LEARNING ORG PPT

8/7/2019 LEARNING ORG PPT

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Chris Jarvis 2

Mgg. Org. Change

Training policy

& programmes

recruitment,

redundancies

redeployment

Mission

Staffing plan

Skills audit

Performance review

Development action

Demand for

skills

Data for audit

Data to integrate

individual &organisational needs

Know-how for

competitive advantage

& performance

Skill gaps filled by

Development

needs

Current

performance

Improved capability,

competence + motivation

Training, seminars,

delegation, coaching, private

study, day release, learning

company, IIP

What's wrong with the Strategy & Training Model?


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Chris Jarvis 3

Mgg. Org. Change

Employee development approaches?

Laissez-faire - little or no training interest/activity

Training for workforce maintenance: induction, product, SoPs

Technical (know-how) training

Recognising, valuing & accrediting competencies (NVQs)

Systematic staff devel: appraisal, resourcing, coaching & mentoring

Empowerment through know

Supported self-organised learning, L3 & CPD

Management development

Off-the-job vs. on-the-job

Central training vs. devolved and out-sourced

ICT supported learning

Voluntarism and Investors in People

Learning Company model (abstraction). What is the concrete form?


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Chris Jarvis 4

Mgg. Org. Change

Investors in People: National voluntarism

top level, commitment to

develop all employees to

achieve business objectives

regular review of T&D needsof 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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Chris Jarvis 5

Mgg. Org. Change

What is a Learning Organisation?

"The essence of organisationallearning is the organisation's ability touse the amazing mental capacity ofall its members to create the kind ofprocesses that will improve its own"Nancy Dixon, 1994

"Organisations where peoplecontinually expand their capacity tocreate the results they truly desire,where new and expansive patterns ofthinking are nurtured, where collective

aspiration is set free, and wherepeople are continually learning tolearn together"

Senge P. 1990 The Fifth Discipline: The art andpractice of the learning organization, CenturyBusiness/Doubleday.

an abstraction pundits concepts introduced into imperative

language Contingency view

responsiveness to forces &

environment developments

otherwise we atrophy & die

supply-chain learning

be excellent, bright &successful

an abstraction pundits concepts introduced into imperative

language Contingency view

responsiveness to forces &

environment developments

otherwise we atrophy & die

supply-chain learning

be excellent, bright &successful


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Chris Jarvis 6

Mgg. Org. Change

Rowden on Learning Organisation

a model of strategic change in which everyone is engaged in

identifying and solving problems so that the organisation is

continuously changing, experimenting and improving, thusincreasing its capacity 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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Chris Jarvis 7

Mgg. Org. Change

Organisation Development - definitions

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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Chris Jarvis 9

Mgg. Org. Change

LO systems, mechanisms and processes

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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Chris Jarvis 10

Mgg. Org. Change

M. Pedler al: The Learning Company - 11 characteristics

Adopt a learning approach to strategy Participative policy making Informating (Information Systems) Formative accounting valuing, self-responsibility, appraisal,

targeting, resourcing and 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 all

http://sol.brunel.ac.uk/bola/culture/learnco.html


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Chris Jarvis 11

Mgg. Org. Change

Pedler stresses that

the model is

a simplification, symbolic rather than concrete, not complete or rigid, notsequential

So what is it then a paradigm of discourse? A state of being?

starts with strategy, ends with creation of learning opportunities &bubbling.

Flowery, metaphorical talk of ecological flows, energies, life forces &balances

"vertical & horizontal loop energy flows providing linkages between

individual & collective activity/change + dynamics between vision &

action".


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Chris Jarvis 12

Mgg. Org. Change

Shared

Vision

Team

LearningMental

Models

Personal

Mastery

Systems

Thinking

Peter Senges Five Disciplines


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Chris Jarvis 13

Mgg. Org. Change

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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Chris Jarvis 14

Mgg. Org. Change

Reality and Problems? Personal Mastery

Making It Work

Managers must redefine their job provide the right conditions for

employees to be proactive Generating a sense of purpose

The Tricky Part

Resistance to PM due to

difficulty in quantifying results

Ideas behind PM have been

heard before

People forced to develop PM

- may do more harm than

good

The Tricky Part

Resistance to PM due to

difficulty in quantifying results

Ideas behind PM have been

heard before

People forced to develop PM

- may do more harm than

good

How can this be

operationalised?

E

vidence of ithappening well?


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Chris Jarvis 15

Mgg. Org. Change

Reality and Problems? Mental Models

Making It Work

Skills learnt must be put into regular practice

continually challenged Strong role of manager to integratemental modelling and systems-

thinking skills

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 ways whenthey 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 ways whenthey are at work

How can this be

operationalised?

Evidence of it

happening well?


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Chris Jarvis 16

Mgg. Org. Change

Reality and Problems? Shared Vision

Making It Work

the focus and energy for learning

put together by many not a few better when considered intrinsicallyat the organisational level.

The Tricky Part

Compliance not commitment Extrinsic visions are usually personally held

and are defensive

Vision is usually top-down - do not have asgood an affect as they should.

The Tricky Part

Compliance not commitment Extrinsic visions are usually personally held

and are defensive

Vision is usually top-down - do not have asgood an affect as they should.

How can this be

operationalised?

Evidence of it

happening well?


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Chris Jarvis 17

Mgg. Org. Change

Reality and Problems? Team Learning

Making It Work

Everyone must pull in the samedirection

Teams must master the art ofdialogue and discussion

Conflict can still appear in goodteam learning

BUT essentially a unitary frame ofreference

The Tricky Part

practice, and consistency, no quick

fixes boredom sets in open minded with ones own views

and the views of others

The Tricky Part

practice, and consistency, no quick

fixes boredom sets in open minded with ones own views

and the views of others

How can this be

operationalised?

Evidence of it

happening well?


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Chris Jarvis 18

Mgg. Org. Change

Reality and Problems? Systems Thinking

Making It Work

Management must

understand concepts to put

into place look at the whole picture,

not snap shots in time

provide the rightworkplace conditions

The Tricky Part

People find it hard to see the wholepattern of change

takes time to see newly initiatedideas work easier to learn at an early stage

rather than uncouple tangled messes

The Tricky Part

People find it hard to see the wholepattern of change

takes time to see newly initiatedideas work easier to learn at an early stage

rather than uncouple tangled messes

How can this be

operationalised?

Evidence of it

happening well?


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Chris Jarvis 19

Mgg. Org. Change

Inhibitors to Becoming a Learning Organisation

Operational / Fire-fighting Short term fixes rather than long-term solutions How to focus on embedded systems and processes

Reluctance to train (or invest in training) Too many hidden personal agendas Tension between top-down order and bottom up anarchy Management exasperation?

The knee-jerk reaction to Theory Y failure?


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Chris Jarvis 20

Mgg. Org. Change

Hot air, recursive polemic?

The LO characteristics become

an energetic, normative, persuasive device for those wishing to managechange.

a professional "change agents'" model? Independent of the context oranalysis 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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Chris Jarvis 21

Mgg. Org. Change

Training by its nature pre-specifies outcomes.

A planned process to modify attitude, knowledge, or skill behaviour

through learning experience to achieve effective performance in an

activity or range of activities. Its purpose, in the work situation, is to

develop the abilities of the individual and to satisfy the current future

Manpower Services Commission, 1981

Training


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Chris Jarvis 22

Mgg. Org. Change

London Borough of Dickens

Achieved IiP status early 2001 Appraisals Programme of Training Courses Dept-wide Training Initiatives

Modern Apprenticeship, NVQs Valuing Diversity Lets Talk, Talk Back

Still creaky, bureaucratic Training budget agreed

1/3 held back for mgt developmenttraining! Mgt visibility - MbWA - not obvious!

Still creaky, bureaucratic Training budget agreed

1/3 held back for mgt developmenttraining! Mgt visibility - MbWA - not obvious!

How would you research the

evidence for L.B. Dickens being

a learning organisation?


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Chris Jarvis 23

Mgg. Org. Change

Training Courses - LB of Dickens

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 Using Windows XP Often external trainer - out-sourced. Problems of on-the-job follow-up &

integration into job performance

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 and Modern Apprenticeship


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Chris Jarvis 25

Mgg. Org. Change

LO and Transformational Leadership?

Assertion:

Managers and senior executives who aresuccessful leaders will not only respond to

change 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, tocreate 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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Chris Jarvis 26

Mgg. Org. Change

Transformational leadership theory

Context? late-20thC national & globalpol-econ. change

Contributors: Downton (1973), Burns(1978), Bass (1985), Bennis & Nanus

(1985), Tichy & Devanna (1986)

Bass surveyed 70 execs"In your careers, who transformed youin Burns' terms (raised awareness,

move up Maslow hierarchy . to

transcend self-interest).

Answer: usually an organisationalsuperior.

fresh thinking?

transformational leadercreates conditions for

followers to want to achieve

results and to fulfil

themselves.

bridges small group studies& leadership by movers &

shakers who transform

organisations


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Chris Jarvis 27

Mgg. Org. Change

From Laissez faire to Transactional

Laissez-faire not really leaders at all, avoid intervention, weak follow up, passivity,potential for confusion

Transactional leaders Management by exception

Passive: set standards/objectives, wait for, react to, reluctant intervention. Statusquo

Active: standards/objectives, monitor, correct, look for error,

enforce rules/procedures. Low initiative and risk-taking

Constructive transactions, contingent rewards agree standards/objectives, feedback, rewards for achievement.

outcome: performance that meets expectations. simplified in One-Minute Manager (Blanchard & Johnson 1982) Airport business library


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Chris Jarvis 28

Mgg. Org. Change

Transactional leadership in perspective

Mixed evidence - it may be desirable, even necessary. Contingentrewards underpin PRP

laissez-faire & transactional in directive, consultative, participative &delegative styles

Directive: 'These are the rules and this is how you've broken them'. Participative: 'Let's work out together the rules to identify mistakes'

Weaknesses Carrot/stick rewards, emphasis on plans, targets, systems, controls

management > leadership Assertion: fails to develop, motivate, bring to full potential (Bass)


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Chris Jarvis 29

Mgg. Org. Change

Transformational leader (Basss four 'I's)

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 (charisma) (II)


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Chris Jarvis 30

Mgg. Org. Change

Individualised consideration & Intellectual stimulation

IC

identifying individuals' needs & abilities, opportunities tolearn, delegating, coaching and giving developmentalfeedback. Spend time with individuals e.g. mentoring.

IS question status quo, encourage imagination, creativity,logical thinking and intuition.

unorthodoxy in character, symbolise innovation. compare UK motorcycles & Swiss watch market to Sony


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Chris Jarvis 31

Mgg. Org. Change

Inspirational motivation & ldealised influence

Inspirational motivation

clear vision, problems as opportunities,language & symbols

I had a dream ... Ask not what America can do for you.

Ask what you can do.. go the extra mile. Iacocca at Chrysler.

ldealised influence

Confident in communicating a virtuousvision

the buck stops here'. Purpose,persistence, trust, accomplishment overfailure. 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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Chris Jarvis 32

Mgg. Org. Change

Bass's modelII

IM

IS

IC

CR

MbEx-A

MbEx-P

Laissez

Faire

effective

passive active

ineffective

Learn TL!!

Avolio-Bass trainingpackage

Encouraging TL will

project confidence, commitment& competence

attract quality staff to the mission& challenge

develop people more fully torespond better to competition &

change


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Chris Jarvis 33

Mgg. Org. Change

Motorola's six-Sigma programme.

Transformational leadership application

defect-free parts within six standard deviations concepts, symbols and vision for world-class

quality

IS, IM, IC in promoting awareness,responsibility and self-monitoring

6


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Chris Jarvis 34

Mgg. Org. Change

Is transformational leadership cross-cultural?

exporting participative management or Theory Y from the USAto authoritarian cultures is like 'preaching Jeffersoniandemocracy to managers who believe in the divine right ofkings'.

Haire, Ghiselli and Porter 1966

Leadership - a universal phenomenon? context and culture influences Bass presents evidence from studies in Italy, Sweden, Canada, New

Zealand, India, Japan and Singapore

suggests that the notion needs only fine-tuning across cultures


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