All 3 entries tagged Organisation
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December 07, 2010
Wow, its been a long while since my last blog entry. Let me first explain. Over the past many weeks my free time has been somewhat limited. Infact, that is an understatement in every sense of the word. While juggling Module weeks, projects, PMA work, society responsibilities, paid work, and illness, exhaustion has more than got the better the better of me. Now i'm slowly managing to get back on top of everything, and so have I come back to the world of blogging.
Todays entry is regarding my PMA. While i've spent awhile researching, gathering information and planning how i will put this into the context of the question, i am now in the process of putting pen to paper (so to speak). The more I go about typing up my PMA, the more I realise the interconnected nature of the topic. With As far as my interpretation of the literature goes, application of profound knowledge is a key aspect of transformation into a learning organisation. Every process put in place to facilitate the transformation requires a systemic understanding of the organisation to ensure the methods and processes used are appropriate. This is where profound knowledge really shows the connection. A learning strategy cannot be put in place without knowing how employees will react (knowledge of psychology), knowing how people aquire knowledge (theory of knowledge), what systems are needed to faciliate learning (system thinking) and finally are the improvements from learning due to development of skills or was there some other reason (knowledge of variation). Every literary source I have used thusfar has mentioned the importance of understanding how organisational learning will affect people, the cultural change that underlines it, and the knowledge of the processes needed, so to me it seems they all link with SoPK. Application of profound knowledge is a crucial process that forms the foundations of any learning strategy that is to be applied to drive towards the creation of a learning organisation.
November 06, 2010
As I was driving home from work today I started thinking. Thinking intellectual thoughts after a 13.5 hour shift may be a crazy idea, but i actually did!
My thoughts started off with wondering how much the place I work could be improved by providing adequate training to staff, and not have a constant influx of new agency workers who will largely only work there once or twice. This stream of thought led me onto thinking back on my reading about organisational learning, and then the literature i'm currently going through about continuous improvement and this is what tonights blopic is (blog topic. yes, i know blopic isn't actually a word, but I like it) Hence the blog title ciol (Continuous Improvement & Organisational Learning)
When considering organisational learning, the literature we covered in our group went through alot about instigating cultural change, ways to incorporate learning into an organisation, the systems that would be needed, the methods by which learning can be accomplished. Some literary sources also went into details about what learning should be undertaken.
Looking into continuous improvement, I've read lots about the implementation of continuous improvement in an organisation. Seeing area of improvement within a process or systems, defining what is to be improved, finding a solution, implementing the change and analysing the results.
But where do we learn from or find methods of improving a system? Models that are related to management mention a variety of factors within the system. Its seems to me that learning and finding improvements can come from any factor that makes up the system of the organisation. These include, but are not limited to the people, processes, environment (including customers, competitors, suppliers and society) and results. But where is the line drawn for sources of learning?
When considering the environment, do organisations that are about to undergo a change take into account the actions of competitors and their resulting successes or failures from a similar change... Definitely. Taking this further, can an organisation learn from the actions of firms of the past, or do the differentiated conditions of seperate time spans makes nulify similarities of situation? Consider a firm seeking means to improve a process in a country where industrialisation is underway. Can this firm look at past firms from countries that have already industrialised when implementing change? Or does the difference in eras mean that methods learnt from past firms actions would be irrelevant in todays world? How far in the past can you look into before knowledge and methods of improvements become too outdated to be put into use? On his blog, one of my colleagues even talked about some ideas within excellence models that have been mentioned in ancient philosophy. Should we... or can we even go back that far when considering sources that will be learnt from? Does it depend on the firm, or is there a cut off point for useful information. Where do we draw the line, if we can even say a line should be drawn? This may be something that the more I read, the more I will gather snippets of information about. But then again, in my reading I haven't seen much that strays from "what" and "how" to learn/improve, into the realms of "when to learn from".
If anyone has any thoughts about this, or has come across an interesting book/journal/whatever please share!
October 24, 2010
I have been absent from blogging for awhile. Simple reason. Lots of work to get on with. I'll have a more detailed look over my last weeks learning and studies soon, but for now... Organisational Learning. The topic of our seminar on monday, as well as our first presentation. Organisational Learning is a vast topic that many consider difficult to define. Going into its exact definition is a discussion in its own right, but for now our main concern in how we use is in practice. My interpretation from various bits of literature is that the concept comes down to firms putting in place systems to allow learning to take place within the organisation to promote innovation and organisational evolution.Putting organisation learning into practice to become a Learning Organisation requires the organisation in question to ensure certain practices are in place the cultivate, promote and develop the culture of learning. Various processes are mentioned in different sources of literature, but in my opinion come down to a few basic steps required. In a very simplified manner, I believe the following provide the basic foundation of the processes needed to be put in place...
Leadership and Management needs to cultivate a culture of learning within the organisation that will create an organisation wide will for learning.
Ensure the structure and strategy to be put in place is feasible. This should include input from employees, financial viability, flexibility of stucture to facilitate multilevel learning.
Ensure resources are available to facilitate learning and that effective intra organisational communication is present.
Put in place feedback mechanisms that will allows the learning to occure from feedback provided by customers, suppliers, and delivery or services and information.
Reinforcement by management of the culture of learning within the environment.