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Good afternoon, good afternoon. In the last two lectures on the topic of contemporary
issues, we have dealt with Kaizen, benchmarking, total quality management and the like. But
talking of contemporary issues, and in the course on human resource management, course
will not be complete unless we talk a little about change management and also learning
organizations.
So I will first talk of change management. Change management has assumed a very important
consideration, since the time, a few years ago, when the Indian economy set course on
the part of liberalization and the world too with the WTO progressing; set its course on
the globalization of trade, business, economy and financial markets and the like. The result
was of course that change was very rapid and competition grew at a very, very high pace.
And therefore, was managing organizations for the human resources manager, for the human
resources development, change, an adaptation to change, meeting change, overcoming change,
riding with change, has become all the more important.
Now, what are some of the determinants of the change? One of course, is globalization.
But the changing nature of the employees too is one of the reasons, why we see change in
organizations, and why we also need to adapt the organization to meet the changes in the
environments. Today, we have more and more educated employees, we have more and more
women joining the workforce, and we have a multiracial workforce in our organizations.
Technology, computers for information processing on the work shop flow, CNC machining centers,
robots for industrial work all over the factory; sometimes making the factory innocent of all
people. You can have factories today, which have entirely
practically managed by robots and intelligent machinery. Economic shock is another cause
for change. And in the recent decade, we have seen a number of these shocks, the oil shock,
south east Asian real estate and currency collapse, competition, E-commerce, globalization
and consolidation amongst industries in order to meet the competition.
And changing social patterns, rise in divorces, delayed marriages, smoking becoming stigmatized
and so on. World politics: Collapse of the Soviet Union, German reunification, collapse
of apartheid in South Africa and so on. All these are the determinants, these are factors,
very broad macro factors, which has assured in change the world over and organizations.
I have to cope with change and overcome change and emerge victorious for growing and prospering.
Now, if you look at change conceptually, you may say there are two types of changes; one
is the planned change and the other is unplanned. Change may be sudden or accidental, planned
or goal oriented. Change is caused as we said, by various determinants, by the changing forces
in the environment, in which the organization operates. Change also varies in magnitude;
we can say that the first-order-change is linear and continuous, that is incremental
in nature, and the second-order-change is multi-dimensional; change along many fronts
and multi-level, across many levels and discontinuous and radical. So we have the planned change
and the sudden or radical change.
Who are Change agents? Change Agents are the people, who manage manage the planned change.
They catalyze and drive Change. They may be insiders, that is managers or employees of
the organization itself or they may be outside consultants.
When we talk of change within the organization to cope with the changes in the environment,
what are the items or what are the structures or what are the departments of divisions or
the work elements within the organization, which requires change, which required to be
changed. Well, one can look along broad lines; one can look at the structure of the organization.
The change can take place in authority relationships, coordination mechanism, job redesign and so
on. Change can occur in the technology, the methods of processing work, and changed machinery
and equipment, modernization and the like. One can talk of change in the physical setting
also; the space, and the layouts, and the work flow patterns within the factory. And
of course, one can talk of change in people, which means changing of skills, upgrading
of skills, changing attitudes, changing expectations, changing perception, changing behavior, and
in short change in culture, cultural change. Is it easy to do that? Of course not, because
the human being eternally seeks stability. Remember that, we all are very comfortable
with familiarity, familiar conditions, familiar work, familiar people and we do not like,
we have this comfort, when something uncertain occurs or when we are in an environment, which
appears to us unknown, it appears hostile; so we like stability, we like equilibrium.
Therefore, when we are confronted with a situation, where stability is threatened, when this equilibrium
looms on the horizon, we martial our efforts to resist change.
So resistance to change is natural and universal. It cuts across all countries; it cuts across
all cultures; all human beings; it is natural for them to resist change. And resistance
to change can be benign as it makes system stable. But that can also be done when you
have uncertain turbulence occurring in the environment; you have to cope with it; so
you change something; that change you may call benign, because you are changing to resort
to the status quoso to say or to make a new situation, where stability and equilibrium
again comes. But change can also be dysfunctional when it opposes planned changes right. Resistance
can oppose the planned change and by to cope with the environmental changes, which the
management wants to bring in; although it may be good for the organization, but people
within the organization may not perceive it as such, and that then becomes the dysfunctional
resistance. Resistance may be overt; it may be immediate,
it may be implicit or it may be differed. Overt and immediate change is easier to deal
with by management. Why is that? Simply because overt is something which is on the surface,
which is something which you can see, right. And immediate change is something, which is
here and now, which is more visible you can observe it. And therefore, you can respond
and try to cope with that change; but something which is differed, which is implicit, which
is hidden; it is there, but you cannot see, it has a management. Those are more difficult
to deal with.
So resistance is therefore we categorize into this four categories. Factors that can resist
change: Now take the human individual, he resists change by selective information processing.
What does that mean? That means he chooses, he or she chooses to see in whatever data
and information, which the management provides that which suits him or her to see. Habit
is another factor, which causes people to resist change. Security: Security is the familiar
surroundings, no uncertainty, one feels secure so one resists anything that comes to upset
that security. And of course, economic factors: Change can
bring with it reduction in benefits, reduction in jobs and so on; and these are very life
and death economic factors which may affect people. And of course, fear of the unknown:
If there is going to be a change, if there is going to be a restructuring within the
organization, and you can transfer to another department of the organization, you may have
to be retrained; that means skill which you have learnt over the lifetime so to say of
your career, you may have to unlearn some of it, relearn new skills and techniques,
which may take you some amount or give you some amount of discomfort, which you may not
be able to master. And these are various fears, which are unknown in the unchartered area,
which you are not sure to be able to cope with, with any amount of shall we say distinction.
Apart from the individual change, let us consider organizational resistance. So the individual
resists change, but there is something called the organizational resistance too. Threat
to existent existing resonance allocation or resource allocation. Every department and
every organization has got some allocation of resources and since resources are always
limited alright, there is always a allocation, where some gain and some lose. And in the
process, the managers and people they fight for limited resources. So the organization
in that sense, in terms of its departments and its people alright they resist change
because of the unknown; you do not know whether you lose some of your resources, which have
been allotted to you. Structural inertia: Just like we say, individuals
by habit, they do not want to change. So by habit means a inertia; you are familiar with
doing things in a certain manner, familiar with certain people and you do not want to
have anything unfamiliar. So, in the organizational context, we can call it as a structural inertia.
Set to limited established power relationships: See, whenever you have change in the organization,
there will be issues of restructuring; there will be issues of reallocation of powers.
So, whatever the power center that exist today are likely to be changed; and therefore, you
may lose some of your power; someone else may gain some of your territory; therefore
this comes as a threat, so organizationally you resist it. Threat to expertise: Say, you
are used to manual systems when computerization comes, at that time you change over to the
information technology. And you feel that the the new expertise which
has come, you will not be able to cope with; therefore you try to resist it; and the same
on the shop floor; you have conventional machines, you try to introduce, CNC machines and the
worker has to be retrained. Something new which he had to do, something unfamiliar and
it becomes a threat. It becomes in his perceptual, something which will take away his skill;
a - highly skilled or fitter workmen or highly skilled electricians. If you have computers
and robots taking over the job obviously there is a threat and therefore there is resistance.
And then group inertia: As a group, all of us tend to fall into a kind of group someone
else; that means the inertia prevents us from moving; change denotes movement, denotes action.
And the group inertia is something which organizationally, it keeps on doing the same thing over and
over what is familiar with them, and the group collectively resists the change right. It
is like the boiling water-frog syndrome, you heard about that; you put a frog into a can
of water and heat it slowly, as the water keeps getting warmer and warmer and hotter,
the frog swims around. And then the frog getting more agitated, it swimming around until the
temperature is raised to a point where the frog dies. This is an illustration often given
to show that group inertia right. Structural inertia is something, which allows
or which makes organization even succumb die without adopting course of action, to make
a change, which could have prevented the death. And on the other side, say you have a can
of boiling water, and you throw a frog into it, what will happen? Promptly the frog will
jump out. This is another example given to say that if there is a radical change, radical
underpidding of your business, swept away, and you are in a cataclysmic crisis; very
often you find that the group activates itself. The group inertia disappears and therefore,
change is assured, and that saves the situation company save, you do not succumb; the frog,
jumps out of the can of boiling water. So these are some of the analogies, which are
given to illustrate the fact that there are two types of changes.
Radical change, although it seems very much more or very much worse, in a sense, it is
better, because you can react to it immediately, and not let the inertia of your company right
prevent you from taking those necessary steps without which you will perish in the end,
in case if you have only incremental changes over a number of years. Any questions upto
now?
So having said the change is inevitable; change is there all the time, we have thus two types
of changes; human beings resist change, which is natural, so how does a management? Manage
this resistance to change and assuring change? So one is education and communication; education
and communication. Participation that is systems policies and procedures, which have to be
brought in; where you broad base the decision making; which means participation is really
participation in decision making at various levels.
Facilitation and support by management. Negotiation: Sometimes management has to negotiate with
groups of workmen, who are resisting change as settlement comes, whereby it is agreed
that the change will be accepted, provided x, y, z. Manipulation and co-optation; which
means that there is some amount of Machiavellian practices, which some managements use to assure
in change. And of course, coercion; one can never get away from that, when you bring in
change as a management without going into the ethicality of it. Coercion is used very
often in order to bring change into an organization; why because in order to resist right or in
order to move the resistance, which you meet when you are trying to bring in change.
So here is a theory of change management, Lewin’s three-step model. It says you have
unfreezing, movement and refreezing. What is unfreezing? Efforts made to overcome the
pressures of both individual resistance as well as group resistance right as well as
group conformity that is status quo; no change, no movement. The second step is movement to
a new state of status quo. So, you change the stability, you have disequilibrium, and
then you go to a new state and bring in stability; that means you have to put an alternative
action plan, an alternative model, an alternative stable situation, where management would like
you to go by changing your present situation. Once management has achieved to assure the
change, one cannot afford to change stable situation again becoming uncertain; so refreezing
it from one state. So conceptually, change means unfreezing movement, which is the action
to the new model. Action research is a change process, where
there are sequential steps like diagnosis, analysis, action, feedback and evaluation.
So these are the processes sequentialy that you have to follow over all at a macro level,
when you are trying to bring change in the organization. Now, in order for you to bring
in change, you have to take certain actions, and often these actions, which are taken to
bring about a plan change in the organization is called organization development or OD for
short.
One definition is a collection of planned change interventions. Intervention is actions
taken by the management. Interventions built on humanist democratic values, this is the
key words of this definition. Humanist democratic values that seek to improve organizational
effectiveness and employee well-being. So the key word here in this definition are intervention,
which is something, which is planned and executed by management based on humanistic democratic
values. And why does it do that to improve organizational effectiveness and at the same
time, employee well-being; the employee is very much the central focus.
The underlying values of organization development efforts are and this is important, because
this is a humanist democratic value based intervention is a - respect for people, b
- trust and support, c - power equalization, d - confrontation. By needs of confrontation,
it means what is a constructive confrontation? That is, in order to overcome resistance to
change with mutual respect but constructively that is giving alternatives, which are acceptable,
one confronts and not brush problems under the carpet as if the problem did not exist.
And then participation: Participation is for us involvement for large number of people
in two or three elements that is of course, information sharing, sharing information;
thereby trying to get involvement of the people, and then which results in Participation. And
finally, participation there reflects itself into some sort of commitment, which is the
people have to the new changes, which is the management is trying to bring about. So,any
questions about that? So, in Change management, organization development is necessary. These
are the interventions right, which the management have to take based on a humanistic democratic
philosophy.
And there are some techniques of OD interventions like sensitivity training that is seeking
behavior change by unstructured group interactions; this is a psychological technique, which is
used with groups of people in trying to change their attitudes. Survey feedback: The questionnaires
to elicit or identify discrepancies amongst members, perceptions. There is you take a
questionnaire, you give it to each of the member often anonymously they answer it, get
it back, you analyze, collate everything and then you get from that a feedback about what
your employees think about the organization, the management, of their conditions of work
and so on and so forth. Process consultation: Building awareness and
insights of the self as well as others right. Team building: High interaction amongst team
members to build trust and openness. Intergroup development: Changing attitudes, perceptions
and stereotypes that the group members have of each other. There are very important considerations;
these stereotypes which people have of each other. For instance, the accounts departments
are often viewed as stodgy people, number crunchers, who are very loathe to give you
any money to make payments; then it is a stereotype, which is often exists about people who work
in the accounts department or people working in the sale department is that they do not
do work, they are flamboyant, they are not very reliable because they talk too much,
they make a lot of promises which they do not keep, and they go meet clients and tour
the country wining and dining with people and not much work is done. So, this is a kind
of stereotype about people working in the marketing and sales and so on.
Intergroup development is aimed at changing these attitudes and perceptions and stereotypes
that groups have of each other so that they see the reality of the situation and then
it makes it easier for them to adopt the new ways of working; and they see clearly what
is the interdependence, which each group has on the other, and the synergy that can be
created if they have the right attitudes about each other and work together. So that is it
about change management; and as I said earlier in this lecture, we also touch upon the topic
of organization learning and learning organization. Now, what is the difference between the two?
Learning Organizations can be defined as organizations, where people continually expand their capacity
to create the results they truly desire, where new and expansive patterns of thinking are
nurtured, where collective aspiration is set free, and where people are continually learning
to see the whole together. Now, this is by Peter Senge, a very famous gentleman, who
has talked about learning organizations and written futuristic scenarios of what is going
to happen in society. A company that can respond to new information by altering the very programming
by which the information is processed and evaluated; now this is the definition given
by MC Gill in 1992.
So the concept, then as per these definitions that you can of the learning organization
is based on the saying learn as if you could never have enough of learning, as if you might
miss something that is there are always opportunities in the organizational environment to learn
and it should be a passion, a commitment and an obsession that you will miss something
if you do not continue to learn all the time to see the learning organization.
And I said earlier on let us see what the difference between organizational learning
and learning organization; well the best way is by giving an analogy; if the final product
is the learning organization, then organization learning is the process by which you make
this product. Learning organization can also be said to be the ultimate goal that you want
to reach, and organization learning is a process, the action by which you reach that goal.
So, this is basically in essence the difference between learning organizations, and organizational
learning. Now, some of the components which form the basics of learning organization,
because ultimately, one of the contemporary issues is within this competitive environment.
We want to achieve a state in our organization, where there is continued learning happening
all the time, and where we become a learning organization. So, some of the components in
order for us to reach the state is systems thinking, personal mastery, mental models,
shared vision and team learning. Now these are the five components by which learning
organizations can form and can be made.
Let us look at them one by one. The conceptual cornerstone that underlines or underlies all
are the five learning disciplines,.There is a thinking - systems thinking, what does that
mean? That means you think always of the organization, and of the issues which are confronted in
a holistic manner. You think of it in a macro level first. That means you take the helicopter
view instead of analyzing it immediately, and looking at the constituent elements; you
can should do that, then this theory says you will miss out the wood for the trees.
You have heard that if you are standing in a forest with very tall trees around you,
the trees become very important; they become the focus of all your attention.
And you do not really know how big or how many trees there are you lose focus of the
fact that these trees may belong to a very small forest or it may belong to a very large
forest. So the overall focus is lost; say, you go get on to top of a helicopter, and
go on top, you can immediately see the focus of whether it is a small forest or large forest.
So, the helicopter view is the holistic view. So systems thinking is the conceptual cornerstone
that underlies all of the five learning disciplines, seeing relationships rather than linear cause
and effect chains. Linear cause and effect chains are looking at components, because
of this cause this outcome happens, because of this behavior you get this result. So instead
of looking at that, you look at interrelationships amongst all the constituents of your organization,
seeing patterns and world as a whole as it grows more and more complex.
What are snapshots? You still camera, you take a snap, it shows people frozen in time
and space, but you are moving camera, what do you see? If you see the same people interacting
with others; you see movement; you see a process happening; makes reality more manageable and
antidote for a feeling of helplessness. Systems Thinking is an antidote for a feeling of helplessness,
because when you see the larger view, what is happening at a macro level, and then you
find solace and solutions hopefully to see how you can cope with it instead of looking
at one little component of it, and then falling into hopelessness.
So in essence, this is basically the difference between learning organizations and organizational
learning. Ultimately, one of the contemporary issues is within this competitive environment
we want to achieve a state in our organization where there is continued learning happening
all the time and where we become a learning organization. Some of the components in order
for us to reach the state are systems thinking, personal mastery, mental models, shared vision
and team learning. Now these are the five components by which learning organizations
can be made.
Let us look at them one by one. The conceptual cornerstone underlines or underlies all of
the five learning disciplines. There is Systems Thinking, what does that mean? It means that
you always think of the organization and of the issues which are confronted in a holistic manner. You think of it in a macro level first.
That means you take the helicopter view instead of analyzing it immediately and looking at
the constituent elements; if you do that then this theory says you will miss out the wood
for the trees. you have heard that if you are standing in a forest with very tall trees
around you, the trees become very important; they become the focus of all your attention
and you do not really know how big or how many trees there and you lose focus of the
fact that these trees may belong to a very small forest or it may belong to a very large
forest. So the overall focus is lost; say, you go
get on to top of a helicopter and you can immediately see the focus of whether it is
a small forest or large forest, so the helicopter view is the holistic view. So Systems Thinking
is the conceptual cornerstone that underlies all of the five Learning disciplines, seeing
relationships rather than linear cause and effect chains. Linear cause and effect chains
are looking at components; because of this cause this outcome happens, because of this
behavior you get this result. So instead of looking at that, you look at interrelationships
amongst all the constituents of your organization, seeing patterns and world as a whole as it
grows more and more complex. What are snapshots? If you take a snap with
a still camera it shows people frozen in time and space but, if you have a movie camera,
what do you see? You see the same people interacting with others. You see movement, you see a process
happening. It makes realities more manageable and antidote for a feeling of helplessness.
Systems Thinking is an antidote for a feeling of helplessness because when you see the larger
view, at a macro level you see what is happening and then you find solace and solutions hopefully
to see how you can cope with it instead of looking at one little component of it and
then falling into hopelessness.
Systems Thinking is based on the fact that incomplete thinking results into partial relationship
between the elements of the system. Hence it emphasizes that we see the patterns on
the world as a whole, so it keeps driving away at the central point that do not look
at cause and effect, do not look at constituent elements; you look at the whole system.
Now say for example here, you have a cause and effect that is looking not wholly but
partially. You say foreign arms is a threat to the United States, and because it is a
threat, it is the cause the United States needs to build arms. The United States build
arms therefore, is a threat to other nations, so other nations start building. Remember,
during the Cold war, the constant battle between the US and the soviet bloc, you had what is
known as an armed race. It was looked at in this sort of manner. The non-Systematic view
focuses on snapshots as we said rather than the whole thing, because it looks at cause
and effect. It suggests that only if other countries will reduce their arms, only if
Russia stops making more arms, there only the United States will reduce. Hence systems
thinking requires identification not of the snapshots, but of circles of causality, of
feedback loops that is reinforcing, balancing or delaying whatever.
The change in one part of the system causes change in the other part. The small changes
amplify causing accelerated growth or decline.
Consider here a conceptual form; you have foreign arms, it become a threat to the United
States. Therefore, there is a perception in that need in the US to build arms. So the
US has a perception to build arms to counter effect the threat. When it does so, it becomes
in term a threat to the other nations, who then feel the need to again build arms themselves;
which again they do and that in turn becomes a threat to the US. So, if you see this, this
is known as taking a system view, looking at a closed feedback loop, looking at the
whole system instead of a linear cause and effect.
Balancing Feedback leads to goal seeking behavior; resistance to change is a balancing process;
limits growth or decline.
There is also an element of delay when we are talking of learning organizations. Effect
on variables takes time; consequences of actions occur gradually; the same loop which we saw
in the previous slide, the foreign arms threat to US; US arms threat; there is a delay at
each stage, there will be a delay; each stage there will be a delay. So this has to be taken
into consideration when you look at the macro view of learning; and say it cannot happen
overnight, but there is a built-in delay or a minimum lead time for bringing about changes
in a holistic manner.
Next we say out of the five components right; systems thinking was one; the second is personal
mastery. Core discipline needed to build learning organizations learns only through individuals
who learn, remember that; organization is a collection of individual human beings, so
they learn only through individuals who learn. However, individual learning does not necessarily
guarantee, organizational learning, but individual learning is necessary, because without it
no organizational learning can occur. This learning constitutes two components; this
learning personal vision, that is definite picture of the desired future, creative tension,
which means the gap between where one is currently functioning and where one wants to be.
So pictorially this is Creative Tension. Here you have the vision where you want to be and
here is the current reality. In order for the current reality to reach the vision, there
has to be a pull so that this can approach the vision; so you have a tension here.
Next we said the third element is mental models. One way of looking at the world, that is how
you look at the world, one’s way of looking at the world, the how you look at the, once
way looking at the world. What perspective you look at the world? Frame work for the
cognitive processes of our mind. So these are the mental models, and determine how we
think and act. Mental models are so powerful, because they affect what we see; if we are
negative mentally, what we see we always interpret in a negative mode, and the reverse if you
are positive. So, mental models are so powerful, because they affect what we see and what we
perceive. It includes the ability to carry on what we call learning full conversations
at that balance inquiry, and advocacy; inquiry, and advocacy. When you are learning, one of
the ways is to ask questions. So, inquire. What is advocacy? Advocacy is talking about
a cause, something which you believe in, you advocate, you want that to happen, you want
that change to happen, you want a new vision and for the vision to be achieved. So, you
advocate the new vision, necessary for people in organization to learn new skills, and develop
new orientations. So in a learning organization you have to have people with energy, enthusiasm
and a willingness to learn new things, and new techniques.
The fourth was Shared Vision, which means the common caring built on a common set of
shared values of the individuals in the organization. It begins with an individual vision, that
is something one holds as truth and holds as near and dear. Shared Vision is created
by compromising between the individuals visions, and their development in the common direction.
Now, what do you say compromising? See, the point being made here is because is a shared
vision, sometimes in order to share one has to give and take. So when you give something
you think you are compromising something, but then you take something and equalize it.
So, therefore by that token it says created by compromising give, and take between your
own and all other individuals own visions and all of us developing in a common direction.
Leaders should not force their vision, rather encourage initiatives by all, and shared vision
helps establishing overarching goals. What does overarching goals mean? It means
that the goals and objectives of each of the department of the organization are important,
but the overall objective of the organization is more important. And if the individual goals
of the each departments are contrary, and then they affect the overall goals of the
organization. Then the individual and departmental goals must always be subordinated to the organizational
goals.That is overarching.
And the last is Team Learning. This is very important, possibly after the systems thinking
approach of the top management, team learning along the vertical, and horizontal axis of
an organization, there is across departments, and across levels, that is the most important
for achieving learning organization. So first is alignment. This is the necessary condition
before empowering the individual, and empowering the whole team. It is a cascading effect you
empower the individual, when each individual is empowered, it generates creates synergy,
and the entire team is energized. A large number of organizations now, particularly
in the United States have started doing their normal operational activities using the team
concept, instead of the traditional departmental concept. And the findings are that they seem
to get much a better performance and outcome, because of this synergistic effect which comes,
when people work together is that they trust each other. In the whole process what happens
is, there is a collective learning. A team comprising of cross functional members,
you know departments departments of marketing, manufacturing, HR; if you have managers from
each of these departments working on a project. Then each member learns something beyond his
or her narrow confines. A finance man learns something about marketing; a marketing man
learns something about manufacturing, and so on. In the whole process there is a kind
of osmosis by which a kind of collective learning happens. This is what organizations are finding
out today, and barriers are broken, functional barrier tough you know everyone zealously
guard their tough. Departmental considerations are then subordinated to the consideration
of the whole the project, and finally, the organization. It starts with dialogue, that
is the capacity of the members to suspend assumptions, and enter into genuine thinking,
and builds on personal mastery and shared vision.
Dynamic learning of the organization is based on some theories. Linear Model that is learning
of organization is based upon or is associated to the individual learner, that is the linear
model. Whereas, the Action system model the theories states learning of organization is
composed of actions of individuals the group, and the organization; that is action oriented
and multitier individual groups as well as the organization. The learning systems model
says transformation of information into valued knowledge information is transform into valued
knowledge through system of actions, actors, symbols and processes.
So culture is very important in this case, it keeps on building a certain culture through
a system of work. Say, team working is a system you established of the actions, that is joint
recommendations which come out of the teams efforts, actors who are the people? Is cross
functional, we are people from various departments symbols, and rituals which you go, which builds
the culture and the processes which you follow.
So this is the Learning System Model, which is the third theory. And here is a kind of
comparison of these three; So, you have the linear model which has information filter,
information transfer, action and reflection, knowledge creation field, distribution of
knowledge. The action system mode exchange, adaptation, production, goal attainment, coordination,
integration, reinforcement, pattern maintenance. The learning system model has environmental
interface adaptation, action, and reflection with goal attainment, dissemination, and diffusion
with coordination, and meaning and memory with pattern maintenance.
The Linear Model includes 6 function value, it shows their information which prevailing
world news, and created market survey. So, prevailing is world news is prevailing information,
but you can create information by market survey. And then, ultimately transform that information
into what? Valued knowledge by these processes. Filtering, transferring, action and reflection,
and knowledge creation concerned with those who get knowledge and what information has
been filtered, distribution of knowledge within organization to suitable units and individuals.
And similarly, the chart enumerates the steps of the other two systems.
The goals of the organizational learning system see goal is to make it into a learning organization,
as I said early on in this lecture. So, transforming of information into valued knowledge, and
introducing changes in the organization with the purpose of survival, growth, prosperity,
improving the adaptive capacity of the organization. Remember the learning is a process; you know
when you say that this organization is a learning organization, look at the very language. What
does learning say? Learning says it is not frozen; learning learning denotes continuity.
So, learning organization constantly has to adapt to the environment, forces of the market
place, forces of the regulatory environment, forces of trade, commerce and so on, to keep
on learning new things. So in short it never reaches the final goal,
it continues to learn. The ultimate aim of the organizational learning is creation or
knowledge, which in turn transforms that organization into a learning organization. What be say
earlier; Learning organization correct it transforms various information data into valued
knowledge.
So, knowledge creation process socialization. See, this is a conceptual model, it is a knowledge
is created through the interaction of following three layers: the first is socialization,
externalization, combination, and internalization for short, SECI. Platforms of knowledge creation;
knowledge assets or inputs, outputs and moderator of the knowledge creation process. So you
have knowledge assets; you have these processes of socialization, externalization, combination
and internalization, your platforms of knowledge. These are the three layers; they interact
with other. Platform of knowledge feed into this processes and in turn it creates knowledge
assets, the knowledge assets in turn feed into the process again alright, and then moderate
what platforms of knowledge you get fed it. So, the whole process is interconnected and
the ultimate deliverable is creating valued knowledge from information and data.
Here are some of the conditions for learning in organization: combining learning with an
instrumental objective, that is, association of learning with central task system of the
organization. It must be operational; the learning must be connected with the basic
operations of that organization. Generating optimal uncertainty to enhance ehnance the
learning by venturing beyond what is already known. That is encouraging o systems, and
practices, people in the organization not being satisfied with something which is standard,
but taking risks and going beyond. Controlling the learning process jointly to enable organization
to adapt the learning process to its own particular situation.
Some of the barriers to organization learning, which we say earlier on this is the process
to create a learning organization is interrupted learning. Psychological, and cultural types
of barriers; barriers related to organizational structures, and leadership. And of course,
the managements can adopt various strategies to overcome these barriers.
And, why do learning organizations work at all, and work better than others, because
of three basic reasons. people develop the learning organization themselves as individuals.
Number two, they work as teams in learning organization. Teams and Groups work better
than doing it individually, and through compartmentalized departments company benefits as a whole in
this process.
And the Conclusion is the learning is important contribution to revitalization of the organization.
Organizational learning takes place through transformation of information into valued
knowledge. Learning in the organization must be equal to or greater than change in the
environment, otherwise difficult for it to survive; it must always be a few steps ahead
of the change - mastering the change, otherwise it will not survive. Learning organization
is not attainable goal, it is merely a desirable concept, because of the very fact that can
you never learn everything that there is to learn. Continue the learn, and you have a
vision you strive to reach the vision, but you never reach it; continue the learning
process. So there is some of the contemporary issues which we have covered over the last
three lectures, thank you very much.