Chapter 15

1. Chapter 15 Designing and Leading a Learning Organization

2. Ex. 15.1 Leadership Evolution Stable Chaotic Era 2 Rational Management Era 3 Team Leadership Micro • Behavior theories • Contingency theories • Setting: • Vertical hierarchy, bureaucracy • Management functions • Confusion • Empowerment • Quality • Setting: • Horizontal organization • Cross-functional teams • Downsizing Scope Era 1 Great Man Leadership Era 4 Learning Leadership • Trait theories • Setting: • Pre-bureaucratic organization • Administrative principles • Shared vision, alignment, relationships • Facilitate change and adaptation • Setting: • Learning organization • E-Business Macro

3. Learning A change in behavior or performance that occurs as a result of experience

4. A cycle of action, feedback, and synthesis that all living organisms share Adaptive Learning Cycle • The reason the average life-span of Fortune 500 companies is only about • 50 years is because they focus so strongly on turning a profit that they shut • Down mechanisms that encourage learning and change.

5. Ex. 15.2 The Adaptive Learning Cycle Action Sensing Deciding Feedback Synthesis Learning

6. Mismatch Or errors Governing Values or Assumptions Actions Single-loop learning Double-loop learning

7. Learning Organization One in which everyone is engaged in identifying and solving problems

8. Ex. 15.3 Two Models of Organization Efficient Performance (Hard, rational model) Vertical Structure Routine tasks Rigid culture Formal systems Competitive strategy

9. Learning Organization (Soft, intuitive model) Horizontal structure Adaptive culture Empowered roles Personal networks Collaborative strategy

10. Ex. 15.4 Evolution of Vertical to Horizontal Structure B. Functional organization with process overlays A. Vertical functional organization

11. Ex. 15.4 (contd.) C. Horizontal organization based on processes

12. Tasks Versus Roles Task: a narrowly defined work assignment Role: a part in a social system

13. Ex. 15.5 An Organizational Communication Network (adapted) Marketing Manufacturing Engineering David Sharon

14. Open book management • Sharing data about budgets, profits, expenses, and other financial matters with everyone in the organization.

15. Competitive vs. collaborative strategy • Strategy emerges from the bottom up as well as the top down • Learning organizations have permeable boundaries and are often linked with other companies • Rigid vs. adaptive culture • The whole is more important than the parts, and the boundaries between parts are minimized • Equality is a primary value • The culture encourages change, risk taking, and improvement

16. Ambidextrous Organizations Flexible organizations in which leaders incorporate structures and management processes that are appropriate to innovation and learning, as well as to the efficient implementation of ideas

17. Knowledge Management The efforts to systematically gather knowledge, make it widely available, and foster a culture of collaboration and learning