OB_org Culture Devlopment and Learning

8/3/2019 OB_org Culture Devlopment and Learning

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ORGANIZATIONAL-LEARNINGCULTURE

CHANGE & DEVELOPMENT

Presented ByVIKRAM SONI

....


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LEARNING

He who stops being better

stops being goodOliver Cromwell- British Politician and Soldier


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ORGANIZATIONAL LEARNING


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ORG. LEARNING MODELS

ArgyrisandSchn

Nonaka

and

Takeuchi


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ARGYRIS AND SCHN

Actions arechanged toget desiredoutcomes

SingleLoop

Actions are

Studiedandchanged.

DoubleLoop

Action

ResultWHY


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TYPES OF KNOWLEDGE

KNOWLEDGE

Tacit

Personal, Contentspecific, Individual,

Subjective

Explicit

Documented,Codified,

Systematic, Formal.


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NONAKA AND TAKEUCHI

SOCIALIZATION

EXTERNALIZATIONCOMBINATION

INTERNALIZATION

KNOWLEDGE

CREATION


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Learning Organizational :An organisation that learns and encourages learning amongits people. It promotes exchange of information between

employees hence creating a more knowledgeableworkforce. This produces a very flexible organisation wherepeople will accept and adapt to new ideas and changesthrough a shared vision.

Learning:Increasing knowledge, that is,increasing capacity for effective action.


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Types of learning


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Characteristics


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1Maintaining levels of innovation and remaining competitive

Being better placed to respond to external pressures

3Having the knowledge to better link resources to customer needs

4Improving quality of outputs at all levels

5Improving Corporate image by becoming more people oriented

6Increasing the pace of change within the organization

Benefits


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Efficiency

2 Inertia

Convenience

4 Training Mindset

5 Manager Engagement

Barriers


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Developing Workforce Teams and Groups Work Better

The Company Benefits

Greater motivationThe workforce is more flexiblePeople are more creative

Improved social Interaction

Knowledge sharingInterdependency

Breakdown of traditional communication barriersCustomer relations

Information resourcesInnovation and creativity

Conclusion

Practices of Learning Organizational will lead to..


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1

2

3

It refers to the totality of knowledge in an organization orsociety.

refers to the underlying values, beliefs, and codes

of practice that makes a community what it is

Originally an anthropological term

Introduction


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1Mind framework

2System of shared assumptions, values, and beliefs

that show people what is appropriate andinappropriate behavior3

Have a strong influence on employee behavior as well as

organizational performance.

Our focus


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1

Historical

4

Functional

2

Behavioral

5

Mental

3

Normative

6

Symbolic

Ways of looking at organizational culture


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1 Strongest assets or its biggest liability

2 Culture, or shared values within the organization,may be related to increased performance.

3 organizational culture is an effective controlmechanism dictating employee behavior.

Why does Organizational Culture Matter?

ASSET

LIABILITY


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Levels of Organisational Culture

Adapted from Schein 1980; Schein 1985

Scheins Definition-

A pattern of shared basic assumptions that

the group learned as it solved its problems of

external adaptation and internal integration,

that has worked well enough to be

considered valid and, therefore, to be taught

to new members as the correct way to

perceive, think, and feel in relation to those

problems


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Levels of Organisational Culture

SIMPLIFIED VERSION


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1

2

3

The power culture

Types of organizational culture

4

The role culture

The task culture

The person culture

INCREASING IMPORTANCE OF ORGANIZATIONAL CULTURE


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2

1

3

INCREASING IMPORTANCE OF ORGANIZATIONAL CULTURE

4

6

5

7

Improve efficiency, quality & speed of designing, manufacturing

and delivering product & services

Product innovation

Strategy innovation

Increasing workforce diversity

Process innovation & ability to introduce new technology

Cross cultural management of global enterprise

Facilitation & support of team work


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Collective commitment

FUNCTIONS OF ORGANIZATIONAL CULTURE

Fooling of organizational identity

Desired Behavioral patternSocialization of members


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Merger and acquisition 2

1 Composition of workforce

3 Planned organized change

CULTURAL CHANGE


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1 .

2 Organizational climate

3 Management style

CORPORATE CULTURE

Corporate values


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Timing Perponsiveness Communication Proffessional work etiquette Housekeeping

Infrastructure Commitment to results Performance recognition Quality cosciousness proactivity

sence of belonging team work group dynamics

socialisation practices Decission making

respect to others caring Interpersonal sensitivity

openness

WORK CULTURE

IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE DEMAND


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Primery values oforganization

Existing managementstyle and systems

IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE DEMAND

PRIMERY COMPONENTS

Essence oforganizationalculture

Individualautonomy

Organizati

onalstructure

Rewardorganization

consideration

conflict


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CONCLUSION

Helps the organization to accomplish what it desire toachieve.

Works as a great motivating impact to motivateemployees.


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3

2

1It includes the management of changes to the organizational culture,business processes physical environment, job design / responsibilities,staff skills / knowledge and policies / procedures.

It is generally considered to be an organization-widechange, as opposed to smaller changes such as addingnew person.

When the change is fundamental and

radical, one might call it organizationaltransformation

Organizational Change


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Factors inOrganizational Change

External Internal


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1

2

3

Technological Change

External Factors

4

Changes in Marketing Conditions

Social Changes

Political and Legal Changes


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1

2

Change in Managerial Personnel

Internal Factors

Deficiency in Existing Organization


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Planned Change

Structure

Task

People

Technology


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Technology related

Changes

1. ProblemSolving

2. Methods of Production

3. Data Processing

Task related

Changes

1. Internal WorkMotivation

2. Quality WorkPerformance

Structure related

Changes

1. No. Of Hierarchicallevels

2. Span of Management

3. Form of Organization

People related

Changes

1. Skills of People2. Behaviour of

People

Planned Change


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Process of Planned Change


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Resistance To Change

Efforts by employees to

block the intended changeis referred to as Resistanceto Change.

Resistance to Change hasbeen defined as:

...behavior which is

intended to protect anindividual from theeffects of real orimagined change


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1Resistance is a

natural and inevitablereaction in an

organization. You canexpect it

4

We manageresistance by

working with people,and helping them

deal with theirconcerns

2Resistance is sometimeshidden, so it may benecessary to take active

steps to find it

5

There are manyways to build

acceptance. It isimportant to be

flexible. Butpersist!

3There are many

reasons forresistance; it is

important tounderstand it

6

The key tosuccessful

management oforganizational

change lies in thepeople.

Resistance To Change


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Organizational Change

Management


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ORGANIZATIONAL

DEVELOPMENT

Abo t Organi ation De elopment (OD)


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About Organization Development (OD)

OD is about how organizations and people function and howto get them function better

Start Point when the leader identifies an undesirable

situation and seeks to change it.Focus - Making organizations function better (total systemchange).

Orientation - Action (achieving results through planned

activities).

No unifying theory just models of practice

OD is an organization improvement strategy

Start Point


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Intergroup conflictOrganization

Interpersonal conflicts

Low productivity

Poor alignment to organizations strategy

Start Point

Focus


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Focus

Change new state of things, different from old state of things

Can be viewed as an opportunity or as a threat

Change

First order change

Second order change

(making moderate adjustments)

(reinvent, reengineer, rewrite)

OD consultants are experts in organizational change

What needs to be changed and how to go about it

Orientation


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Orientation

Diagnosing

Taking Action

Re-Diagnosing

Taking New Action

This process is known as

Action Research

Change occurs based on the actionstaken

New knowledge comes from examiningthe results of the actions.

Three ingredients:

1. Participation

2. OD consultant (as collaborator & colearner)

3. Iterative process of diagnosis & action

Models and theories


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Models and theories

Kurt Lewin

Change is a three-stage processStage 1- Unfreezing the old behavior/ situationStage 2 - Moving to a new level of behaviorsStage 3 - Refreezing the behavior at the new level

Edgar Schein modified this theory by specifying psychologicalmechanisms involved in each stage

Later Ronald Lippitt, Jeanne Watson and Bruce Westleyexpanded this model into seven-stage model

Models and theories


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Models and theories Contd..

Phase 1

Phase 2

Phase 7

Phase 6

Phase 5

Phase 4

Phase 3

Developing a need for change.

Establishing the change relationship.

Diagnosing the client systems problem.

Examining alternative routes, establishing goals andintentions of action.

Transforming intentions into actual change efforts.

Stabilizing change.

Achieving a terminal relationship.

Seven stage model representing the consulting process

Systems Theory


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Systems Theory

Organizations are open systems in active

exchange with their environment

David A. Nadler

TheCongruenceModel

Systems Theory


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Systems Theory Contd..

Eric Trist

Sociotechnical Systems Theory (STS)

All organizations comprise of twointerdependent systems:

1. Social system

2. Technical system

To achieve high productivity and employee satisfaction,organizations must optimize both systems.

Changes in one system affect the other system.

Participation & Empowerment


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Participation & Empowerment

Participation in OD programs is not restricted to elites or toppeople; it is extended broadly throughout the organization.

Increased participation and empowerment have always beencentral goals and fundamental values of OD.

Participation enhances empowerment and empowerment inturn enhances performance.

Empowerment is the key to getting people to want toparticipate in change.

Managing the OD Process


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Managing the OD Process

Three basic components of OD programs:

Diagnosis Continuous collection of dataabout total system, itssubunits, its processes, andits culture

Action All activities and interventionsdesigned to improve theorganizations functioning

Programmanagement

All activities designed toensure success of the

program

Summary


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Summary

OD can make adifferenceGood understanding

Proper responseAdaptability


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Bibliography

Wikipedia.com

Youtube.com

OB by LM Prasad

Peter Sange Report on Learning Organization.


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