...Essay The purpose of this essay is to critically evaluate the statement “Mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning”. I will approach this statement by highlighting my main argument then providing four key points which will reinforce said statement. I understand of this question that encouraged to be defined as “To give support” in the sense of designing policies to encourage organisational learning. With this in mind main argument for this statement is mechanistic organisations wouldn’t struggle to encourage organisational learning however scope for learning will be limited due to employee behaviours and management styles and in order to enable full capacity within organisation learning a shit would be required away from the mechanist approach. First of all I believe it would be simple for burecratic organisations to encourage organisational learning due to the Strict hierarchy, rules and regulations and power in position slides which exists combined with employee’s to have strong compliance to manager commands, processes and rulers and regulations (Max Weber). I believe if managers were to enforce forms of organisational learning such as group work, single and double loop learning (Agyris & Schon, 1978), Kolbs learning cycle (Kolb, 1984) employees would follow procedures due to the high controlling authairitive relationship which exists between employees and managers. An example of this would be when working...
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...by theorists over the past century can be seen, albeit refined and developed, in modern people management literature and practises 3 | Page today. Models such as Pfeffer’s set of best practises echo of Taylor’s “One Best Way” and scientific selection of people, and welfare theorists such as Robert Owen and Elton Mayo’s recognition of the need for, and benefits from, improved working conditions and motivation can be seen as the origins of organisational culture and motivation theory. Just as each theory reflected the influencing environment of its time, both internal and external, the political, social, economic and other changes of the past 20 or so years, has evolved people management to where human resources management (HRM) is today. Over this period, the global and local business environment has prospered and suffered, industry and organisations have grown and retrenched, and against these backdrops, ideas on what approach best yields superior employee/organisational performance has evolved, with HRM the widely supported approach in today’s business environment. The popularity of HRM rose from US theorists in the 1980’s such as Storey, whose “ideal type” of HRM pinpointed 27 differences (Appendixes 1) between the personnel management role, “essentially an administrative support function…perceived as being remote from business performance issues” (Storey, 2007, cited in Beardwell and Claydon, 2010, p. 21) to...
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... | Assessor name | Date issued | Completion date | Submitted on | 11th March 2013 | 4th April 2013 | | Assignment title | OB1: Culture and Management Style (1 of 3) | Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence (Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date: | In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the...
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...ORGANISATIONAL COMMITMENT: Organisational commitment is employee’s commitment to the organisation. It has two facets; one the organisation’s perspective and the other employee’s. Commitments develop naturally. Commitment can be in form of the nature of relationship between an employee and the organisation or relationship to a variety of entities. Commitment can be observed as an attitude or mindset (attitudinal commitment) where the commitment arises due to convergence of goals and values and develops prospectively. Commitment can be behavioral where it develops post membership in retrospect which facilitates rationalization of continuance in an organisation or a course of action. Organisational commitment has been defined as “a psychological state that characterizes an employee’s relationship with an organisation and has implications for the decision to continue membership of the organisation” (Meyer and Allen 1991). There are three components of organisational commitment. 1. Affective commitment refers to employee’s identification, or strong emotional attachment and involvement in the organisation. 2. Continuance commitment refers to an awareness of the costs associated with leaving the organisation. 3. Normative commitment reflects an obligation to continue with the organisation. Although, initially literature suggested the presence of a second classification of commitment in form of compliance, identification and internalization (o’rielly, chatman and...
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...What are the different forms of organisational learning and how can these concepts be useful? Organisations today are faced with a constant change and very turbulent economic environment. Due to fast growing economies and need to survive in such a “hostile” environment organizations are enforced to continuously seek for different approaches on how to achieve sustainable competitive advantage. As Senge (1990) remarks: "The rate at which organizations learn may become the only sustainable source of competitive advantage." Continuous learning in organisations was presented as a requirement and advocated by Argyris and Schon in 1978. “Organisational learning has been viewed as a source of competitive advantage that helps organisations respond to changes in their institutional environments via adopting and diffusing innovations that will contribute towards improving their performance”. (Sisaye and Birnberg, xiii) Pressures from globalization, technology developments, mergers and acquisitions are testing organisations and forcing them to learn how to anticipate and respond to these rapid changes, complexities and most importantly uncertainties that are hard to predict. Schein (1983) argues that there are three levels of organizational learning culture, cognitive, behavioral and artifactual, where: 1. Behavioral learning deals with the capacity of organizational processes, structures and systems to support learning. 1. Cognitive learning opposite to behavioral...
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...Option 2 Given the highly competitive nature in business, organisations have struggled in . This can be seen with so many theories regarding organisational learning being conceived. This paper discusses how individual learning theories and organisational learning theories are related as well as the roles of organisation leaders in facilitating organisational learning. One of the most fundamental theory to help us understand organisational learning is the concept of single-loop learning and double-loop learning developed by Argyris and Schon (1978). Single-loop learning is associated with the detection and correction of error without amendment made to the master program, which is the guide for daily operations in an organisation. It is only suitable for repetitive job tasks where minor problems can be solved immediately. Restricted to only making small changes, single-loop learning is not learning (Buchanan and Huczynski, 2004). Thus, the double-loop learning, in order to solve more complex issues. Double-loop learning happens when the underlying values of the master program are changed. This would involve challenging norms rather than blindly accepting them. While single-loop learning and double-loop learning theory focuses on outcomes, Kolb (1984) proposes another type of learning which focuses on process, which is the experiential learning theory. It is a theory that merges experience, cognition, behaviour and perception. One of the models of experiential learning theory...
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...Organisational control Control: track progress: -employees * Product * Strategies * Goals Control means reviewing, monitor, check * Managers monitor and regulate how efficiently and effectively an organisation and its members are performing the activities necessary to achieve organisational goals. * Managers keep an organisation on track, anticipate events, and change the organisation to respond to opportunities and threats Control systems Flexible because environment change Timely manner: for eg a 6 weeks reviews: will track, check and have reviews * Control systems are formal, target-setting, monitoring, evaluation and feedback systems that provide managers with information about how well the organisation’s strategy and structure are working. * A good control system should: * be flexible so managers can respond as needed * provide accurate information about the organisation * provide information in a timely manner. Example: Bank Input: money, customers, employees Conversion; transaction:debit, deposit, others, loan Output: delivered service, customers staified/ unsatisfied. EG 2: Cars Input: equipment,machines, raw materials, skills, employees, funds Conversion: car assembled Output: car What is control in each part: Input; quality, quantity of raw materials Skills of employees Conversion: -going it in a right manner, time Output: number, did imet the demand, satisfied the customers ThThree types...
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...(1.0) Introduction. Managing organisational change one believes is like running a household. There is going to be the members of the family who will resist the change and those who will embrace the change. It is said that managing organisational change involves processes and tools for managing the people within the organisational. It was necessary for Corus to have change management employed as there was the need for becoming more competitive and to reduce or even close the gaps between European competitors and themselves. This deemed to be the main reason behind Corus’s change. However, as you read along one goes in to more debt on organisational change and managing organisational change. (2.1) Why organisations change? When it comes to organizational change there are two main categories by which change transpire. These are internal reasons for change and external reasons for change. (1.1.1) Internal reasons for change. Internal triggers can often be seen as changes in response to influences in the organization’s environment. Table (1) Showing Internal Triggers of Change. Formation or disbandment of a labour union inside the company | Appointment of a new CEO or other top executive | Changing the administrative structures | Job redesign affecting many employees | Factory redesign or office layout | New IT equipment | New marketing strategy | Outsourcing | Layoffs | More resources to research and development department | ...
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...Task 1.1 Draw on the content from module 1 and 2 to conduct a critical analysis of the two job related attitudes: job satisfaction and organisational commitment as they manifest in this case. Work related attitudes are thought of as an important measure of tendencies that an employee may have towards: another person, event, product or process (Marr 2002). The most commonly analysed attitudes at work are: Job satisfaction and organisational commitment. Job satisfaction being the degree to which individuals feel positively or negatively about their work (Wood et al 2013) and can be thought of as an emotional state resulting from a self evaluation of job experiences (Locke 1976) Organisational commitment is the sharing of beliefs and values of an organisation (Meyer & Allen 1991). Hulin (1991) noted considerable overlap between the two attitudes: job satisfaction and organisational commitment, the only difference being their targets, the target of job satisfaction being the satisfaction of one position and the target of organisation commitment being the organisations success (Hulin 1991) In the “Geeks of Chic’ case study there are many work attitudes displayed which indicate different levels of job satisfaction and organisational commitment. Organisational change through the amalgamation, downsizing, remuneration, promotion and hiring processes has been the contributing factor to the varying attitudes and commitment. The local government team is made of 6 people the leader:...
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...GSOE9820 – Engineering Project Management Corey Martin Week 4 Projects and Organisational structures Course Roadmap Organisational structure “An organisational structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims”. Reference: Pugh, D. S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin To improve project success! Sources: http://www.pmi.org/ CHAOS summary report 2013 Common types of project management structures • Functional • Dedicated Project Teams • Matrix Reference: Gray, C & Larson, E, Project Management, 5th Ed. McGraw-Hill Functional Organisation of projects • Different segments of the project are delegated to respective functional units. • Coordination is maintained through normal management channels. • Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success. Functional 1. 2. 3. 4. Advantages No/little org. change Flexibility in use of staff In-Depth Expertise Easy Post-Project Transition 1. 2. 3. 4. Disadvantages Lack of Focus for project Poor Integration across org. Typically slower to complete Lack of Ownership Dedicated Project Teams • Teams operate as separate units under the leadership of a full-time project manager. • In a projectised organization where projects...
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...interests of different departments, teams and individuals. Organisational politics refers to the processes through which these rival interests are played out and eventually reconciled. While in an ideal organisation it may be hoped that decisions are made on a rational basis, politics is inherently non-rational and subject to power interactions between diverse interests. Members of an organisation are at the same time cooperating to achieve a common goal and competing for rewards, and at times their personal interests may be at odds with the organisation's objectives. It is through the political system of an organisation that rival interests are resolved. This system represents how power is applied and distributed in the organisation. Understanding the political system of an organisation is necessary for a leader to operate effectively and reach their goals. A leader, exercising power, is able to have a strong influence on the political climate of an organisation through their decisions, their way of handling conflict and providing recognition, support and inspiration to their teams. Negative organisational politics may be very destructive for an organisation. This has been identified as one of the major sources of stress within modern businesses. Negative politics includes the use of subversive methods to promote a personal agenda which may undermine organisational objectives, distract energy away from organisational goals and compromise the interests, cooperation and fulfilment...
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...Discuss the importance of studying organisational behaviour in your own words. Give examples to support your answer. Organisational behaviour can be defined as a study of behaviours which deals with the collision that people, faction, individuals’ and arrangements have on human behaviour contained in an association or business. Learning about the organisational behaviours can tend to help in comprehending and foreseeing human actions in an organisation. To begin with, there are number of reasons that make organisational behaviour happens to be important in an organisation. Firstly, it is important so that the employees are in a better position to arrange and deal with the new environment of their workplace and also suit themself with the latest innovations and personnel’s and eventually leading the organisation to operate efficiently and effectively in day to day operations. For instance, if a group of employees have been recruited from a delivery department to a financial department then those employees have to adopt the new working environment and techniques and also be in a stable manner to effectively liaise with the new workforce. If failed to adopt that working environment can lead to heavy disruption in that department. Furthermore, nearly every organisation has only one definitive objective which is to maximize their profit level each year just through producing attractive goods and services that would satisfy the customers’ requirements. In order to promote a better...
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...Introduction “Changes happen by listening and then starting a dialogue with the people who are doing something you do not believe is right.” – Jane Goodall. There are lots of critiques who argue that dialogue can precisely transform the organisational culture and learning methods. Dialogue is a mutual understanding among the people and empowering them by letting speak and hear (Senge et al. 1999). Dialogue is a controversial subject that generally covers entire communication channel of an organisation (Schein 1993). However, dialogue has been an argumentative communication method that is least comparable to traditional approach of communication. Therefore, Schien (1993) suggest that in order to balance communication and exchange information, ‘dialogue is not only different form of many techniques that have been proposed before, but also that it has considerable promise as problem solving and problem formulating.’ Communication is integrated with an organisation to flow messages and information from top to bottom and vice versa (Tourish, D & Hargie, O 2009) where dialogue acts as a part of bringing up information, frustrations, ideas, present scenario that highly influence firm’s active participation for positive change. According to the Eisenberg, E.M., Goodall, H.L. and Trethewey, A (2010:33) communication plays a role of ‘moment to moment working out of tensions’ in an organisation. Basically to achieve targets and objectives that has been vision and paved by a firm...
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...Organisational Development is a field which studies in detail the nature of individuals, groups and structural behaviour within an organisation and improves the behaviour of each individual towards attainment of organisational goals. Organisational development focuses on improving individual integrity, productivity, change and building better relationship by achieving human objectives, organisational objectives and social objectives. Organisational development is a tool for guiding productivity in others and predicting human behaviour at work. The field of organisational development is concerned with the study of what people do in an organisation and how that behaviour affects the performance of the organisation. Organisational behaviour is about people at work in all kinds of organisation and how they may be motivated to work together in more effective ways. By studying these behaviours we become more aware of our business ethics and are able to positively find ways to transfer our employee's attitudes and behaviours into more positive experiences personally and for the company. Organisational development is the study of human behaviour in the workplace, the interaction between people and the organisation, and the organisation itself. Organisational behaviours major goal are to explain, predict, and control behaviour. Understanding different types of people and possible ways to deal with them allows a manager to select the leadership style and methods most appropriate to their...
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...Organisational Learning Organisational learning is a continuous process that enhances its collective ability to accept, make sense of, and respond to internal and external change. Organizational learning and is more than the sum of the informationheld by employees. It requires systematicintegration and collective interpretation of new knowledge that leads to collective action and involves risk taking as experimentation. It is an area within organisational theory that studies models and theories about the way an organisation learns and adapts. Ultimately, the belief is that learning will enable organisations to develop superior strategies – learning to allow firms to gain competitive advantage – behaviour has to change in response to what is being learned. E.g. Apple. Argyris and Schön were the first to propose models that facilitate organizational learning; others have followed in the tradition of their work. They distinguished between single-loop and double-loop learning, related to Gregory Bateson's concepts of first and second order learning. In single-loop learning, individuals, groups, or organizations modify their actions according to the difference between expected and obtained outcomes. This is the first type of learning – ‘Adaptive Learning’. This type of learning involves going through a process more than once to become more efficient – errors are corrected and it becomes familiar so the first process is changed to make the second faster. This process is not...
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