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PRESENTATION ON
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top level, commitment to
develop all employees to
achieve business
objectives
regular review of T&D
needs of all staff
action to train & develop
individuals on recruitment
+ throughout employment
evaluate T&D to assess
achievement & improve
future effectiveness
written plan: business goals/targets, how
employees will contribute, assess needs
etc. Identify T&D resources
agree T&D needs with each employee.Link to NVQ if poss. Action: train new
recruits & improve skills of existing staff
Review investment, competence &
commitment of employees & skills learnt
against business plan + at all levels
T&D effectiveness reviewed by top level
renewed commitment & targets
accreditation to promote Er-led, quality, effective staff development
Why do it?
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"The essence of organisationallearning is the organisation's abilityto use the amazing mental capacityof all its members to create the kindof processes that will improve itsown"Nancy Dixon, 1994
"Organisations where peoplecontinually expand their capacity tocreate the results they truly desire,where new and expansive patternsof thinking are nurtured, wherecollective aspiration is set free, and
where people are continuallylearning to learn together" Senge P. 1990 The Fifth Discipline: The art and
practice of the learning organization, CenturyBusiness/Doubleday.
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a model of strategic change in which everyone isengaged in identifying and solving problems so that
the organ
isa
tion
is con
tinu
ou
sly chan
gin
g,experimenting and improving, thus increasing itscapacity to grow and achieve its purpose.
Rowden R.W. 2001, The Learning Organisation & Strategic Change, S.A.M.
Advanced Management Journal, Summer 2001, Vol 66, Issue 3 pg 117p
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Richard Beckhard Sloan School of Mgt1969
an approach to bring about..
planned change (aprogramme) usingbehavioural scienceknowledge.
organisation-wide, managedfrom the top
increase organisationaleffectiveness through ..
planned, systematicinterventions in theorganisation's behaviouralprocesses
Ralph Stacey 1993 Strategic
Management
".a long-term programme of
interventions in the social,
psychological and cultural beliefsystems of an organisation.
These interventions are based
on certain principles& practices
which are assumed to lead to
greater organisational
effectiveness"
Soft versus Hard?
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D Kolb, Rubin & McIntyre
Organisational Psychology, Addison Wesley
A model for
personal awareness
& development
Concrete
Experience
(Activist)
Reflective
Observation
(Reflector)
Abstract
Conceptualisation
(Theorist)
Active
Experimentation
(Pragmatist)
LEARNING
CYCLE
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Learning organisations are those that
have systems, mechanisms & processes in place,
are used to continually enhance their capabilities and those
who work with it or for it, to achieve sustainable objectives -for themselves and the communities in which they participate.
What systems, mechanisms and processes?
RequiresTrust, consistency, attitude of inquiryHigh levels of communicationConcern for interdependencies & interrelationships
RequiresTrust, consistency, attitude of inquiryHigh levels of communicationConcern for interdependencies & interrelationships
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Adopt a learning approach to strategy
Participative policy making
Informating (Information Systems)
Formative accounting valuing, self-
responsibility, appraisal, targeting, resourcingand review
Internal exchange (client-server relationships)
Reward flexibility
Roles and flexible, matrix structures
Boundary workers as intelligence agents Company-to-company learning
Learning climate
Self-development opportunities for allhttp://sol.brunel.ac.uk/bola/culture/learnco.html
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Shared
Vision
Team
LearningMental
Models
Personal
Mastery
Systems
Thinking
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Five Disciplines - expanded
Systems thinking
mind shift & understanding change processes. feedback to reinforce/counteract action. recognise recurring structures remove root causes/problems
Personal Mastery personal competence and vision developing patience to look at reality objectivelyMental Models
changing ingrained assumptions about influencing factors.
Shared Vision use instincts, intuition by sharing personal vision pictures of the futureTeam Learning
dialogue, discussion, group relationships accelerate org. learning thru. Synergy 2+2=5
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Making It Work
Managers must
redefine their job
provide the right conditions foremployees to be proactive
Generating a sense of purpose
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Making It Work
Skills learnt must be
put into regular
practice continually challenged
Strong role of manager tointegrate mental modellingand systems-thinking
sk
ills
The Tricky Part
Managers not always very skilled inimplementing new ideas
People find it difficult to challengeassumptions they believe to be the
case
Some people act in routinised wayswhen they are at work
The Tricky Part
Managers not always very skilled inimplementing new ideas
People find it difficult to challengeassumptions they believe to be the
case
Some people act in routinised wayswhen they are at work
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Making It Work
the focus and energy for
lear
nin
g put together by many not a
few
better when consideredintrinsically at theorganisational level.
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Making It Work
Everyone must pull in thesame direction
Teams must master the artof dialogue and discussion
Conflict can still appear ingood team learning
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Making It Work
Management must
understand conceptsto put into place
lookat the wholepicture, not snapshots in time
provide the rightworkplace conditions
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The LO characteristics become
an energetic, normative, persuasive device for those wishingto manage change.
a professional "change agents'" model? Independent of thecontext or analysis of change processes?
prescriptions - commitments to flexible, self-managing,incremental, experimental, participative activities ?
ethically correct, personal values model?
How well does down-sizing and asset stripping fit in?
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Training by its nature pre-specifies outcomes.
A plann
ed process to modifya
ttitu
de,kn
owledge, orskill behaviour through learning experience to achieveeffective performance inanactivity or range of activities.Its purpose, in the work situation, is to develop theabilities of the individual and to satisfy the current future
Manpower Services Commission, 1981
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1 5 days e.g.
Corporate induction
Health & Safety; Intro. to customer care; Managing absence
Recruitment & selection; Leadership for Team Coordinators
Staff appraisal & recruitment skills & equal opportunities Longer then a week e.g.
Two weeks Database Developer
Day-release for Postgrad (MBA/MSc)
Professional training e.g. ACCA, CIMA, RICS
Diploma in Social Work NVQs andModern Apprenticeship
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Corporate training put higher on agenda
Corporate aims adopted at dept level.
focus on ensuring that staff attend certain compulsory
cou
rses. Non-compliance means staff will be unable to undertake
key elements of work which may cause serious effects ondepartment operations.
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Assertion:
Managers and senior executives who aresuccessful leaders will not only respond tochange positively but also actively create
change.Characteristics:
Leaders with a particular drive, a desire to bringorder out of chaos, or, if something is too cosy,to create chaos in order to bring change.
projecting a particular ethos and culture powerful vision of where their companies or
their societies are heading.
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Directive: 'These are the rules and this is how you'vebroken them'.
Participative: 'Let's work out together the rules toidentify mistakes'
Weaknesses
Carrot/stick rewards, emphasis on plans, targets,systems, controls
management > leadership
Assertion:
fa
ils to develop, motivate, bri
ng to f
ull pote
nti
al(Bass)
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promotes follower desire for achievement & self-
development. teams, esprit de corps, autonomy, synergy, belief,
value
Four 'I's.
lndividualised consideration (IC)
Intellectual stimulation (IS) Inspirational motivation (IM)
ldealised influence (II)
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Inspirational motivation clear vision, problems as
opportunities, language &symbols I had a dream ...
Ask
n
ot wha
t America
can
dofor you. Ask what you cando..
go the extra mile. IacoccaatChrysler.
ldealised influence Confident in communicating a
virtuous vision the buck stops here'. Purpose,
persistence, trust,accomplishment over failure.Respected for personal ability
Leadership .. the pricelessgift you earn from those whowork for you. I have to earnthe right to that gift, and
continuously re-earn (it).John Harvey-Jones (ICI)
Gandhi, Luther King,Thatcher, Blair
Hitler, Jim Jones
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Almost organizations are used theLearnig organization.
For e.g. At the
IT INSTITUTE
EDUCATON INSTITUTE
RESEARCH CENTER
All organization must need Learning OrganizationBecause All day some new invention is been come thatmake the generation life easier.
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Thank You