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Q1. What are the five disciplines associated with the organisational learning? Ans. There are mainly five disciplines associated with the organisational learning. They are: o Systems thinking. o Team learning. o Shared vision. o Mental models. o Personal mastery.
Core Discipline
Systems Thinking
Team Learning
Shared Vision
Mental Methods
Personal Mastery
The five core disciplines in the organisation learning can be explained as follows: Systems thinking: This is an art which mainly focuses on relationship of many parts of the system. This helps to work with the system rather than against the system. It also helps to learn something about the systematic behaviours. This also helps you to find out some of the unique terminologies and tools that are applicable only in this field. Team learning: This happens when the people are working together in a group on something. The people can learn more when they are working in a team rather than individually since different people will have different ideas in the team. This can be improved by following different kind of conversations and an amount of honesty and mutual respect for others in the organisation. This can be very excellent when you are doing the things properly and you have the knowledge of specific tools. Shared vision: This will only happen when all the individuals in the organisation know the vision of the organisation and know what the company is doing. This needs the commitment of all the individuals to work towards achieving the goals. This will be excellent when one understands how the organisation is working overall and matching the personal goals with the organisational goals. Mental models: These associate with how the world works and these include the beliefs and assumptions. This totally involves the decisions we make at every stage of life. The decisions we take in life to some activities include the behaviours of others. This discipline helps us to test the deep assumptions and beliefs. Personal mastery: This involves the name you have to make in the lifetime. This helps you to achieve your personal goals by making use of the personal mastery in an honest way. There need to be willingness from the heart to make efforts and take risks. Winter Drive November 2011 Sikkim Manipal University 1
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Crisis here means positive turning point or transition. Originally, Larry E. Greiner proposed this model in 1972 with five phases of growth. Later on he added a sixth phase [12](Harvard Business Review, May 1998). All the six growth phases are described below: Phase 1: Growth through creativity This phase is characterised by the following: Technically or entrepreneurially oriented founders. Frequent and informal communication. Long hours and modest salaries. Reactive to marketplace feedback. Here, the entrepreneurs who have founded the firm will be busy in creating products and opening up markets. There wont be many staff, so informal communication is allowed. Rewards for long hours are through profit share or stock options. However, as more staffs join, production expands and capital is provided then there will be a need for formal communication. The leadership crisis As the company grows, new systems will be in demand such as manufacturing, accounting, personnel, etc. The founders usually are not experts who manage this new set of systems and cant motivate new employees. This is called Leadership Crisis and phase one ends with this crisis. At this time the company might bring the management that can manage in this new environment or may struggle as founders and try to maintain the old guard. Winter Drive November 2011 Sikkim Manipal University 3
Phase 2: Growth through direction This phase is characterised by the following: Functional organisation structure. Accounting systems. Formal and impersonal communication. Concentrate on directing the new, top managers. Growth continues in an environment that has formal communications, budgets and that focus on separate activities like marketing and production. As a financial reward, incentive schemes replace stock. However, the situation arises where the products and processes become abundant and there wont be enough hours in the day for one person to manage them all. It is not possible for that one person to know much about all these products or services as that of people in the lower hierarchy. Autonomy crisis As the company grows further, centralised management becomes inappropriate. Lower level managers gain better knowledge of the marketplace but wont be able to react quickly. The second revolution comes from a demand for greater independence. By this, the solution to the first phase becomes the crisis for the second phase. The solution to this crisis is to push decision-making responsibility to lower levels. Managers who fail to do this will see their companies being passed by quicker organisations. Phase 3: Growth through delegation This phase is characterised by the following: More responsibility in the place and field marketing managers Use of profit sharing and bonuses for incentives Managing of exclusion by top managers Activating management through acquisitions Infrequent communication from the top With middle-level managers given freedom to react fast to opportunities for new products in markets, the organisation continues to grow. The top level management just monitors and deals with the big issues like looking at merger or acquisition opportunities. Many businesses struggle at this stage because the managers whose directive approach solved the problems at the end of Phase one finds it difficult to give the responsibility for middle managers. Even then the middle-level managers struggle with their new roles as leaders. Control crisis Field operations will be broadened and inefficiencies come into the system. Top management loses power over planning, money, technology, and manpower. Narrow-mindedness in field operations symbolise this new revolution. Management must solve it by adopting and implementing special coordination techniques. Phase 4: Growth through coordination and monitoring This phase is characterised by the following: Merging of decentralised units into product groups. Establishing and reviewing formal planning procedures. Hiring staff at headquarters to initiate company-wide programs. Reviewing and distributing capital expenditures across the organisation. Measuring field operations through the criteria of Return-on-Capital. Centralising technical functions such as data processing. Winter Drive November 2011 Sikkim Manipal University 4
Q3. Explain any two Process based change models. Ans. Winter Drive November 2011 Sikkim Manipal University 5
REFREEZE
TRANSITION / CHANGE
b) Planning model This model was initially proposed by [5]Lippit et al. (1958) but later modified by Kolb and Frohman (1970). This model proposes seven-steps for change. This plan states that there should be free sharing of information between the organisation and the change agent. This information must be further translated into action.
This model goes through series of steps. In the first step, organisation and change agents together explore the need for and the areas that require change. They enter into it. This will be followed by diagnosing of specific goals towards improvement. Changes cannot be made without handling resistance so reasons for resistance will be identified and worked out and then planning will be done for specific improvement. This plan will be put into action which is next step and followed by evaluation and termination of the system or to begin another. Model of the change management process Galpin (1996) proposed this model and states that a successful organisational change effort should target two levels-the strategic level and the grassroots level. Strategic level refers to up-front, initial effort involving executives, senior managers, few employees, and consultants who provide an outside view. Grassroots level drives changes deeply and stresses on implementation at the local levels. This model involves nine stages: 1. Establishing the need for change. 2. Developing a vision of change. 3. Diagnosing the current situation. 4. Generating change recommendations. 5. Detailing recommendations. 6. Testing of pilot. 7. Preparing recommendations for roll out. 8. Rolling out changes. 9. Measuring, reinforcing, and refining changes. Winter Drive November 2011 Sikkim Manipal University 7
Planning Phase
Action Phase
Integration Phase Scheins model of change Schein (1987) extended Lewins basic model and included newer concepts. This model has been explained next: Unfreezing: According to Schein, unfreezing is a process for creating enthusiasm and readiness for change. Cognitive restructuring/ redefinition: It is a process by which an enthusiastic learner can learn something new that is related to his thought processes, feelings, values, and attitudes. Defensive identification with a role model: When a learner is motivated to change, that person realises that a concept may be interpreted in different ways than ones own. So one can adopt new perspective that facilitates change. A very good example for this is brainwashing. Action research model This model is proposed by [9]Cummings and Huse (1989). It is assumed that planned change is a cyclical process. This model proposes that organisations need to undertake research initially to have adequate information that guides in their future action. This model involves eight steps and they are as follows: 1. Identifying the problem. 2. Consulting an expert. 3. Gathering data and diagnosing at preliminary level. 4. Collecting feedback. 5. Diagnosing the problem jointly. 6. Planning of action jointly. 7. Action. 8. Gathering of data after action. =======================X=======================X========================= Q4. Describe managing change during turbulent times and setting clear expectations. Ans. Winter Drive November 2011 Sikkim Manipal University 8
Q5. What are the skills and ability required for the role of change agent? Ans. Winter Drive November 2011 Sikkim Manipal University 10
Implementing Change
Developing Process of Change of Culture Generally the most important contribution made by the change agent role is to maintain the organisations present performance and make the future performance effective that includes: Winter Drive November 2011 Sikkim Manipal University 12
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Q6. Describe in detail transformation through McKinseys plan. Ans. Winter Drive November 2011 Sikkim Manipal University 13
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