¶ … Management
Organization Learning
The efforts of a collective group of people can often transcend that of an individual; teams have been a functional part of the business culture for over twenty years with the goal of accomplishing just this feat. While "system thinking," "mental models" and "team communication" continue to hold great importance in the synergy of multi-contributor accomplishment, it hasn't proven to be quite enough.
Working teams accumulate an almost infinite amount of experiential knowledge. At the operations level, this accomplishes the ultimate goal: people are dramatically more effective at accomplishing their collective and individual goals and achieve a greater sense of satisfaction in the accomplishment. These teams, however, operate under a much larger canopy - that of the larger collective - the organization.
The enterprise - as a whole - has been largely overlooked when regarding the distinguishing characteristics of the institution. If the ethos of the entity is ignored, the team's resultant efforts and successes are minimized, even absorbed without fanfare. An organization's ethos must incorporate the team's accumulation of knowledge, know-how, and practical results while at the same time, the team must adapt, support, and work within the ethos of the organization. This is the only way the ethos can permeate and enliven the process. This is the new frontier for business paradigm in the 21st century.
When one considers the benefits and outcome of Organizational Learning, one must ask two very important questions: are the team's results demonstrating efficacy with sustained growth and potential and are they enjoying the effort? The first question has been a standard by which business success and paradigm shifts have been measured for many years; the second is one that - if asked at all - has been secondary to production, profit, and organizational growth.
Reflecting on One's Previous Reflection on One's Previous Reflection on One's Previous
Successful organizational...
D.). Values are the personification of what an organization stands for, and should be the foundation for the behavior of its members. A disconnect between individual and organizational values often leads to dysfunction. "Additionally, an organization may publish one set of values, perhaps in an effort to push forward a positive image, while the values that really guide organizational behavior are very different. When there is a disconnect between stated and
Organizational Learning The concept of organizational learning has been around for a long time now but it was fully accepted and passionately pursued in the 1990s. It was at this time that many organizations recognized it and started involving it into their organizational systems. Due to this wide acceptance in this period, there were two consequences that came with it. The first being that it attracted the interest of many scholars
Taking the relationship of employee morale and its linkage with organizational culture to the most extreme case, Yaghi (2007) studied how decision-making processes are implemented in companies where there is a dominant organizational culture. Selecting a faith-based organization as one of the cases for the study, the author determined how decision-making is mainly influenced by the organizational culture, influenced by the values of solidarity, guardianship, and (belief in a) mission
Principals must be aware that teachers at times are and may feel isolated; that they need to know what teachers are regularly doing in their classrooms. Teachers and principals both need to be regularly sustained with quality conversation of a personal and/or professional nature (Burmeister & Hensley, 2004). This study reminded the researcher of the value of building positive relationships with classified staff and providing support for them. Principles need
Managing Organizational Change It is reasonable to suggest that companies of all types and sizes have integrated information technology systems of some sort to help them manage their businesses and achieve a competitive advantage in recent years. Because computer systems tend to become obsolete rapidly as Moore's Law continues to hold true, many companies have accumulated a mish-mash of various computer types and capabilities that may not operate efficiently in a
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is
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