultures of results, innovation, and high-level thinking. The program identifies five levels of leadership development and focuses on the highest level, Level IV. It comprises monthly sessions over a year that cover ten essential skills using case studies and practice. These skills help leaders perceive underlying dynamics, motivate others intrinsically, and apply systems and archetypal thinking to complex problems. Completing the program certifies participants in Cultural Genesis consulting to help organizations achieve higher performance through improved thinking.
This document discusses dialogic organization development. It provides frameworks and models for leading organizational change through emergent and dialogic processes rather than pre-defined programs. Key aspects discussed include enabling change through broad engagement, dispersing decision-making, introducing generative images to spark new conversations, and allowing change to emerge from small experiments rather than top-down directives. The document contrasts diagnostic and dialogic mindsets, and outlines premises and touchpoints of dialogic organization development such as increasing differentiation of perspectives before seeking coherence and embedding new elements through small actions and successes.
The Linkage Leadership Institute is a 4-day intensive leadership development program focused on challenging existing frameworks and providing new insights to transform views of leadership, strategy, teamwork and development. The program utilizes the High Impact Leadership Model to develop essential competencies proven to differentiate superior leaders through assessments, coaching, learning experiences and practical takeaways.
Organization development refers to planned efforts to increase organizational effectiveness through interventions that target structure, technology, and people. These interventions aim to support the organization's vision, mission and values through managed change using behavioral science. Organizational change requires addressing five elements - awareness, desire, knowledge, ability, and reinforcement (ADKAR model). Personal and work examples illustrate how successfully implementing change depends on progressing through each element of the ADKAR model in order.
Organization development (OD) aims to increase an organization's effectiveness and ability to change. The OD process involves identifying problems, collecting data, diagnosing the issues, planning and implementing interventions, then evaluating the results. Key objectives of OD include improving employee satisfaction, cooperation, and problem-solving skills. It is based on assumptions that individuals and groups want opportunities to grow and contribute to organizational success.
Visionary leadership is needed to address changes in education and produce educational productivity. A visionary leader creates a vision for the future by considering experiences and input from others. They communicate the vision, act as an agent of change, and guide others toward goals. For education to be productive, a visionary leader must effectively and efficiently use resources like teachers, funds, facilities to generate high-quality, relevant graduates who can compete in the job market. A visionary educational leader anticipates future labor needs and prepares students with skills beyond knowledge like attitudes, communication, and problem-solving. Their vision, continuous learning, service orientation, and trust in others allows them to lead educational institutions productively.
This document discusses barriers to organizational learning in NGOs. It identifies 10 common barriers: 1) bias for action prioritizing doing over reflecting; 2) undiscussable topics that are avoided; 3) overcommitment to causes limiting inquiry; 4) cultural biases against certain types of learning; 5) advocacy over inquiry; 6) lack of leadership modeling learning; 7) difficulty unlearning old ways; 8) failure to practice what is preached; 9) restrictive funding environments; and 10) lack of strategic thinking about learning. The document argues these barriers must be recognized and addressed to free up energy for more effective organizational learning and the "radically different approach" that is needed.
Developing the leader as coach GRANT HARTLEY 2013Margie Hartley
This document discusses strategies for embedding coaching skills in organizations after executives and managers complete leadership coaching programs. It recommends using an evidence-based program design that allows for skills practice back in the workplace. It also suggests making the program both theoretically grounded and practical, internally branding it to the organization's values, and using respected internal figures as champions to promote its use. Regular reminders and peer coaching groups can also help prompt leaders to apply the new skills daily.
The document discusses managing organizational change through both planned and unplanned change, examines forces that drive change both internally and externally, and outlines Lewin's three-step change model of unfreezing, moving, and refreezing as well as various organizational development intervention methods focused on groups and individuals to facilitate change.
Here are the key points covered in Module 1:
- Organisational behaviour is the study of human behaviour in organisational settings, how human behaviour interacts and affects the organisation, and how organisations react to human behaviour. Management applies organisational behaviour theories to direct organisational members toward achieving organisational goals.
- The manager's job has evolved from a focus on planning and control to facilitating employee empowerment and continuous improvement. Managers must understand diverse employee values, needs, and personalities to motivate performance.
- Values are deeply held beliefs that influence attitudes and behaviour. Cultural values impact global organisations and require cultural sensitivity.
- Personality traits like locus of control, extroversion, and Machiav
The document discusses contextualizing western coaching approaches for Indian managers. It notes that while executive coaching can play a significant role in leadership development, perceptions of coaching differ between western and Indian contexts. In India, coaching is often viewed as training and advice-giving rather than a process of self-reflection. Additionally, Indian culture emphasizes deference to those with knowledge, rather than self-directed learning and exploration of questions. Therefore, western coaching models need adaptation to make them more relevant to Indian managers and emphasize reflection, ownership of development, and viewing coaches as facilitators rather than oracles.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
EXPLORING THE INFLUENCE OF PRINCIPALS' TRANSFORMATIONAL LEADERSHIP ON FACULTY...indexPub
This scholarly investigation delves into the impact of transformational leadership wielded by principals on knowledge sharing and organizational learning within faculty in Bengaluru, India's higher educational institutions. Drawing data from a diverse sample of 505 faculty members across ten institutions of varying sizes, encompassing small, medium-sized, and large establishments, the study utilizes structural equation modelling. The results illuminate a positive correlation between transformational leadership and knowledge sharing, as well as organizational learning.
Leveraging Capabilities to become a Learning OrganisationJNTU
This document discusses how organizations can become learning organizations by leveraging knowledge. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new patterns of thinking and learning together. The document outlines that learning organizations encourage continuous learning, information sharing, and seeing the big picture. It also discusses how tacit and explicit knowledge differ and examines why knowledge sharing can be challenging. Finally, it provides recommendations for building a learning organization at the individual, team, and organizational levels.
1. Open systems theory views schools as constantly interacting with their external environment through inputs, transformation processes, and outputs that provide feedback.
2. Peter Senge identified five disciplines of a learning organization: systems thinking, personal mastery, shared vision, team learning, and challenging mental models.
3. Watkins and Marsick developed seven action imperatives for a learning organization including creating continuous learning opportunities, promoting inquiry and dialogue, and providing strategic leadership for learning.
5 key benefits for learning organizations include: improving performance and building capacity, reducing feelings of stagnation and increasing morale, enhancing leadership, creating a positive work environment, and retaining teachers. Recommended initiatives for learning include formal education courses, e-learning programs, and building interpersonal relationships through mentoring and coaching. Key points are that development strategies should meet organizational and individual needs, positive environments develop leadership and retention, and experienced mentors can guide others.
New Ways of Learning: What the Professionals SayInfor CERTPOINT
The document discusses new ways of learning that are emerging due to changing organizational structures and the extended enterprise. Key points discussed include:
- Organizational boundaries are softening and extending beyond traditional boundaries as learning occurs across suppliers, customers and partners.
- This brings challenges for learning professionals around integrating access to multiple platforms and identifying training needs across a wide range of external entities.
- New ways of learning discussed include just-in-time learning, social and collaborative learning both within and outside organizations, and expectations around free online resources.
OD intervention refers to planned structural activities by an organization to improve individual and group work efficiency and effectiveness. OD interventions are undertaken by consultants and can include people-based approaches like role negotiation, counseling, and training, or structure-based approaches like redesigning organization structure or setting goals. A learning organization facilitates member learning and self-transformation to remain competitive. It displays systems thinking, personal mastery, questioning mental models, shared vision, and team learning. Teams accumulate individual learning and problem-solving improves with access to knowledge and expertise.
1) The document discusses employee empowerment practices at an Indian engineering company called Polyhydron Private Limited.
2) The study found that by empowering employees and giving them autonomy, accountability, and involvement in decision making, the company achieved high motivation, commitment, and performance from its workforce.
3) Key aspects of the company's empowering culture included sharing responsibility and power, transparent communication, independent decision making, and treating employees like owners.
4) As a result of these empowerment practices, the company boasted a highly motivated and committed workforce with low turnover that handled responsibilities professionally.
1) The document discusses social learning in organizations and how a culture of learning can be nurtured. It emphasizes that learning now occurs through social interactions across organizations rather than just formal or individual learning.
2) Building blocks for social learning include intervention-based approaches, social platforms like blogs and portals, and peer learning through knowledge sharing. Understanding the existing learning culture, gaining leadership commitment, building consensus, and continuous measurement are important.
3) Case studies show how mentoring culture and a culture of innovation were developed through various social learning programs and platforms. A learning roadmap outlines phases and vehicles for continuous learning engagement at different job levels.
The integrated leadership development approach represents a more strategic, synergistic, and sustainable way for organizations to build leadership capacity compared to traditional single-solution or multiple-solution approaches. It requires developing a comprehensive leadership development strategy, connecting development to business challenges, and employing options like assessments, coaching, learning, and experiences in a blended and emergent manner aligned with organizational culture and the leadership lifecycle. This intensive approach better ensures investments in leadership development optimize value for the organization and competitive advantage.
This document discusses the concept of a learning organization and its key components. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new thinking and shared learning. The five main components of a learning organization are systems thinking, personal mastery, mental models, shared vision, and team learning. Assessment tools and techniques for learning organizations are also presented.
View the presentation from Dr. Harvey Silver where he the presented the 10 elements of the Thoughtful Classroom Framework, giving you strategies to create dialogue between teachers and administrators and to strengthen professional practice. Approved in New York, New Jersey, and Michigan, Dr. Silver’s simple framework provides profound rubrics and frameworks.
Learn more about this webinar at http://www.schoolimprovement.com/resources/webinars/thoughtful-approach-to-classroom-observations/
The document summarizes the Global Leadership Development Project. It discusses how the project will expand to collect ongoing data from organizations annually on important leadership issues identified in previous surveys. The research process will be ongoing, seeking annual participation from leaders and HR executives involved in leadership development and succession planning. The project aims to better understand leadership requirements in different contexts and establish categories of excellence for evaluating leadership development programs.
Mahmood Qasim slides on organizational culture for organizational behaviour s...Mahmood Qasim
1. The document discusses key concepts related to organizational theory including learning organizations, organizational culture and design. It defines learning organizations as those that facilitate continuous learning and transformation to remain competitive.
2. It also contrasts traditional hierarchical organizations with newer network and virtual organizational designs that are more flexible and team-oriented. Additionally, it examines the differences between dominant and sub cultures within organizations.
3. The document provides examples of how organizational cultures develop and change over time due to factors like mergers, workforce changes, and planned reforms. It emphasizes the importance of culture in shaping employee behaviors and commitment.
Organization development (OD) is defined as a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, and problem-solving through managing organizational culture, with an emphasis on work teams. Key characteristics of OD include a focus on culture and processes, collaboration between leaders and members, the importance of teams, and a focus on the human and social aspects of the organization. OD practitioners act as facilitators and help organizations develop problem-solving skills for continuous learning and improvement. Common OD interventions include training groups, process consultation, team building, and restructuring formal organizational structures.
This paper discusses learning organizations and expertise. It defines a learning organization as a group of people who are continually enhancing their capabilities to achieve what they desire. Key aspects of learning organizations include promoting and rewarding expertise, recognizing that most learning is informal on-the-job learning, allowing people to share their expertise, demonstrating the value of formal training, and allowing people to make mistakes to facilitate learning. High-impact learning organizations unleash employee expertise and support rapid on-the-job learning.
Leading questions: Leading Answers: Sue Leather & Andy Hockley IATEFL 2013Sue Leather
What qualities and skills do educational leaders need? How can these skills best be developed online? This interactive presentation looks at the development of an online course in leadership and teamwork for project managers and other leaders. It analyses the decisions we took in identifying the key competences, in devising a teaching/learning approach, and in combining the two.
The seven key principles of effective leadership development are: 1) Provide training for leadership roles before placing someone in a leadership position. 2) Carefully select leaders based on their skills and qualities. 3) Use line managers as mentors to guide and counsel potential leaders. 4) Create opportunities for people to take on leadership challenges. 5) Educate leaders through various teaching methods. 6) Develop a long-term, multi-component strategy for leadership growth. 7) Involve the chief executive as a leadership example.
The document discusses two approaches to developing talents in organizations: the traditional training approach and the systemic organizational development approach. The traditional approach focuses on reacting to competence gaps and event-based training delivered through pure classroom settings. In contrast, the systemic approach takes a proactive stance staying ahead of change through solutions-based learning delivered across various settings. It promotes collaboration and shared accountability for learning across departments. The systemic approach also utilizes formal methodologies to demonstrate the value of learning and its impact on performance.
Similar to Man org session 12_org learning_3rd august 2012 (20)
The document discusses production decisions for competitive firms in the short run. It explains that in the short run, firms must choose their level of variable inputs while capital is fixed. A firm maximizes profits by producing at the quantity where marginal revenue (MR) equals marginal cost (MC). If price is greater than average total cost at this quantity, the firm earns profits. If price is less than average total cost, the firm incurs losses, though it still produces the profit-maximizing quantity.
The document discusses the concepts of production costs, including:
1. The expansion path illustrates the least-cost combinations of labor and capital that can be used to produce different levels of output in the long-run.
2. Firms aim to use input combinations that minimize costs, as shown by the optimal point on the expansion path.
3. Costs are classified as either fixed or variable depending on whether they change with the level of output. Total costs equal fixed plus variable costs.
The document discusses production with two variable inputs of capital and labor. It explains that firms can produce different levels of output by varying the amounts of capital and labor used. Isoquants show all the combinations of inputs that produce the same level of output. The isoquant curves are downward sloping, showing diminishing marginal rate of technical substitution between the two inputs. Holding one input constant and increasing the other results in diminishing marginal returns. The isoquant curves are convex due to the law of diminishing marginal returns. Different types of isoquants represent perfect substitutes, perfect complements, and fixed proportions production functions. The document also discusses minimizing costs using isoquants and isocost curves to determine the optimal input
The document discusses production with two variable inputs of capital and labor. It explains that firms can produce output by combining different amounts of these two inputs. Isoquants show all the combinations of inputs that produce the same level of output. The isoquant curves are downward sloping, showing diminishing marginal rate of technical substitution between the two inputs. The isoquants also illustrate diminishing returns to increasing one input while holding the other constant. The marginal rate of technical substitution is equal to the negative of the slope of the isoquant. Optimal input choice minimizes costs by combining isoquants showing desired output levels with isocost curves showing input combinations that achieve that output at minimum cost.
Income elasticity measures the responsiveness of demand for a good to a change in income. It is calculated as the percentage change in quantity demanded divided by the percentage change in income.
- Luxury goods tend to have a high positive income elasticity, as demand increases substantially with income.
- Necessities tend to have a low positive income elasticity, as small changes in income do not drastically change demand.
- Inferior goods have a negative income elasticity, as demand decreases with rising income.
So income elasticity is an important concept to understand how demand for different types of goods responds to changes in consumer purchasing power. Marketers must consider income elasticity when targeting different income segments.
The document discusses Nash equilibrium, best responses, coordination games, and iterated elimination of dominated strategies. A Nash equilibrium exists when each player's strategy is a best response to the other players' strategies, meaning no player has an incentive to unilaterally change their strategy. Iterated elimination of dominated strategies involves repeatedly removing strategies that are strictly or weakly dominated until no further dominated strategies remain. The order of elimination matters for weakly dominated strategies but not strictly dominated strategies.
This document provides an overview of game theory concepts through examples from business and economics. It discusses:
1) Game theory analyzes strategic interactions where the outcomes of actions depend on the actions of others. Examples include pricing decisions between competitors and movie release dates.
2) Games involve players, strategies, and payoffs. Players consider their optimal strategies given what other players may do.
3) Equilibrium occurs when no player has an incentive to unilaterally change their strategy, given the strategies of others.
4) Games can involve simultaneous or sequential moves. In simultaneous move games, players act without knowing others' actions, while sequential games allow looking ahead to future responses.
Game theory is used to model strategic decision making between players. It assumes players are rational and make decisions to maximize their payoffs. Games are represented using matrices that show players' strategies and corresponding payoffs. Key concepts include Nash equilibrium, where each player's strategy is the best response to other players' strategies so no player wants to deviate unilaterally. Examples include the Prisoner's Dilemma and coordination games.
Ford Motor announced that losses from its foreign operations, especially in Europe, would triple in the current quarter compared to the same period last year. Weak demand and overcapacity in Europe have led to falling prices and sales volumes for Ford in the region. Ford is also closing one of its plants in an effort to cut costs and better match production capacity with current demand levels in Europe.
The points on the indifference curve which represents the utility function U=FC and gives a utility of 25 are:
(5,5)
U = 5 + 5 = 10
(10, 2.5)
U = 10 + 2.5 = 12.5
(12.5, 2)
U = 12.5 + 2 = 14.5
So the indifference curve for U=25 would connect the points (5,5), (10,2.5) and (12.5,2).
The document discusses consumer choice and how consumers maximize their utility given budget constraints. It introduces indifference curves and shows that consumers will choose the highest indifference curve that is tangent to their budget line, representing the most preferred combination of goods. This occurs when the marginal rate of substitution between two goods equals the price ratio between the goods, so that the marginal utility per dollar is equal for all goods purchased. Consumer choice can help companies understand how consumers value different attributes of a product given their preferences and budget.
1) In 1997, Staples and Office Depot wanted to merge but the FTC analyzed the potential effects on consumers.
2) Staples argued other retailers like Walmart and online stores provided competition, so the merger's market share would only be 6%. However, the FTC saw Staples, Office Depot, and Office Max as constituting the "one stop shopping" office supplies market.
3) The document discusses the perspectives of different parties in defining relevant markets and the effects of mergers on concentration and prices.
The document discusses different types of auctions including first-price sealed bid auctions, Dutch auctions, Vickrey auctions, Japanese auctions, and English auctions. It explains the bidding strategies and optimal behavior in each type of auction as well as examples of common uses for each auction format. Winners in Vickrey and Japanese auctions pay the second highest bid rather than their own bid to avoid the "winner's curse" that can occur when bidding true valuations in common value auctions.
1. Increasing returns to scale occur when output more than doubles with a doubling of all inputs. This leads to economies of scale as average costs decrease with increasing output.
2. Constant returns to scale occur when output doubles exactly with a doubling of all inputs. This maintains constant average costs as output increases.
3. Decreasing returns to scale happen when output less than doubles with a doubling of all inputs. This creates diseconomies of scale where average costs increase with rising output.
A 50 cent tax is imposed on gasoline:
- Consumers pay 50 cents more per gallon (Pb). Producers receive 50 cents less per gallon (Ps).
- The tax is shared between consumers and producers based on the elasticities of demand and supply. Consumers bear more of the burden as demand is inelastic in the short run.
- The tax reduces consumption from 100 billion gallons to 80 billion gallons. It generates $40 billion in tax revenue but also leads to $10 billion in deadweight loss.
Man org session 3-org and technology_5th july 2012vivek_shaw
The document discusses how technology impacts organizational structure. It presents three frameworks for classifying technology: Woodward's organizational technology framework classifies production processes based on degree of automation; Thomson's framework looks at inter-unit interdependencies based on production linkages; and Perrow's framework categorizes technologies based on task analyzability and variability. The frameworks are then used to examine how different technologies require different structural designs and coordination mechanisms within organizations. Advances in manufacturing technology like customization and flexibility are also discussed in terms of their impact on redesigning organizational structures and processes.
Man org session 14_org decision making_16th august 2012vivek_shaw
This document discusses organizational decision making. It begins by noting that while rational decision making models assume no constraints, in reality individuals and organizations are boundedly rational due to limited resources, cognitive abilities, and other factors. Decision making processes in organizations are further complicated by multiple objectives, actors with different interests, and interdependencies. The case of McDonnell Douglas DC-10's defective doors is presented to illustrate how organizational decisions can go wrong due to these complexities. Key lessons are the need for awareness of non-rational factors in decision making and giving consideration to alternative viewpoints and potential mistakes.
Man org session 11 interorganizational relationships_2nd august 2012vivek_shaw
The document discusses outsourcing strategies for organizations. It provides context on Cunningham Motors, which plans to outsource all activities in its value chain for producing luxury racing cars. Three key points:
1) Outsourcing all activities is an "extreme" strategy that could succeed if modularity, contracts, and flexibility for uncertainty are established.
2) Organizations outsource for cost minimization, accessing specialized competencies, leveraging resources, and diversifying risk.
3) While outsourcing provides benefits, it also introduces transaction costs, production costs, knowledge risks, and supply shock vulnerabilities that require strategic management.
Man org session 10_org control_27th july 2012vivek_shaw
Control systems are fundamental to organization design and operate at all levels of society. There are two ways to deal with the principal-agent problem in organizations: live with goal divergence or increase goal congruence. When devising control systems, the appropriate system depends on characteristics like task programmability and output measurability. Organizations seek a balance between empowerment and control through systems like culture, boundaries, and diagnostics. The balanced scorecard evaluates organizations across financial, customer, internal business, and innovation/learning perspectives.
Man org session 9_org culture_26th july 2012vivek_shaw
The document discusses organization culture and managing organizations. It defines culture as patterns of assumptions that are developed by a group to address problems and are considered valid ways of thinking and behaving. These assumptions guide how the organization functions. The document also discusses how culture is communicated and sustained through various means like selection, stories, rituals and language. Finally, it examines culture in multinational enterprises and different approaches like ethnocentric, geocentric and polycentric cultures.
1. MANAGING ORGANIZATIONS
Session 12: Organization Learning & Knowledge Management
Sourav Mukherji
PGP 2012-14 Section C & E
Associate Professor of Organization & Strategy
Term 1:June-September 2012 Indian Institute of Management Bangalore, India