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Chapter 15. Designing and Leading a Learning Organization. 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
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Chapter 15 Designing and Leading a Learning Organization
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
Learning A change in behavior or performance that occurs as a result of experience
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.
Ex. 15.2 The Adaptive Learning Cycle Action Sensing Deciding Feedback Synthesis Learning
Mismatch Or errors Governing Values or Assumptions Actions Single-loop learning Double-loop learning
Learning Organization One in which everyone is engaged in identifying and solving problems
Ex. 15.3 Two Models of Organization Efficient Performance (Hard, rational model) Vertical Structure Routine tasks Rigid culture Formal systems Competitive strategy
Learning Organization (Soft, intuitive model) Horizontal structure Adaptive culture Empowered roles Personal networks Collaborative strategy
Ex. 15.4 Evolution of Vertical to Horizontal Structure B. Functional organization with process overlays A. Vertical functional organization
Ex. 15.4 (contd.) C. Horizontal organization based on processes
Tasks Versus Roles Task: a narrowly defined work assignment Role: a part in a social system
Ex. 15.5 An Organizational Communication Network (adapted) Marketing Manufacturing Engineering David Sharon
Open book management • Sharing data about budgets, profits, expenses, and other financial matters with everyone in the organization.
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
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
Knowledge Management The efforts to systematically gather knowledge, make it widely available, and foster a culture of collaboration and learning