Download
bs3916 thinking about management n.
Skip this Video
Loading SlideShow in 5 Seconds..
BS3916 Thinking about Management PowerPoint Presentation
Download Presentation
BS3916 Thinking about Management

BS3916 Thinking about Management

87 Vues Download Presentation
Télécharger la présentation

BS3916 Thinking about Management

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. BS3916 Thinking about Management 7: Learning Organisations

  2. BS3916 Thinking about Management7: Learning Organisations Typical definition: • A ‘learning organisation’ harnesses the full brainpower’ knowledge and experience available to it, in order to evolve continually for the benefit of all its stakeholders (Mayo and Link) • An umbrella concept interpreted differently from different perspectives • Like Business process Re-engineering, Knowledge Management • One root in Organisation Development literature

  3. BS3916 Thinking about Management7: Learning Organisations • Also colonised from TQM and Organisational Learning literature • coincidence of the rise of of ‘lifelong initiatives’ in society • interest in individual and organisational adaptability lie behind: • Learning organisation described as essential for continuously evolving and competitiveness in ‘fast-changing, globalising etc… world’

  4. BS3916 Thinking about Management7: Learning Organisations • for the individual • Personal development • New ways of conceiving individual roles and jobs (a key part of the individual’s job being to change their job) • New concepts of training (learning ac active, training as passive)

  5. BS3916 Thinking about Management7: Learning Organisations • for the organisation • Personal development that is complementary to competitive business strategy • Organisational flexibility • Organisational learning (e.g. double loop, learning how to learn) • Organisational adaptation and innovation (‘generative learning’: Senge)

  6. BS3916 Thinking about Management7: Learning Organisations Senge, Peter (1990), The Fifth Discipline utilises 5 key concepts: • Systems Theory ‘Systems archetypes’ help managers spot repetitive patterns such as the way that certain kinds of problem persist or the way that systems have their own inbuilt limits to growth

  7. BS3916 Thinking about Management7: Learning Organisations 2. Personal Mastery Living life from a creative as opposed to a reactive viewpoint. This involves continually learning how to see current reality more clearly. The gap between vision and reality produces the creative tension from which learning emerges

  8. BS3916 Thinking about Management7: Learning Organisations 3. Mental Models In Schein’s terms, these are the ‘basic assumptions’ of the organisation. Managers must recognise the power of patterns of thinking at organisational level and the importance of enquiry into the nature of these patterns

  9. BS3916 Thinking about Management7: Learning Organisations 4. Shared Vision Shared vision can develop from personal vision i.e. a view is internalised by several organisational members

  10. BS3916 Thinking about Management7: Learning Organisations 5. Team Learning Teams learn by dialogue and discussion until there is agreement on the best alternatives available

  11. BS3916 Thinking about Management7: Learning Organisations Obstacles to creating Learning Organisations.. Managers are unhappy about handing over power Managers typically controlled training budgets but in the learning organisation, managers surrender a great deal of this power to the individual

  12. BS3916 Thinking about Management7: Learning Organisations Learning requires flexibility, a willingness to risk something new and the authority to try it Managers are more likely to sweep mistakes under the carpet than attempting to learn from them

  13. BS3916 Thinking about Management7: Learning Organisations Dealing with uncertainty The learning organisation creates uncertainties and ambiguities in areas which previously seemed clear

  14. BS3916 Thinking about Management7: Learning Organisations Accepting responsibility Individuals need to accept responsibility for their own learning, not blaming others for a lack of development opportunities

  15. BS3916 Thinking about Management7: Learning Organisations Learning organisations require new skills Managers need to learn listening skills and be able to act as facilitators

  16. BS3916 Thinking about Management7: Learning Organisations Trust Reared on the concept of ‘divide and rule’ the notion of trust does not come easily to managers.

  17. BS3916 Thinking about Management7: Learning Organisations Learning within organisations… ‘Ordinary’ people have great potential to be creative in their personal lives but this potential is not typically exploited in organisations.

  18. BS3916 Thinking about Management7: Learning Organisations Learning within organisations… Educational systems have traditionally tended to encourage theconvergent thinker (one true correct answer) rather than thedivergent thinker (how many different solutions to a given set of parameters)

  19. BS3916 Thinking about Management7: Learning Organisations Learning within organisations… Traditional theory of bureaucracy is that it consists of applying formal rules to particular cases that come before it without fear or favour. Taken to excess, this becomes the bureaucratic personality (more than my job’s worth!)

  20. BS3916 Thinking about Management7: Learning Organisations Learning within organisations… In any case, organisations typically find it difficult to handle individuals who constantly question or attempt to redefine procedures

  21. BS3916 Thinking about Management7: Learning Organisations Learning within organisations… Individuals ‘cue in’ on how to carry out their initial and subsequent jobs by doing, observing, trial and error, influence of peers, influence of supervisors and mentors. This is not likely to result in radical change!

  22. BS3916 Thinking about Management7: Learning Organisations Learning within organisations… But individuals also acquire additional knowledge, attend courses, reflect upon current experiences etc. Therefore employee development becomes problematical i.e. a tension arises between routine organisational functioning and ‘reflective’ learning.

  23. BS3916 Thinking about Management7: Learning Organisations Organising the fit between the individual potential and the organisation Shadowing, substituting, deputising (allows the opportunity for some ‘anticipatory socialisation’ into other occupational roles

  24. BS3916 Thinking about Management7: Learning Organisations Career management within the organisation (‘making sure that the organisation has the right people with the right skills at the right time’). This implies a degree of career planning (more common in organisations that recruit from within such as the armed forces and the emergency services

  25. BS3916 Thinking about Management7: Learning Organisations Influences outside the organisation (e.g. Government inspired initiatives such as Investors in People) are likely to shape the perception of learning needs within the organisation

  26. BS3916 Thinking about Management7: Learning Organisations Facilitation of learning and development within organisations Design of learning is most effective when: - atmosphere of mutual trust - learners involved in planning of their own learning - learners diagnose their own learning needs

  27. BS3916 Thinking about Management7: Learning Organisations - learners formulate their own learning objectives - learners involved in the design of their own learning - ‘learning contracts’ help learners carry out their own learning plans - learners involved in the evaluation of their own learning experience

  28. BS3916 Thinking about Management7: Learning Organisations Action learning ‘Action learning’ is based on the following principles, enunciated by Revans: ·Management development must be based on real life projects ·Projects must be owned and defined by senior management

  29. BS3916 Thinking about Management7: Learning Organisations • Managers must aim to make a real return on the cost of their investment • Managers must work together and learn from each other • Managers must achieve real action and change • Managers must study the content and process of change • Managers must commit themselves to action

  30. BS3916 Thinking about Management7: Learning Organisations Mentoring • In organisations, mentors are older, more experienced employees (and often managers) who guide support, encourage and support younger or less experienced employees or protégés

  31. BS3916 Thinking about Management7: Learning Organisations ·Mentors should be senior but not in an authority relationship ·Protégés should have potential and behungry to learn ·Relationship needs to be one of mutual trust ·Mentors should encourage protégés to analyse their own task performance and identify strengths/weaknesses