Use our essay title generator to get ideas and recommendations instantly
All organizations including the lifelines of the structure of the country including general industries, banks, ministries, government organizations, etc. play a role in changes of the society from time to time. These are the organizations to decide the direction of movement of the labor market, changes in different organizational models, choose the direction in which the society will move, take advantages of the new forms of connectivity now achievable through the Internet, and all other matters for taking the society forward. Thus their learning will finally determine what the society will learn. This is why it becomes how the entire exercise of learning takes place within the organizations and that also includes business organizations. There is also a requirement to know how though this learning process, information transfers and knowledge management effects take place on management. The importance is thus on factors within the organization which help or…
Cain, David. A. "Creating a Learning Organization Environment for the Facilities Professional"
Retrieved from http://www.appa.org/FacilitiesManager/articleDetail.cfm?ItemNumber=537
Accessed 18 September, 2005
Gluck, Julia. (October 29, 2001) "What Are the Principle Characteristics of a Learning
In the globalized environment of today, organizations must continually learn and adapt. his is particularly true, as organizations are now under intense competition from firms outside their geographic region. Learning organizations are characterized by their ability to continually learn and innovate. Competitors, particularly those from emerging markets, are learning from their more develop counterparts in the United States and Europe. Aspects such as product know how, and product innovation continue to come under intense pressure from emerging communities. his pressure results in still further innovation from market leading companies to better maintain their overall position. One such example of a learning organization is that of the British Airport Authority. his organization displayed many of more common characteristics of a learning organization to help facilitate its growth. he BAA displayed all five feature of a learning organization. he firm facilitating systems thinking, accomplished personal mastery, utilized mental models, shared…
To help alleviate the concerns mentioned above, the BAA developed the balance scorecard to facilitate learning and innovation within the organization. This scorecard allowed the BAA, a governmental organization, to learn and adapt with its private sector partners. For example, a quadrant within the traditional scorecard is "Financial Focus." The metrics used to evaluate the "Financial Focus" metric will vary between a private contractor and a government entity. Another quadrant within the balanced scorecard is "Internal Focus" which is also different between organizations. As such, the BAA could learn and alter the overall plan to better coincide with the objectives of all the involved parties.
From a training and development perspective, the organization was in a better position to collaborate with independent third parties on a shared vision. This shared vision, ultimately allowed both the government and private enterprise to learn from one another. This shared perspective, better allowed the human resources department to align incentives, learning, and training to achiever the overall goal of the BAA.
In addition to the shared learning and systems thinking mentioned above, a large amount of collaboration was needed to successfully implement the project. The project was delivered by BAA working in partnership with suppliers and the airline operator British Airways. By 2008 around
Analyze Concept Learning Organization, • The Organizational Conditions Suited A Managerial Intervention; • Its Implications Managing People; • Its Likelihood Success
Under what conditions is it likely to be successful?
The idea of a 'learning organization' has become one of the most popular concepts in managerial theory. It originated with the theorist Donald Schon, who stressed that given the mutability of the exterior environment, business organizations must likewise be responsive to changes and change with the times (Smith 2001) . Only by learning from the exterior environment can an organization be effective, and that means creating a workforce that is similarly responsive, teachable, and able to 'learn' in a dynamic fashion.
However, the extent to which such a concept can be realized and what constitutes a learning organization has been hotly debated. "While there has been a lot of talk about learning organizations it is very difficult to…
Bersin, Josh. 2012. 5 keys to building a learning organization. Forbes. Available:
http://www.forbes.com/sites/joshbersin/2012/01/18/5-keys-to-building-a-learning-organization / [23 Jan 2013]
Fenwick, Tara. n.d. Questioning the learning organization concept S.M. Scott, B.
Spencer, & A. Thomas (Eds.). Learning for life: Readings in Canadian adult education.
Critically reflect on your organizational context (procurement department) and how it contributes to or hinders a learning organization
Enhancing Individual Learning at the Procurement Department
Unlike traditional organizations, which were static, organizations are becoming dynamic with the consistent changes that are taking place in the market, and in order to take a competitive advantage constant learning is essential. This has formed the basis for a learning organization, whose idea is to gain a competitive advantage through learning. According to Saw, Wilday, and Harte (2010), a learning organization is one that not only appreciates and promotes learning from its own practices, but also looks further than its own systems for lessons, and avoids self-satisfaction. This means that the learning process should be both an internal and external process with the organization appreciating that learning from daily experiences is critical. Learning organization gets its basis on the idea that both…
Garavan N.T., & McCarthy A. (2008). Collective Learning Processes and Human Resource Development. Advances in Developing Human Resources. 451 (10).New York: SAGE.
Giannakis, M. (2008). Facilitating learning and knowledge transfer through supplier development. Supply Chain Management, 13(1), 62-72. Available at: http://dx.doi.org/10.1108/13598540810850328
Ji, H.S. & Thomas, J.S. (2008). A Theoretical Approach to the Organizational Knowledge Formation Process: Integrating the Concepts of Individual Learning and Learning Organization Culture. Human Resource Development Review, 7(4), P. 424 -- 442.
Jones, P., & Robinson, P. (2012). Operations management. Oxford: Oxford University Press.
The organization must define what competencies will be necessary in the future, and continually build upon existing employee skills to avoid obsolescence. "If employees do not possess the competence to handle a new strategy, a company should provide training to enhance the skills of its managers and employees. Without adequate training and support, the relationships between employees and managers will suffer and the organization will lack flexibility" (ichards-Gustafson 2013). This requires continual strategic reassessment of future needs. Training programs must be regularly assessed to see if they are meeting their desired benchmarks. Just as the company keeps track of financial data in terms of sales, it must also document the degree to which learning-based organizational initiatives have increased employee productivity, satisfaction, and enhanced retention.
A learning organization must be willing to learn from its employees, as well as strive to inculcate them in its values and ideas. When an organization…
Camps, Mark. (2011). How Kaiser Permanente became a continuous learning organization.
Kaiser Permanente. Retrieved: http://xnet.kp.org/newscenter/pressreleases/nat/2011/111711tjccontinuouslearning.html
Chapter 1: Context for training and development, 1-52.
Fostering a learning organization. (2009). OPM.gov. Retrieved:
In the present environment of rapid technological change, it is essential for knowledge workers to continuously be in a learning mode. Metrics need to be put into place to assist managers in focusing training funds where they can be of most use.
Kaplan and Norton (1996) emphasize that learning is not the same as training. It consists of factors such as mentoring and tutoring within the organization, in addition to openness of communication among workers that gives them the opportunity to easily get assistance on a problem when needed. It also includes technological tools or what the Baldrige criteria call "high performance work system. The internal business process provides metrics that help managers know how well their business is running and whether its products and services conform to customer requirements. This organizational learning measurement also recognizes the importance of customer service. Poor performance is a leading indicator of future decline…
Demers, D.L. (2007) Organizational change theories: A synthesis. Thousand Oaks, CA: Sage.
Dodgson M. 1993. Organizational learning: A review of some literature.Organization Studies
14: 375 -- 94.
Garvin, D. (1993). Building learning organizations. Harvard Business Review, 71 (4), 78 -- 91.
Strategizing is required, but the learning fostered is not necessarily pre-determined and linear in fashion. After all, life and the way that the economic marketplace shifts and changes are often unpredictable in the extreme. Similar in the ways that the parts of a body must adjust to unexpected changes in the exterior environment, such as changes in temperature, the different components of the organization must adjust to the external economic environment to remain healthy and vital.
Judgments about the capacities and performance
The work practices that define a learning organization include investing in employees, team learning, and existing in a state of mutual interdependence so that employee's rights to be heard, to have decent wages and benefits, and to make a contribution to the organization are honored. Soliciting input, informing employees about necessary changes well in advance, and rewarding excellent levels of performance are common practices in most 'learning' organization…
Apple. (2011). The New York Times. Retrieved August 30, 2011 at http://topics.nytimes.com/top/news/business/companies/apple_computer_inc/index.html
Apple. (2011). Official website. Retrieved August 30, 2011 at http://www.apple.com/contact/
Argyris, C., & Schon, D. (1978) Organizational learning: A theory of action perspective.
Reading, Mass: Addison Wesley.
Organizations then do have inherent strengths they can build on to stay agile enough to be learning organizations over the long-term. There are core attributes of their business models that force agility, make reliance on passionate people very necessary (as is the case in service industries), and continually reinforce a culture of being externally focused and willing to risk new strategies in serving their existing customers and earning new ones.
Organizations have varying degrees of ability in rising to the challenge of becoming a learning organization. For those organizations who are managed by patriarchal and often myopic founders who are more interested in securing their place in history than securing wealth for their employees, shareholders, and ultimately customers, there is little chance of their surviving past the founder's years as the organization gets melded into a monument itself. Yet for those CEOs and founders willing and focused on their legacy…
.....gather and use in planning a change initiative? Why? How can the data gathered most effectively be harnessed to support the timing of change initiatives? Explain. Which of the models of change and intervention is most effective at balancing interests, ideas, and other relevant data when implementing change? Why?
Dealing with and managing rapid change in technology, are norms for organizations in the modern world. They also have to confront communication dynamics among stakeholders, customers, and challenges in strategic capacities (Shah, Irani, & Sharif, 2016).
The team of researchers provided a lot of literature that showed a range of factors that illustrate the attitude, beliefs and intention of human beings; as a result of their unique life experiences. The development of human resource data base, however, by use of advanced IT could be of help in understanding such human behavior and attitudes in the period of change within organizations. A…
A great deal of research has been undertaken regarding the concept of learning organizations. The 2001 article with the title "The learning organization in health-care services: Theory and practice" by Leda Vassalou was published in the Journal of European Industrial Training. The article was written seeking to add to the existing literature regarding learning organizations, by first clarifying the concept of the learning organization and then examining barriers which may prevent or hinder a firm becoming a learning organization. In order to achieve this aim Vassalou (2001) identified four research questions the first involved identifying the difference between individual learning and organizational learning. The second research question was the identification of the type of learning that would be required to take place in a learning organization. The third research question asked what building blocks or other foundations were necessary for learning organizations. The last question, and possibly one…
Pyrczak, F, (2004), Evaluating research in Academic Journals (4th Ed), Pyrczak Publishing
Vassalou, Leda, (2001), The learning organization in health-care services: Theory and practice, Journal of European Industrial Training, 25, 6/7, 354
found in the literature review
eflect upon the concept of 'the learning organisation' and discuss the claim that it is an 'undelivered promise'
Learning organizations refers to an organization that obtains knowledge and uses it innovatively to thrive and survive in a rapidly changing business environment (Senge 2006). Learning organizations critically think and take risks with new ideas; they create an organizational culture that encourages employees' skill development and knowledge acquisition. Moreover, the firms value employees' contribution and incorporate the new information or knowledge in the operations of the company. Learning organizations develop due to the competitive business environment (Senge 2006). This organization need to be creative and relevant to sustain long-term profitability.
Development of learning organizations is not achieved by internal organic growth of an organization alone. esearch indicates that the there are a number of factors that prompt the development of a learning organization. As most organizations grow, it becomes difficult…
Senge, P.M. (2006). The fifth discipline: the art and practice of the learning organization. New York, N.Y., Currency Doubleday.
Koontz, H., & Weihrich, H. (2007). Essentials of management: an international perspective. New Delhi, Tata McGraw-Hill.
Marquardt, M.J. (2011). Building the learning organization achieving strategic advantage through a commitment to learning. Boston, MA, Nicholas Brealey Pub. http://site.ebrary.com/id/10478037 .
learning organization. *Consolidate research definitions organization learning. *Explain organization a learning organization (teaching federal government hospital). *Discuss advantages disadvantages organizational learning.
The learning organization
The modern day business climate is more challenging and dynamic and it forces the economic agents to seek alternative sources of strategic advantages. One example in this sense is represented by the enhancement of the emphasis placed on supporting learning and the continuous development of the organization of learning. While this concept is gaining more and more interest within the economic agents, it is also highly applicable within public entities, such as hospitals.
This project then starts at the premises that the concept of the learning organization is highly applicable in the context of the teaching federal government hospital. The purpose of this paper is that of supporting a higher understanding of the learning organization, in order to lead to a superior application within the real…
Appelbaum, S.H., 2000, The competitive advantage of organizational learning, Journal of Workplace Learning, Vol. 12, No. 2
Dowshen, S., 2010, Questions and answers, Kids' Health, http://kidshealth.org/parent/question/parenting/hospitals.html last accessed on August 6, 2012
John, D., 2002, Organizational learning and effectiveness, Routledge
Karash, R., Why a learning organization? http://world.std.com/~lo/WhyLO.html last accessed on August 6, 2012
2. True learning organizations allocate the time and resources that are required to develop a competitive advantage based on the lifelong learning and training opportunities that are provided to everyone in the organization.
3. A learning organization not only develops the opportunities for learning but it also provides a corporate culture that encourage all of its members to become self-actualized, thereby contributing to the advancement of the larger society in which the organization competes. .
4. The leadership of true learning organizations ensure that the corporate vision is communicated to all members and provides a framework in which their feedback is welcomed and acted upon, as well as ensuring that an environment exists in which there "are no bad questions" concerning the direction in which the enterprise is headed.
5. Learning organizations make it possible to consolidate work and learning as well as encouraging all members of the enterprise to…
Albert, M. 1998 "Shaping a Learning Organization through the Linkage of Action Research
Interventions." Organization Development Journal, vol. 16, no. 3, pp. 29-31.
Avolio, B.J., & Bass, B.M. 2002 Developing potential across a full range of leadership:
Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence
This way of thinking and taking action has been evolving over many decades, but it reached its widest audience with the 1990 publication of 'The Fifth Discipline' by Peter Senge." (2003)
The Charter school has a unique opportunity to implement the principles of Peter Senge, and most particularly the principles associated with the 'learning organization' and from a perspective noted in the statement of Senge that it is very unlikely that the "deep systemic problems that afflict our institutions and society..." will find correction until "the ability to honor and integrate theory, personal development and practical results..." has been rediscovered since it is seemingly a lost ability. (Senge, 1997)
Senge states that change may very well involve "returning to an older model of community: traditional societies that gave respect to elders for their wisdom: teachers for their ability to help people grow, and warriors, weavers, and growers for their life…
Five Disciplines: Peter Senge (2008) Value-Based Management 25 Mar 2008. Online available at http://www.valuebasedmanagement.net/methods_senge_five_disciplines.html
Larsen, Kai, et al. (1996) the Learning Organization. Leader Values. Online available at http://www.leader-values.com/Content/detail.asp?ContentDetailID=186
Senge, P (1990). The Fifth Discipline. New York: Currency Doubleday.
Senge, Peter M. (1997) Communities of Leaders and Learners. Harvard Business Review September-October 1997. 75th Anniversary Edition. Reprint Online.
This is especially critical since this ensures effectiveness in the workplace when the environment provides a viable atmosphere for members thereto to continually improve themselves professionally and personally. The end result of which is further and continuous improvement in individual and organizational performances.
Third Student: When most people hear about learning organizations, the first thing that may come to their minds is the school or college they are going to or have gone to. ut the reality of which is that learning or the acquisition of knowledge never stops and even if people are already working or at the peak of their careers, they have to continually improve so as not to remain stagnant or complacent. Thus, they have to be a part of a learning organization that "provides continuous learning opportunities, uses learning to reach their goals, links individual performance with organizational performance, fosters inquiry and dialogue, making it…
Mason, M.K. (2011). What is a learning organization? Retrieved September 12, 2011 from http://www.moyak.com/papers/learning-organization.html
Serrat, O. (2009, May). "Building a learning organization." Asian Development Bank Knowledge Solutions. Retrieved September 12, 2011 from http://www.adb.org/Documents/Information/Knowledge-Solutions/Building-a-Learning-Organization.pdf
Smith, M.K. (2001). The learning organization. Retrieved September 12, 2011 from http://www.infed.org/biblio/learning-organization.htm
Most significantly, too, the library runs a free service and a book mobile to reach those who are unable for various reasons (such as being handicapped, ill, or elderly) to use the library. The book mobile has its own selection of books, toys, and a teacher who is available to instruct those who desire instruction and those who need help with their homework.
The library's vision statement is that it seeks to help people pursue lifelong leaning and discovery, as well as enjoyment of popular culture and the arts. It also seeks to help residents become well informed, to engage each other in dialogue and respectful discourse, and to actively participate in the life of the community. All of this makes it an organization that disseminates learning in the fullest sense of the word.
In a practical way -- and as per its mission statement -- it does this by…
Brown, J.S. & Duguid, P. (1991). Organizational learning and communities-of-practice: Towards a unified view of working, learning and innovation. Organization Science. 2(1): 40-57.
Cohen, W.M. & Levinthal, D.A. (2000). Absorptive Capacity: A new perspective on learning and innovation. In R. Cross and S. Israelit (eds) Strategic learning in the knowledge economy. (pp. 39-68) Boston: Butterworth Heinemann.
Comley, L., Arandez, L., Holden, S & Kuriata, E. (2000). Are TAFE organisations learning organisations? Do they 'walk the talk'? The Centre for Curriculum Innovation and Development. Melbourne: Victoria University
Cross, R. And Israelit, S. (2000) Strategic learning in the knowledge economy. Boston: Heinemann.
Learning Organization is defined as an organization with an ingrained philosophy for anticipating, reacting and responding to change, complexity and uncertainty. It is an organization where you cannot not learned because learning is interwoven into the fabric of the day-to-day business. The concept of the Learning Organization is increasingly relevant given the increasing difficulty and uncertainty of the global business environment. Unfortunately, the Learning Organization has been a long time in coming, and by most accounts it has not yet arrived. The concept of a learning organization is a paradigm shift from the way business has traditionally been done.
One of the characteristics of a learning organization is that it moves beyond simple employee training to more of an environment that stresses problem solving, innovation, and learning. Organizations that embody the traits of such an environment consist of five areas, or disciplines, that make a learning organization what it is.…
Beller, J. (n.d). The Importance of Shifting to Learning Organizations. Retrieved January 20,2005, from the World Wide Web site: http://18.104.22.168/search/cache?p=%22five+disciplines+of+a+learning+organization%22& ei=UTF-8& fl=0& u=www.justinbeller.com/samples/the_importance_of_shifting_to_learning_organizations.pdf& w=%22five+disciplines+of+a+learning+organization%22& d=BCBF846FF1& icp=1& .international=us
Larsen, K. (1996). Learning Organizations. Retrieved January 21,2005, from the World Wide Web site: http://home.nycap.rr.com/klarsen/learnorg/index.html#tea
Nathans, H. (2000). Double Loop Learning (C. Argyris). Retrieved January 20,2005, from Hannah Nathans and Enneagram Web site:http://22.214.171.124/search?q=cache:vD2jeJuRGosJ:www.iac.wur.nl/iaclo/htmlarea/docs/msp/DoubleLoopLearning.doc+%22concept+of+double-loop+learning+%22& hl=en
Santos, A. (n.d). Peter M. Senge, "The Leader's New Work: Building Learning Organizations," in Sloan Management Review (Fall 1990), pp. 7-23. Retrieved January 21,2005, from Aldo Santos Web site: http://home.nycap.rr.com/klarsen/learnorg/senge2.html
Learning Organization: A New Paradigm in Business Management
Any company that is going to make it... (in the 21st century) has got to find a way to engage the mind of every single employee. If you're not thinking all the time about making every person more valuable, you don't have a chance. What's the alternative? Wasted minds? Uninvolved people? A labor force that's angry or bored? That doesn't make sense!"
John Welch, Jr.
In every companies annual report there is always a statement about how important human capital is when determining the overall success of any business. These organizations assert that their employees are a highly valued part of their companies and that their efforts and resources are focused on both employee satisfaction and continuous employee development. In some situations, these statements are true. But in some companies, they are only words strung together in a way that impresses potential…
Barker, Randolph T., et al. (1998). The role of communication in creating and maintaining a learning organization: preconditions, indicators, and disciplines. The Journal of Business Communication, 35.
Bradford, David L., et al. (1984). Managing For Excellence: The Guide to Developing High Performance in Contemporary Organizations. New York, NY: John Wiley & Sons.
Clardy, Alan (2002). Philosophy and Practice of Organizational Learning, Performance and Change. Personnel Psychology, 55.
Cutcher-Gershenfeld, Joel, et al. (1998). Knowledge-Driven Work: Unexpected Lessons from Japanese and United States Work Practices. New York, NY: Oxford University Press.
Employee Training and Development
Peter Senge and learning organizations:
How feasible is the creation of a 'learning organization' for businesses?
First published in 1990, Peter Senge's concept of a 'learning organization' has become increasingly important in the modern business world, although achieving this ideal can be challenging. Senge defines such organizations as entities in which "people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together" (Senge 1990: 3, cited by Smith 2001). The whole is greater than the sum of its parts and 'learns' to be adaptive to market forces, even while all individuals strive to achieve their potential. Although this sounds quite idealistic, a number of organizations are putting such ideals into practice.
A good example of a learning…
11 amazing things that Google employees can learn for free. (2014). Business Insider.
Retrieved from: http://www.businessinsider.com/google-11-amazing-classes-that-google-employees-can-take-2012-3?op=1#ixzz3Ri0107eA
Cropper, B. (2014). Five learning disciplines. The Change Forum. Retrieved from:
organization "that is able to change its behaviors and mind-sets as a result of experience" is referred to as a learning organization (Milton-Kelly, n.d.). The concept of learning is, in reality, not as easy as it sounds, and organizations often find themselves having to grapple with the negative consequences of repetitive dysfunctional behaviors brought about by the refusal to accept and acknowledge certain truths (Milton-Kelly, n.d.). The tendency to repeat initiatives because they failed to produce the desired outcome in the previous attempt is, though very common, not characteristic of a learning organization. A number of questions then arise; what features constitute a learning organization? Why should all organizations strive to become learning environments? This text provides answers to these questions.
The Significance of Learning Environments
Learning is crucial to the success of any organization, especially in this era of globalization (OAGC, 1992). Organizations today operate in a fast-paced, rapidly…
Gallardo, L. (2012). Brands and Rousers: The Holistic System to Foster High-Performing Business Brands and Careers. London: LID Publishing.
Milton-Kelly, E. (n.d.). What are the Characteristics of a Learning Organization? GEMI. Retrieved from http://www.gemi.org/metricsnavigator/eag/What%20are%20the%20Characteristics%20of%20a%20Learning%20Organization.pdf
OAGC. (1992). Chapter 5 -- the Learning Organization. Office of the Auditor General of Canada. Retrieved from http://www.oag-bvg.gc.ca/internet/English/parl_oag_199212_05_e_8058.html
Smith, M. (2001). Peter Senge and the Learning Organization. INFED. Retrieved from
Employees attend class one day a week for eight semesters over a four-year period of time. The program specifically teaches methodology.
A virtual learning environment is part of the program and students and faculty are kept in contact via computer or laptop. Employees enroll in the Next Step Program over a four-year period of time. Each student is given a laptop to use during their studies. The curriculum is designed as a virtual campus type of situation. Full-time Verizon employees in New York or New England who are members of either the CWA or the IBEW are eligible. Final selection is based on seniority.
Both companies offer unique programs to help continue the education of their employees. They not only focus on teaching methods in-house, but by utilizing other unique methods too. Verizon goes above and beyond in helping to continue the education of employees both personally and professionally. Each…
1990., & States, M.U. (n.d.). Learning Organisations: Case Study Page. School of Engineering. Retrieved April 17, 2010, from http://www.see.ed.ac.uk/~gerard/MENG/MEAB/learning_organisation/case.html
Leadership for Learning Seminar. (n.d.). Redirect. Retrieved April 17, 2010, from http://mysite.verizon.net/vze4qtye/index.html
Six Sigma Learning Topic - Motorola USA. (n.d.). Motorola Home - Motorola USA. Retrieved April 17, 2010, from http://www.motorola.com/Business/U.S.-EN/Motorola+University/Six+Sigma+Black+Belt+Handbook/Six+Sigma+Learning+Topic
The present enterprises are up against strict challenges, of which the most strenuous are fast technology adaptation, worldwide competition and clients demand for enhanced quality. This is just the tip of the iceberg. A company needs to adhere to changes fast accordingly so as to survive in the global environment. So, in short, knowledge and continual learning are crucially imperative. The competitive advantage for any company is knowledge. But according to Dr. Yogesh Malhotra (2003), initiating chairman as well as chief knowledge Architect of BINT Institute, LLC states that, 'Knowledge is a competitive tool only in cases where action oriented approach is taken. Competitive advantage is plausible when information is translated into substantial action'. A key method of creating wealth of knowledge and resources into formidable action is via instituting a learning organization (Gardiner et al., 2001).
In this paper, the focus is to examine the learning…
Driver, M. (2002). The learning organization: Foucauldian gloom or Utopian sunshine. Human Relations 55 (1): 33- 53.
Elkjaer, B. (2001). "The Learning Organization: an Undelivered Promise" in Stafylarakis, Eldridge (2008). Understanding the Learning Organization. Unit 5, Human Resource Development. Institute of Development Policy and Management, University of Manchester.
Ellinger, D., Alexander E., Baiyin Y. And Shelly W. (2003). Making the Business Case for the Learning Organization Concept. Advances in Developing Human Resources 5(2): 163- 172.
Gardiner, P., Mike L., Eugene S. (2001). "Learning in Organizations: HR Implications and Considerations" in Stafylarakis, Eldridge (2008). Understanding the Learning Organization: Unit 5, Human Resource Development. Institute of Development Policy and Management, University of Manchester.
To be modest and be known for personal humility means the person is "never boastful" and acts with "calm determination" (Collins, 142). Those who know the teaching and learning environments can fully appreciate how this personality type would be a good leader in a university, high school or elementary school as well.
The quiet professional leader in a learning setting channels his or her ambition into the school, and is preparing students for their own ability to be leaders. On page 142 Collins offers the "Yin and Yang" of level 5, and the leader in the "Personal Humility" side of this illustration is perfectly willing to take the blame for mistakes and is known for "…shunning public adulation." As for the professional will side of the illustration on page 142, while those characteristics match up for a business leader, they also apply to a person in an educational setting and…
Collins, Jim. (2005). Level 5 Leadership: The Triumph of Humility and Fierce Resolve.
Harvard Business Review. 136-146.
beliefs and ideas regarding a learning organization, including the definition of a learning organization, its characteristics, and what theory supports the philosophy of the learning organization. Today, many business leaders know organizational behavior has transformed offices and corporations to make them more competitive and profitable in the global economy. One form of organizational behavior that has become increasingly popular is the learning organization model.
Today, the theory of creating learning organizations is extremely popular. Some excellent examples of learning organizations include Honda, ockwell, and General Electric, because they continually create innovation and an acceptance of change in their organizations. What exactly is a learning organization? One OB expert defines it this way: "A learning organization is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights" (Goh, 1998). Thus, the most important elements of a learning organization are change and…
Bencivenga, Dominic. (1995, 1 Oct.) Learning organizations evolve in new directions. HR Magazine, Vol. 40. pp 69(5).
Bonebright, D.A. (2003, August). Built to learn: The inside story of how Rockwell Collins became a true learning organization. T& D, 57, 67+.
Drejer, A. (2002). Strategic management and core competencies: Theory and application. Westport, CT: Quorum Books.
Gilley, J.W., & Maycunich, A. (2000). Organizational learning, performance, and change: An introduction to strategic human resource development. Cambridge, MA: Perseus Books.
High Performance in a Learning Organization
Every business must have a specific, routine way, through which it conducts its daily operations. Often times, the people at the head of the organization must take into account various personalities, modalities of work, etc. In order to ensure that the organization both functions smoothly and attains its goals. Often as well, routine operations must be rethought in order to be recreated in a more creative, more productive way. In order to attain all these elements successfully, heads of enterprises must be thorough and organized and must be part of a fantastic team, as well as recognize various elements that can enable them to be as such, as well as enable them to lead a better performing organization with smoother processes of work. This paper will elaborate on the subject, and will focus specifically on the elements of high performance in teams and in…
Katzenbach & Smith. (2009). "Qualities of High Performance Teams." Team Building. Retrieved, http://www.teambuildingportal.com/articles/team-performance/qualities-high-performance-teams .
Lear, G. (2009). "Dynamics of High Performance Organizations." Resource Development Systems. Retrieved, http://www.rds-net.com/articles/The%20Dynamics%20of%20High%20Performing%20Organizations%202009.pdf .
Holmberg et. al. (2008). "The High Performing Learning Organization." Vital Enterprises. Retrieved, http://www.vitalentusa.com/learn/the_hplo_model.pdf .
Organizational Change and Management
Organizations have set goals and objectives that should be achieved within a specified period. For organizations to achieve them, they should have structures that would ensure that the needed activities are done in the desired way. Maguire (2012) defines the organizational structure as the way in which people are grouped to get work done in a firm. It forms the basis for the development of an effective relationship between different stakeholders such as managers and the employees. Organizational structures can be grouped into different types that include matrix, functional, and divisional structures among others. Evidence shows that the type of structure used in an organization influences its members significantly.
Organizational structures affect job satisfaction among the staff of a firm. According to a literature review performed by Thomas (2015), it became evident that nurses who worked in hospitals where decentralization was used in task execution and…
This will allow for collaboration, additional suggestions for the action plans to come, corrections and so forth.
Action planning: At this point, a plan can be developed to remedy the situation being studied; the plans become something that delivers results.
Implementation: The adopted Action Plan is put in place.
Follow up: Lastly, the implementation, as well as the Action Plan itself, is reviewed in order to see if positive results have occurred. If not, the process may need to be repeated or modified.
It is important to note that the way that the Action esearch Process is enacted will vary by organization, the expected outcomes, the stakeholders involved, etc. (Cunningham, 1999).
Stress and Its Consequences
The drive for organizations to constantly improve can, and does, lead to stress for the workers (Buunk & Verhoeven, 1991). This stress can have many consequences, such as increases in employee turnover, absenteeism, lower productivity,…
Buunk, B.P., & Verhoeven, K. (1991). Companionship and Support at Work: a Microanalysis of the Stress-Reducing Features of Social Interaction. Basic and Applied Social Psychology, 12(3), 243-258.
Cunningham, J.B. (1993). Action Research and Organizational Development. Westport, CT: Praeger Publishers.
Gilley, J.W., & Maycunich, a. (2000). Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development. Cambridge, MA: Perseus Books.
Greenberg, J. (Ed.). (2003). Organizational Behavior: The State of the Science (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
Organizational Diagnostic Models
Falletta (2005) outlines several different organizational diagnostic models. The first such model is the Force Field model, developed by Kurt Lewin in 1951. In this model, an organization remains in as state of equilibrium until it is shifted out of that state by a driving force that overcomes the restraining forces. The current state then becomes a problem (Falletta, 2005). This model can be used to explain what situation an organization is in, and even how that situation came about. The downside is that it provides little in terms of information about how the company can move to its new equilibrium point. But Lewin's model explains how companies enter into an equilibrium state. The company's current equilibrium has still allowed for steady gains in revenue and profit based on growth, but stability in profit margin (MSN Moneycentral, 2014).
Leavitt's model is a somewhat different representation…
Falletta, S.V. (2005) Organizational Diagnostic Models: A Review and Synthesis. Retrieved January 15, 2014, from http://www.iei.liu.se/fek/frist/723g16/files/1.120328/Orgmodels.pdf
McMillan, T. (2014). Can Whole Foods change the way poor people eat? Slate.com. Retrieved November 28, 2014 from http://www.slate.com/articles/life/food/2014/11/whole_foods_detroit_can_a_grocery_store_really_fight_elitism_racism_and.html
MSN Moneycentral. (2014). Whole Foods Market. Retrieved November 28, 2014 from http://www.msn.com/en-us/money/stockdetails/fi-126.1.WFM.NAS?symbol=WFM&form=PRFIEQ
National Defense University, Systems Thinking and Learning Organizations, Retrieved November 7, 2012 from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt1ch4.html
" (Simon, 188) the fundamental perspective here is that leadership and the ability to apply actions based on culturally driven decisions are central to helping members of the organization learn in a concrete manner how best to accord with the reigning culture.
In order for this to occur though, there must be a certain initial scrutiny and selectiveness where leadership and personnel are concerned, endorsing an organization-wide emphasis on the quality of personnel. This implicitly brings us to consideration of the application phase in terms of learning organizational culture, which is inevitably associated to all actionable aspects of an organization's structure and operations. The correlation between recruitment, personnel makeup and leadership personalities is perhaps threaded by the common string of day-to-day responsibility within an organizational culture. And quite certainly, we see the stamp of organizational culture on so many of the most important applicable indicators. Schein, to this end, points…
Arnold, J., Cooper, C. & Robertson, I.T. (1995). Work psychology: Understanding human behavior in the workplace, Pitman Publishing, London.
Beer, M. & Walton, E. (1990). Developing the competitive organization: interventions and strategies. American Psychologists, 45(22), 154-161.
Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. Harper and Row, New York.
Bowditch, J.L. & Buono, a.F. (1994). A primer on organizational behavior. John Wiley and Sons Inc. New York.
Change anywhere is never easy, in fact most people in an organization usually have a difficult adjustment when it comes to that. However, it is a process that cannot be avoided, it must happen. An organization may have no other choice but to change. hen this occurs, it is important to make sure that the employees are all on the same page and that this change is good and scary at the same time. There are so many various reasons for an organization to change, for instance a sudden change of the financial climate or the arising threat of competition. Through getting a good understanding of the procedure and theory of organizational change, an organization such as the Fairfax Media Group can manage change in the best conceivable way.
In Jennifer M. George's and Gareth R. Jones book, Contemporary Management, organizational change is well-defined as "the crusade of…
Fisher, D.R. (2000). Global and domestic actors within the global climate change regime: Toward a theory of the global environmental system. Journal of Organizational Change Management, 17(3), 221-234.
Ford, R. (2004). Organizational learning, change and power: Toward a practice-theory framework. The Learning Organization,, 13(5).
Macri, D.M., Tagliaventi, M.R., & Bertolotti, F. (2002). A grounded theory for resistance to change in a small organization. Journal of Organizational Change Management, 15(3), 292-310.
Nelson, L. (2005). A case study in organisational change: Implications for theory. The Learning Organization, 12(3), 18-30.
Furthermore, the change leader should have developed a more universal approach, showing how it would benefit all departments and be the correct fiscal procedure as well, thereby including all member of the organization as a team.. (Patterson, Grenny, Maxfield, McMillan & Switzler, 2008) by including more of the directors in on her original thinking she would have been able to develop more support before going in front of the management team. She lacked a more encompassing vision. This would have helped get the project moving more quickly and would have had everyone engaged in the action. This would have had more directors proactive and positive when discussing it with their staff, going a long way towards outweighing the resistance to change.
Brenneman, G. (1998). ight away and all at once. Harvard Business eview, 76;(5), 162-173.
Demings, W.E. (2005.). The w. edwards demings instate.http://www.deming.org/
etrieved on September 17, 2005
Brenneman, G. (1998). Right away and all at once. Harvard Business Review, 76;(5), 162-173.
Demings, W.E. (2005.). The w. edwards demings instate. http://www.deming.org/
Retrieved on September 17, 2005
Hirschhorn, L. (2002). Campaigning for change. Harvard Business Review, 80(7), p98-104
Such a culture will help the employee to become familiar with the work environment much more quickly.
Employee retention should also be higher in this type of organization. The reasons for this can be found in the reasons why employees generally leave organizations. New employees are usually excited about their work, as it is unfamiliar and new. Once familiarity and routine set in, employees become bored, and the quality of their work could suffer. This can work concomitantly with feelings of being isolated from the goals and objectives of the company. A new recruit is generally aware of these goals and objectives, or at least those of his or her own part of the work. oredom and routine could result in recruits seeking the realization of their ambitions elsewhere.
This can be prevented during the organizational socialization phase. A new employee who is excited about the new company and work…
Belilos, Claire (1997). The Learning Organization. CHIC Hospitality Consulting Services. http://www.easytraining.com/learning.htm
Chopp, Steve & Paglia, John K. (2002). Build a Culture of Value Creation: Three essential steps for value-based management. Graciado Business Report, Vol. r, Iss. 1. Graciado School of Business Management, Pepperdine University. http://gbr.pepperdine.edu/021/vbm.html
Mallinger, Mark & Rizescu, Ileana. (2001). Personality Traits and Workplace Culture. Graciado Business Report, Vol. 4, Iss. 1. Graciado School of Business Management, Pepperdine University. http://gbr.pepperdine.edu/011/culture.html
In this regard, the conflict in question is a small occurrence in a company with hundreds of employees. However, leaving it unmitigated could result in severe future conflicts and related failures. Because employees are encouraged to contribute to corporate governance in an egalitarian way, the unmitigated conflict could lead to major future problems that could relate to significant financial or reputation losses for the company. Simplification can result in a global ethical principal that all the company's employees should contribute to and adhere to.
The third principle of anticipation is Sensitivity to Operations. This means that all employees are aware of the systems responsible for the smooth functioning of the company. For the conflict involved, this is probably the most important principle. If both employees in question are aware of the system underlying the operations of MTO and how to effectively promote these operations, the conflict would be much easier…
Despite the fact that the form and the presentation of these models varies, fact remains that their foundation is basically the same, revolving primarily around elements such as employee motivation and empowerment, alignment to emergent demands or continuous assessment of behavior and results. All these concepts and ideas are best put into practice -- meaning also that the company stands an increased chance of successfully implementing change, becoming more flexible and a responsive learning organization -- through the creation and implementation of a management for change.
Also referred to as management of change, the concept is generically understood as the "set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change" (Tech-FAQ, 2009). The greatest challenge of the change management is that of overcoming the resistance to change. This is a natural reaction of the organizational staff…
Gelfand, B., 1988, The Creative Practitioner: Creative Theory and Method for the Helping Services, Routledge, ISBN 0866566597
Kotter, J.P., Cohen, D.S., 2002, The Heart of Change: Real-Life Stories of How People Change Their Organizations, Harvard Business Press, ISBN 1578512549
Ward, M., 1995, Why Your Corporate Culture Change Isn't Working -- And What to Do About It, Gower Publishing Ltd., ISBN 0566077337
2009, What Is Change Management? Tech-FAQ, http://www.tech-faq.com/change-management.shtml last accessed on November 16, 2009
The theory of Honey and Mumford, describes the styles and learning strategies. It incorporates much of the theory of Kolb's learning cycle, making it more intelligible.
It is important to discuss these strategies with students. (Marsick and atkins, p132-51) hile this allows the teacher to become aware of the need to vary their teaching because they do not exist in universal, it also allows learners to realize that everyone learns differently.
So its dominant learning strategies can influence its working methods and student personnel can then optimize them. It may also become more self-confidence. Honey and Mumford (1986) take away from Kolb (1984) the idea of an experiential learning model in four stages they call: experience, the return on experience, drawing conclusions and planning. (aring and Evans, p117-28)
According to them, each phase has specific behaviors and attitudes and is important to successfully complete the learning process itself.…
Lam, Y.L. Defining the effects of transformation leadership on organization learning: a cross-cultural comparison: School Leadership & Management, 2002, pp 439-52.
Marquardt, M. Action learning in action: Transforming problems and people for world- class organizational learning. Palo Alto, CA: Davies-Black Publishing, 1999, pp45-49.
Marsick, V.J., and Watkins, KE. Demonstrating the value of an organization's learning culture: The Dimensions of Learning Organizations Questionnaire, Advances in Developing Human Resources, 2003 5, pp132-151.
Evans, C. And Graff, M. "Exploring style: enhancing the capacity to learn?," Education & Training, Vol. 50, 2008, pp. 93-102.
he findings in the article are persistent in that they show that these themes are important. However, whether they are persistent in the sense that they appear in every organization and are changing with the culture is harder to say. here are so many organizations today, big and small, and they all operate in different ways. No two organizations are completely identical and this must be taken into account more carefully, because one cannot make a blanket statement regarding organizational behavior and culture.
Research that is done into organizing is not only building upon but also extending many of the traditional concepts that have been seen in the field (Rousseau, 1997). his must continue. here are also some assumptions of organizational behavior research which are now finally being superseded by those people and ideas and assumptions that are more responsive to a new era in organizational behavior (Rousseau, 1997). hat…
There are several key research themes in the article, and these include emerging employment relations, goal-setting and self-management, managing the performance paradox, organizational learning, organizational change, individual transitions, discontinuous information processing, and implications for change based on work-nonwork relationships (Rousseau, 1997). The findings in the article are persistent in that they show that these themes are important. However, whether they are persistent in the sense that they appear in every organization and are changing with the culture is harder to say. There are so many organizations today, big and small, and they all operate in different ways. No two organizations are completely identical and this must be taken into account more carefully, because one cannot make a blanket statement regarding organizational behavior and culture.
Research that is done into organizing is not only building upon but also extending many of the traditional concepts that have been seen in the field (Rousseau, 1997). This must continue. There are also some assumptions of organizational behavior research which are now finally being superseded by those people and ideas and assumptions that are more responsive to a new era in organizational behavior (Rousseau, 1997). That is important because it shows a lot of progress, but there are still questions to be answered. The most pressing of these questions is whether the changes that are taking place apply to all types of organizations or whether the size of the organization and the culture of it are larger factors than the 'fact' that the organizational behavior seems to be changing overall. Without being able to look at organizations from all different types of groups and cultures it is truly very difficult to say that organizational behavior overall is really that different. One must have a clear definition of what makes up an organization, what kind of behavior that organization had in the past, and then how it changed and why in order to really present a clear picture of the entire issue.
Rousseau, Denise M. 1997. Organizational behavior in the new organizational era. Annual Review of Psychology, 48, 515-546.
Google is a Learning Organization
Worth more than General Motors, Disney and McDonald's combined, Google is a leading provider of information services today. This company achieved its meteoric growth in large part due to its ability to respond to changes in the marketplace and provide innovative solutions to consumer and business information needs (Morrison, 2003). Innovation, though, requires creativity and experimentation, but Google has learned how to accomplish this effectively by encouraging a reinforcing loop process throughout its organization (Sungkhawan, 2011). In fact, engineers and managers at Google are allowed 20% of their work time to devote to their own personal projects and tacit knowledge is shared in a reinforcing feedback fashion (Tidd & Bessant, 2013). For example, Tidd and Bessant report that, "Technical employees are expected to spend 20% of their time on projects other than their core job, and similarly managers are required to spend 20% of their…
Morrison, D. (2003). E-learning strategies: How to get implementation and delivery right first time. New York: Wiley.
Senge, P. (1994). The fifth discipline. New York: Doubleday.
Signorelli, P. & Reed, L. (2011, May-June). Professional through growth learning communities:
Knowledge comes with teamwork, and fun-all across the organization. American Libraries, 42(5-6), 56-59.
Paroby and White published "The ole of Shared Vision and Ethics in Building an Effective Learning Organization" in 2010. The article, published in the Southern Journal of Business and Ethics, stresses the importance of ethical leadership within a hierarchal organization as well as the necessity for clearly defined organizational culture with the presence of ethical leadership. Paroby and White put particular stress on these issues in light of numerous prominent ethical scandals within some of the most well-known brands in business. The authors, after providing a context within which to consider their ideas, use the United States military as an example organization to illustrate how some of their ideas play out in reality.
The authors may have more than one intended audience. Certainly, an intended audience is other researchers interested in organizational culture, ethics, and business leadership. Furthermore, an intended audience could be individuals who operate, own, or…
Paroby, P., & White, D. (2010) The Role of Shared Vision and Ethics in Building an Effective Learning Organization. Southern Journal of Business & Ethics, 2, 133 -- 143.
An Analysis Based on Morgan's Cultural Metaphor
When one thinks about the word "culture," one tends to think about some far-away, exotic place where people in elaborate costumes perform mysterious rituals. While it is certainly true that people on the other side of the world from wherever one lives certainly have their own culture, it is vital to remember that all people have their lives deeply influenced by culture. We each live in a number of different cultures: The culture of our family, of our neighborhood, of the place where we work, sometimes of a religious and ethnic community. Culture is simply an agreement among the members of a group about how they will behave, what their values are, and how they will communicate with each other. Culture determines how we each interact with each other on a daily basis.
The paper examines the organizational culture of a…
Grisham, T. (2006). Metaphor, poetry, storytelling and cross-cultural leadership. Management Decision, 44(4), 486-503.
Harris, J. & Barnes, K.B. (2006). Leadership storytelling. Industrial and commercial training, 38(7), 350-353.
Jensen, D.F.N. (2006). Metaphors as a bridge to understanding educational and social contexts. International Journal of Qualitative Methods, 5(1), Article 4, 1-17.
Leder, G. (2007). The power of metaphors: Use of clever analogies to simplify complex subjects and you might just get clients to take your perspective. On Wall Street 17 (5), 88.
The natural environment provides students with a calm and quiet place to unwind from the noises of the classroom. It nurtures and supports animal-life all year round. This is critical for areas where commercial and residential development is reducing most natural areas. Wildlife especially needs help during the cold and snowy months. Students can also see how it benefits the environment. It also helps connect students to the world of nature. Increasingly, because children are spending more and more times indoors, they are losing touch with nature.
Humans, because they spent their first 14,000 years in nature, have a special bond with the outdoor world. When they are taken away from this environment, through cities, lack of parks, no outdoor play, there can be psychological affects. When taking time to enjoy nature, children will feel better about themselves and the world at large.
We are also going to put a…
Besecker, I. (June 11, 2000). Greensoboro News and Record. Insanity of Testing Mania.
Bredderman, T. (1985). Laboratory programs for elementary school science: A meta- analysis of effects on learning. Science Education, 69(4), 577-591.
Carpenter, R. (1963). A Reading Method and an Activity Method in Elementary Science Instruction. Science Education, April.
Hake, R. (1992). Socratic Pedagogy in the Introductory Physics Laboratory. The Physics Teacher 30(9), 546-552
Locate a copy of an organizational chart of your company, division, or department. If you do not have access to an organization chart, you can find examples of organizational charts on the Internet searching on Alta Vista, http://www.altavista.com/, for the term "company organizational charts." What type of organizational structure does the organization currently have? Is the structure functional, geographic, product, network, or a hybrid? Is it mechanistic or organic? How effective is the current structure? Could or should it be more organic? What changes would you make if you were a top executive? Explain why.
Organizing and Leading
The organizational chart example provided here illustrates a formal structure based on job function. The structure of the chart suggests a mechanistic way of conducting business as the lines of reporting are clearly demarcated and indicate functional relations between the positions. A dotted line drawn between the Construction Group…
Learning that is imparted through an educational institution or training company within the workplace setting in known as Work-based learning (WL). WL is administered by an external teacher in professional capacity and supervised by an employee of the company where WL is imparted. An exhaustive literature review indicates that it was only after Moser report's shocking revelations, regarding lack of literacy, language, and numeracy skills in one out every five adults in ritain that U.K took expedited policy actions to introduce WL. WL is relevant for all adult and young learners and more pertinent for instruction of English as a second language (ESL). Since medium of interaction and business transactions in U.K is English, instruction of ESL is essential for empowering vast percentage of population that does not have requisite skills to compete in labor market due to lack of language skills. Increased use of computers and multimedia in teaching…
Anderson, RC & Freebody, P 1981. 'Vocabulary knowledge'. In J.T. Guthrie (Ed.),
Beck, IL, McKeown, MG & Kucan, L 2002. 'Bringing words to life: Robust vocabulary instruction'. New York: Guilford.
Becker, HJ 2000. 'Pedagogical motivations for student computer use that lead to student engagement'. Educational Technology, Vol. 40, no. 5, pp. 5-17. Viewed on 6 Mar 2013, [http://www.crito.uci.edu/tlc/findings/spec_rpt_pedagogical/ped_mot_pdf.pdf]
Brown, HD 2001. 'Teaching by principles: An interactive approach to language pedagogy'. (2nd ed.). White Plains, NY: Longman.
Organizational theory refers to the behavioral and social theories which help in the understanding of both informal and formal organizations. It makes references to a number of fields - anthropology, sociology, psychology, semiotics, economics, communications science, history and cybernetics (Sage Publications, n.d). The field has become popular with sociological researchers. Many of these researchers, drawn from such fields as medical sociology, social movements, political sociology and education, have realized the need to study this concept because of the role in empirical research that big organizations play. Scholars out of this field have always found discussions regarding organizational theory arcane. These scholars also hold the view that all that organizational theory concerns itself with is firms and so it is not applicable in other social situations. The formal or complex organization is the study object in organizational theory. Assumptions are made that there exists goals, rules, hierarchy and definitions of membership…
Ascher, W. (2000). Applying classic organization theory to sustainable resource & environmental management. Retrieved from http://law.duke.edu/news/papers/ascher.pdf
Boundless. (2014). Why Study Organizational Theory?. Retrieved from https://www.boundless.com/management/textbooks/boundless-management-textbook/organizational-theory-3/why-study-organizational-theory-28/why-study-organizational-theory-163-7564/
Cohen, D, & Prusak, L. (2001). In Good Company. How social capital makes organizations work. Boston: Harvard Business School Press.
Conner, D. (1990). The changing nation: Strategies for citizen action (Handout materials). Atlanta: ODR, Inc.ent document.
Organizational Issues from the Responsibility Project (Liberty Mutual)
The video chosen from the Responsibility Project was "omen in the orld: Erin Ganju." Her story is meaningful for a number of reasons that will be reviewed in this paper. Ganju is the CEO of "Room to Read," an organization that seeks to help educate children (through reading and other skills) in order that today's children can grow up with the power to change the world for the better.
omen in the orld: Erin Ganju -- hat are the Important Issues? Ganju begins her video by explaining how "passionate" her parents were -- when she was just a child -- about sharing information with her regarding different cultures. A sense of "wanderlust" was "instilled" in her, Ganju explains. Importantly, Ganju's parents not only took their daughter to many interesting places, but the family read about each place they visited, encouraging both reading…
Deen, Thalif. (2011). UNESCO reveals huge secondary education gap worldwide. One World
South Asia. Retrieved November 12, 2012, from http://southasia.oneworld.net.
Foster, Wayne A., and Miller, Merideth. Development of the Literacy Achievement Gap: A
Longitudinal Study of Kindergarten Through Third Grade. Language, Speech, and Hearing
OGANIZATIONAL PHILOSOPHY AT WOK: TECHNOLOGY & ETHICS
Digital and information technology allows for new opportunities for education, including at the professional level. More and more, human resources use technology to assist in the modification and development of company culture. 21st century organizational leadership can be characterized by the realization that a clearly defined and strongly present organizational culture is key to success. Some of the most successful organizations are ones wherein their culture is adaptable and flexible. These same companies understand the importance and value of smooth transition and effective implementation of organizational change as well as promotion of organizational culture. Human esources is a department that is integral in the development and sustainment of the organizational culture. Human esources is additionally a depart that can facilitate organizational change(s). Human esources professionals should take the time to educate themselves and learn the ways in which technology can supplement…
Dewett, T., & Jones, G.R. (2001) The role of information technology in the organization: a review, model, and assessment. Journal of Management, 27, 313 -- 346.
Heracleous, L., & Barrett, M. (2001) Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation. The Academy of Management Journal, 44(4), 755 -- 778.
Jin, K.G. (2007) Information Technology Professionals' Perceived Organizational Values and Managerial Ethics: An Empirical Study. Journal of Business Ethics, 71(2), 149 -- 159.
Joe Salatino (evision)
Joe Salatino, president of Great Northern American case study
Joe Salatino is known as the Northern American President due to his determination and effort in maintaining high standards, in regards to his profession as a sales person. Joe was capable of hiring many employees in his organization, and used motivation as the major tool in helping his employees. The employees specialized in supplying general stationery and other appliances, to realize their objectives of maximizing production.
Attribution and Perception
Customers, according to Joe, are normal human beings. Human being has always been anxious and observant with the manner in which others behave, and relate it to how they behave themselves. There has always been a persistent urge to know differentiated reasons behind certain behavioral characteristics. If the attribution theory is used, it guides to explain how to get to know the causes of behavior,…
Hellriegel, D. & Slocum, J.W. (2007) Organizational Behavior: New York, Cengage Learning.
Learning Theories Knowledgebase (2012, April). Social Learning Theory (Bandura) at Learning-Theories.com. Retrieved April 29th, 2012 from http://www.learning-theories.com/social-learning-theory-bandura.html .
Lunenburg, F.C. (2011). Self-Efficacy in the Workplace. International Journal of Management, Business, and Administration, 2 ISSN 1047-7039.
Nelson, D.L. & Campbell, Q.J. (2007) Understanding Organizational Behavior: New York, Cengage Learning EMEA.
Culture must not simply be inclusive to an organization. Organizational internal culture must shift with the larger national cultural context in light of the needs posed by globalization.
Chapter 12: Strategic Competency and Organizational Design
IBM, showed a constructive ability to engage in organizational learning. Despite facing political obstacles such as 9-11 and prejudice against technology companies after the dot-com bust it has remained a huge, complex technological powerhouse. IBM's longer-term outlook is bright today, despite the obstacles it has faced, because the infrastructure within the organization allows growth. It has sound decision making chain of command that has stood it well over the years. Firms need to adjust to their environments and contexts as well as to influence them, and IBM has shown itself capable of doing so in terms of the firm's environment, size and…
Organizational Change in the Public Sector
This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major step in transforming public organizations. This proposal further hypothesis that establishment of long-term and productivity advantages are crucial throughout the organization.
SCOPE AND PURPOSE
Factor 1: Need for change
Factor 2: implement a Plan for change
Factor 3: create political internal environment for Change
Factor 4: Support and Commitment from managers
Factor 5: enhancing External Support
Factor 6: Provide Resources for change
Factor 7: establish Change
Factor 8: ascertain comprehensive Change
Determinants of implementing…
Abramson, Mark A., and Paul R .Lawrence .2001. The Challenge of Transforming
Administration and its influence on organizational change. Management Decision,
50(10), 1843-1860, Review 62: 555-67.
Armenakis, Achilles A ., and Arthur G .Bedeian .1999 .Organizational Change: A Review of Associates.
Organizational Theory #2
What core competences give an organization competitive advantage? What are examples of an organization's functional-level strategies?
Core competencies are those capabilities that are critical to a business achieving a competitive advantage in the marketplace. Typically, core competencies can be identified by certain common characteristics -- offering a benefit to the customer, difficult to imitate, uniquely identify the organization and easily leveraged to create many products or operate in many markets (Kern, 2010). The organization that is best able to use its resources to create value is in an ideal position to outperform the competition, thus creating advantage (Jones, 2010). Core competencies tend to change in response to changes in the environment. They are flexible, evolve over time and enable the company to enter apparently different markets with a clear and distinctive brand proposition. Examples of core competencies include manufacturing, research and development, new technology or organizational design…
Jones, G. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Terry, L.D., & Hoefer, R.A. (1995). Making politics and power respectable. Public Administration Review, 55(3), 298.
Organizational Strategic Plan eview
The plan currently under review is that of the uth K. Broad Bay Harbor K-8 Center and its implemented Florida Differentiated Accountability Program developed and put into use during the 2009-2010 school-year in hopes of improving the school's functioning and overall mission. The school at hand has consistently sought to discover and identify the individual strengths of each child in its facility in order to promote enthusiasm and the desire to learn, and to assist students in achieving academic success. The mission of the school, and its implemented plans, aim to provide a secure, innovative, and challenging environment that affords academic achievement and a technologically-rich program for students in order for them to develop a strong, firm foundation from which to succeed and meet the challenges of the 21st century. The plan at hand sets in motion distinct goals for teacher involvement, parental involvement, and for…
Fege, A. (2000). From fund raising to hell raising: new roles for parents. Educational Leadership, 57.7: pp. 39-43. Web. Retrieved from: ProQuest Databse. Accessed on 23 November 2011.
Florida Department of Education. (2011). Florida elementary school rankings: 2010-
2011. National Center for Education Statistics, 2011.1: pp. 1-9. Web. Retrieved from: LexisNexis. Accessed on 23 November 2011.
Greenlee, B. (2009). When school advisory councils decide: spending choices for school improvement. Planning and Changing, 38.3-4: pp. 222-251. Web. Retrieved from: ProQuest Database. Accessed on 23 November 2011.
Strategic Management of Human esources
Human resource is considered as the most precious asset for business organizations. The financial performance and growth in the industry heavily depends upon the way an organization's employees perform at the workplace (Edwards 2003). A dedicated and committed workforce contributes towards a high level of operational excellence and market competitiveness. Therefore, it should be among the top priorities for an organization to manage its human resource in an effective and efficient way (ose 2004).
Strategic Human esource Management deals with formulating policies and procedures for getting the best work from employees, implementing different techniques to motivate them, and assessing the future human resource requirements at the workplace (Saxena 2009). This paper explains the strategic human resource management policies of one of the World's Top software companies -- Adobe Systems Incorporated. These policies are required to meet the current human resource requirements of the…
Ashamalla, M., H., 1998, International Human Resource Management Practices: the Challenge of Expatriation. CR, Vol. 8, Issue 2, pp. 54-63
Adobe, 2012, Adobe Fast Facts 2011, Available from
Adobe, 2012, Commitment to Employees, Available from
Adobe, 2012, Professional Development, Available from [Accessed January 24th, 2012]
The Walt Disney
The Walt Disney Company
The Walt Disney Company
An organization is any social entity that has a well-designed structure to coordinate its functions, and the organization has to have a specific goal. Most organizations hardly work internally alone, but rather involve the external environments. Some organizations are profit oriented, like the business organizations, while others are non-profit making (Daft et al. 2010). In this context, a contemporary focus is overlooked towards the Walt Disney Company, a profound firm dealing with mass media and affiliated industrial operations.
Brief Company Profile
Walt Disney Company was founded in 1923, and has always kept the reputation in providing quality and extremely creative products, which consumers have loved ever since. The organization specializes in providing quality entertainment, services of media communication, broadcasting, television programs and live performances. The company, which is located in California (United States), exemplifies exponential characteristics that…
Barry, L. (2009) Think Like an Iconoclast: The Principles Of Walt Disney's Success: Rotman Magazine, Pg 108-110.
Daft, R.L., Murphy, J. & Willmott, H. (2010) organization Theory and Design: New York, Cengage Learning EMEA.
Forester, M. (2002) Table-Talk Perspective: Chain Store Age, 10870601, Vol.78, Issue 11.
Gershon, R.A. (1996) The Transnational Media Corporation: Global Messages and Free market Competition: New York, Routledge.
The relevance of understanding group behavior as well as group properties cannot be overstated. This is more so the case for those keen on becoming effective managers and/or members of various groups. Managers who happen to be familiar with group behavior within organizations are more likely to fast track the accomplishment of the various goals and objectives of their respective organizations by amongst other things using groups more effectively.
Nature of Groups and Group Behavior within Organizations
A group according to Griffin and Moorhead (2011, p.240) "is two or more people who interact with one another such that each person influences and is influenced by each other person." It is however important to note that apart from this definition, several other definitions of a group have been proposed by various authors.
Types of Groups
In basic terms, groups can be divided into two. On one hand…
Griffin, R.W. And Moorhead, G. 2011. Organizational Behavior: Managing People and Organizations. 10th ed. Mason, OH: Cengage Learning.
Hellriegel, D. And Slocum, J.W. 2007. Organizational Behavior. 11th ed. Mason, OH: Cengage Learning.
Martin, J. 2005. Organizational Behavior and Management. 3rd ed. Bedford Row, London: Thomson Learning.
"Performance Management" and "People Performance"
Performance Management and People
"Performance Management" and "People Performance"
The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over the world. The major focus of the paper is to discuss the implications of these models for the success and prosperity of an organization. The main body of the paper discusses these models from a critical perspective and explains their major components in detail.
The most important strategies which are recommended by Performance Management model include performance appraisal and reviews, training and skills development, Management by Objectives (MBO), the techniques to manage the low performers,…
Armstrong. M, 2012, Armstrong's Handbook of Human Resource Management Practice, 12th edition. U.S.: Kogan Page
Becker, B. & Gerhart, B. 1996, "The impact of human resource management on organisational performance: Progress and prospects," Academy of Management Journal, 39 (4): 779-801.
Becker, B. & Huselid, M. 2006, "Strategic Human Resources Management: Where do we go from here?," Journal of Management, 32 (6): 898-925.
Boselie, P., Dietz, G., & Boon, C. 2005, "Commonalities and contradictions in HRM and performance research," Human Resource Management Journal, 15 (3): 67-94.
Competitive Advantage through Human esource Management Practices
Human esource Management Practices
Competitive Advantage through Human esource Management Practices
HUMAN ESOUCE Management
Human esource Management involves all those activities which are related to the management of workforce or employees of an organization. It is also one of the core functions which managers perform at the workplace. Human esource Management entails activities like recruitment and selection, training and development, performance assessment, compensation, leadership, and motivation at large (Chadwick & Dabu 2009). Basically, Human esource Management focuses on recruitment, management, guidance, and motivation of employees in an organization. In the past, HM was just restricted to two core functions: employee management and motivation. Now, it has emerged as one of the biggest strategic issues in the business world (Kandula 2007).
With the passage of time, the scope and functions of Human esource Management have also increased. Now, it also involves employee…
Armstrong, M. 2007, A handbook of Human Resource Management Practice, 10th Edition. London: Kogan Page
Baudler, C.R. 2011, Employee Engagement: Through Effective Performance Management by Edward M. Mone and Manuel London, Personnel Psychology, 64 (3): 813-816.
Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D., & Wood, S.J. 2008, The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study, Personnel Psychology, 61 (1): 467-501.
Browning, V., Edgar, F., Gray, B., & Garrett, T. 2009, Realizing Competitive Advantage through HRM in New Zealand Service Industries, The Service Industries Journal, 29 (6): 741-760.
Organizational eframing Program
Four Frames of Organizational eframing
Human esource: -
Structural Contingency Theory
Structural Contingency Theory in Human esource Management:-
Social Network Analysis
Impact of reframing plan and ethical issue's
Impact on the department being reframed:-
Impact of reframing on other departments:-
The study shows an organizational plan of a department. The aim of the study is to emphasize on how the theory of organizational life is applicable with the help of utilization of the action research process.
eframing means to redirect or change the way of thinking and look at things with a complete different mindset. In simple terms reframing is change of plans or basic details of an idea. Looking at events from a complete different mindset helps you to avoid individual biases. It also emphasizes the importance of adjustments and flexibility in the organization. The process of reframing suggests finding out…
Hatch, M.J. (2006), "Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press
Kanigel, R. (1997). The One Best Way, Frederick Winslow Taylor and the Enigma of Efficiency. London: Brown and Co
Robbins, Stephen P. (2004) Organizational Behavior - Concepts, Controversies, Applications. 4th Ed. Prentice Hall
Fredric M. Jablin, Linda Putnam (2000). The new handbook of organizational communication: advances in theory. p.146
Organizational Cultures: Annotated Bibliography and Summary
Aronson, Z. And Patanakul, P. 2012. "Managing a group of multiple projects: do culture and leader's competencies matter?" Journal of the Knowledge Economy, 3(2): pp.
Web. etrieved from: LexisNexis Database. [Accessed on 21 May
This article focuses significantly on how team culture within an organization is a pivotal factor that contributes to a team being able to successfully complete a project. A focus is made on the role of the project manager to not only introduce a team to a project, but hone the group's culture in terms of knowledge, communication, and teamwork in order to maximize the team's effectiveness, which is a method that can be utilized in any working environment.
Heeroma, D., Melissen, F., Stierand, M. 2012. "The problem of addressing culture in workplace strategies. Facilities, 30(7-8): pp. 269-277. Web. etrieved from:
LexisNexis Database. [Accessed on 21 May
Tatum, M. 2012. "What is corporate culture." Wise Geek. Web. Retrieved from:
http://www.wisegeek.com/what-is-corporate-culture.htm . [Accessed on 21 May
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus on facilitating learning, not imposing training." (Chapman, p. 1) It is conceivable that an appeal to this approach might have spared much of the uncertainty that permeated Cutting Edge Paper during and after the changeover in ownership.
Another recommendation is for the opening of dialogue during the process of transformation so that leadership can become more attuned to the needs of personnel. It is conceivable that during this transformation and Cutting Edge Paper, some ambiguity might have been reduced if leadership…
Chapman, A. (2009). Organizational Change, Training and Learning. BusinessBalls.com.
Corley, K.G. & Gioia, D.A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2).
Eisenberg, E.M. (1984). Ambiguity as Strategy in Organizational Communication. Communication Monographs, 51, 227-242.
Eustis, J. & McMillan, G. (1997). Technology Initiatives and Organizational Changge: Higher Education in a Networked World. CAUSE '97.
Organizational behavior refers to the psychological and sociological habits and patterns evident in specific groups of people. It is often defined formally as "the study of individuals and groups in organizations," ("Organizational Behavior Today," p.2). The study of organizational behavior includes elements such as leadership traits and behaviors; the use or abuse of power, and the politics that characterize people's behavior within the organization. Because each organization functions according to different goals and missions, organizational behavior varies widely from sector to sector. Organizations which have as their primary aim to make profit will for instance behave differently than non-profit organizations; the individuals that comprise those organizations will demonstrate certain character traits that make them valuable to the organization as a whole. On the other hand, all organizations will demonstrate certain similar characteristics that are essential for the smooth functioning of any group of people. For example, the leaders in most…
Clark, Donald. "Leadership: Organizational Behavior." Big Dog's Leadership Page. .
'Organizational Behavior Today."
Wertheim, Edward G. "Historical Background of Organizational Behavior." .
Organizational Motivation Leadership
Effective and positive leadership is a basic foundation for any administrative institution to yield good results and therefore cause a great impact.
In this study we base our focus on a critical organization which is the infant daycare.
Infant daycare organization
Infant daycare centers are organizations that focus on the welfare of the child by providing care while the parent goes to work or gets engaged in other activities that may not allow the mother of father to be around the child during the day. The state requires that such organizations meet certain standards of safety, health and that the staff should have proper training. These institutions are normally equipped with fun toys and learning materials with the qualified caregivers trying as much as they can to make the life of infants as comfortable as possible. With the many challenges that infants face including having to master…
Bob Whipple, (2012). Leaders Creating Meaning. Retrieved April 4, 2012 from http://leadergrow.com/articles/105-leaders-create-meaning
CEO Flow, (2008). CEO Flow, (2008). The Four Rewards of Intrinsic Motivation. Retrieved April 4, 2012 http://www.ceoflow.com/2008/08/the-four-rewards-of-intrinsic-motivation/
David McCelland, (2012). Human Relations Contributors. Retrieved April 4, 2012