...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 at costa there is a very mechanistic approach in regards to their production...
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...115 Double loop learning in organizations By uncovering their own hidden theories of action, managers can detect and correct errors Chris Argyris Why are employees reluctant to report to the top that one of their company's products is a "loser" and why can't the vice presidents of another company reveal to their president the spectacular lack of success of one of the company's divisions? The inability to uncover errors and other unpleasant truths arises from faulty organizational learning, says this author. Such habits and attitudes, which alJow a company to hide its problems, lead to rigidity and deterioration. The author descrihes how this process can be reversed hy a method he calls double loop learning. Chris Argyris is James Conant Professor of Education and Organizational Behavior at Harvard University, and is the author of numerous publications on executive leadership and organizational effectiveness. Several years ago the top management of a multibillion dollar corporation decided that Product X was a failure and should be dropped. The losses involved exceeded $ioo million. At least five people knew that Product X was in serious trouble six years before the company decided to stop producing it. Three were plant managers who lived daily with the production problems. The two others were marketing officials, who perceived that the manufacturing problems could not be solved without expenditures that would raise the price of the product to the point where...
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...Nadja Hill HAD assignment 4 9/25/13 Single loop learning is when individuals solve an issue by simply looking at the organization’s policies, values, and rules to come up with a solution. This learning form allows people to follow a process that’s been put in place in order to resolve a problem. Single loop learning is for simple problems that can be fixed by knowing what’s expected from looking at past events and comparing the results. This is considered the simplest learning form. This is a good learning form for an organization because it can lead to adaptive learning. People will begin to adjust to certain processes because of certain changes that take place. When individuals see a certain process repeatedly, they will tend to reflect those behaviors. For example, an organization is trying to limit the amount of slip and falls especially during rainy weather. Problems solvers discover that these accidents are taking place because of the access waters that drips off the umbrellas once the individual is inside the building. So now a way for them to minimize slips and falls is to provide plastic covers to everyone entering in with wet umbrellas. The organization installed appliances with these plastic covers at every entrance with a sign instructing people to take one. Now everyone knows to grab a plastic cover when entering the building when applicable. Double loop learning is when problem solvers or individuals eliminate issues by looking at organizations policies,...
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...personnel in senior leadership positions. Senior leaders are effective problem solvers when focusing on, identifying and correcting issues in the organizational environment. But when confronted with how their actions might have contributed to the organization’s problems they avoid learning; and in order for learning to continue personal reflection is required to influence change. A learning organization must understand the distinction between ‘‘single loop learning” and ‘‘double loop learning”. “Single loop learning” involves the identification and solving of a problem. Whereas “double loop learning” asks why is there a problem? Professionals utilize “single-loop learning” for projects such as organizational restructuring, training and development and process improvement. But seldom do they master the skills of “double loop learning”. All too often success has denied these professionals the opportunity to learn from their mistakes. As a result they avoid learning because they lack the reflective skills necessary to ask themselves why there is a problem and what role did I play in that problem. Avoidance Learning Studies of professional consultants exemplify the process of avoidance learning. For example when a project is not going as planned or when confronted with their own performance; it’s not uncommon to hear a defensive response such as “it is not our fault” or “we had unclear objectives”. Their defensiveness is a fear response and as a result negativism can take hold...
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...Single loop learning is the most common type of learning and involves problem solving and improving the system but does not seek any answers as to why the problem arose. On the other hand Double loop learning uses feedback from past actions to restructure the set assumption patterns and seek alternative solutions. It is necessary for higher order problem solving and leadership. We see a series of such examples in our daily lives, which involve the use of single loop and double loop learning techniques. As a part of this study we will be analyzing the use of these learning techniques in the implementation of e-governance projects and try to overview whether the replacement of single loop learning with the double loop learning techniques in these mission mode projects yielded better outcomes and results. The study will try to hit the target by being very specific and studying the RajSWAN (Rajasthan State Wide Area Network) Project. The government’s aim behind the implementation of RajSWAN project was to establish an effective communication infrastructure and create a highway for electronic transfer of information in the form of voice, video and data between the various departments of the state machinery with an aim to improve the administrative efficiency and effectiveness of Government programmes and schemes thereby resulting in an improved quality of service to the citizen of this state. It also aims to strengthen the disaster management capacity. RajCOMP is a State designated...
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...| | | SUPPLY CHAIN MANAGEMENT Name: Kerry Laird Submission Date: 10th March 2014 Lecturer: Paul Tracey | | | | Table of Content Item Page Introduction 2 What is ISO 9001 - Quality management system........................................2 ISO 9001:2008…………………………………………….........................2 The Concept of Quality Management……………..…………………...….3 The major clauses and sub-clause are:…....………….…………………....4 Quality Management Principles:…………………………………………..5 Audits, reviews and assessments…………………………………………..6 Single-Loop Learning Model……………………………………………...6 Double-Loop Leaning Model………………………………………….......7 References………………………………………………………………....8 Appendix…………………………………………………………………..8 Assess how a quality management system standard is supposed to work to aid the relationship or relationships between a buying organisation and its supplying organisations. Introduction Any organisation can benefit from implementing an effective quality management system. The foundation of a quality organisation is the concept of the customer and supplier working together for their own benefit of receiving the end product in the way in which they want the product to be. For this to be effective, the customer-supplier interfaces must extend internally and externally in the organisation. What is ISO 9001 - Quality management system? The ISO 9001 addresses certain aspects of quality management...
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...Introduction Organizational Learning has become an important theory in the development of leadership and organizational growth. There are many works available on the topic but Peter M. Senge’s book “The Fifth Discipline: The Art and Practice of the Learning Organization” is held as the foremost organizational learning concept that others have built upon. In 1990, Senge outlined the five disciplines as follows: 1. System Thinking: is the conceptual framework where organizations see the total picture to make effective change. It is considered the cornerstone of the disciplines. 2. Personal Mastery: is dependent on the commitment of the organization’s members to effect change so the organization may learn. 3. Mental Models: exposes the biases that we carry with us, which we may be unaware of. In order to learn and change it is necessary to “turn the mirror inward.” It opens the member to “learningful” conversations and other’s input. 4. Building Shared Vision: this is the shared commitment of the future goals of the organization. The key component of this discipline is that the vision is shared by the stakeholders and not dictated by the organization. 5. Team Learning: this is the foundation to the organization’s ability to thrive. It is a vital component of modern organizations as the learning unit is the team, as opposed to the individual. The teams must learn so the organization may learn. Senge defined his framework as disciplines because he considered them...
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...Learning is the way we create new knowledge and improve ourselves. Brown and Duguid describe organizational learning is the bridge between working and innovating. Organizational Learning is a process to enable organizations to better use the knowledge of their members to make business decisions. In a conventional organization, decisions are often based on management perspective without taking into account the other members of the organization. A business using Organizational Learning recognizes the value added by including all of its members in the decision making process. A Learning Organization recognizes that a business consists of people and it takes a commitment from all in the organization to best obtain the organization’s goals. Through Organizational Learning an organization gains knowledge and develops skills to empower its members to work as a cohesive team. The following table saws some of the key differences between a Conventional Organization and a Learning Organization. Conventional Organization | Learning Organization | Locked into management’s views of methods and goals. | Flexible and open to new ideas. | Makes decisions based on what currently best fits the organizational structure. | 1. Willing to disregard the status quo in favor of innovation. 2. Management encourages all members to continuously rethink what they do, how they do it, and how they might do it better | Adapts and/or reacts to change. | Anticipates the future and strives to create services...
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...influence our every waking hour. And although this is very obvious, one has to wonder why people build their lives around organizational behavior. Examples of this would be, taking time off from work, going to work five times a week or being a full time student. These are routines that each of us has in our own lives, and we all relate to them within our culture in similar ways. In The Wolf, Mech talks about Courtship and Mating in wolves. I compared this reading to Morgan’s because in many ways it relates to culture. “Courtship and mating in the wolf are intimately related to each animal’s year –round ties with other members of its pack” (Mech pg. 111). This clearly shows the reader or whoever is studying wolves that this behavior occurs within the culture of the pack and how similar this behavior is with other animals living in the wild. Culture and organization played in my work life. I used to work at a grocery store and everyone one on the team had similar duties, especially the cashiers. We were pretty much programmed to say the same things, and if we forgot to ask the customer for their card or if they had reusable bags it would affect the entire front end of the store. This was because we had a “secret” shopper come in and grade us on our performance in customer service. If one person failed, then all of us did. In the “Learning organization”, the idea is that not everyone learns at...
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...A Harvard university psychologist Ellen langer argues that we are mostly unaware of the assumptions that underlie our thinking and behaviour.as a result our behaviour for most part is largely automatic. We tend to react to situations unthinkingly; it is as if our behaviour is mindless. She suggests 3 manifestations of mindlessness: 1) we tend to get trapped by the categories we create. When we construct a mental model of the world around us, we create categories and make distinctions b/w them. 2) as the experiment above indicates, automatic behaviour is another reflection of mindlessness. Habit or any repetitive behaviour is more likely to lead to mindlessness. 3) actions from a single perspective is a reflection of mindlessness. What are the roots of mindlessness? 1- whenever we perform any task repeatedly, we become expert at it. In psychological terms we overlearn the task. 2- we tend to form a mindset when we first encounter something. Subsequently we have a tendency to cling to it when we reencounter the same thing. Langer calls this premature cognitive commitment. 3- when we believe that the resources we require are limited, we are more likely to be trapped by the categories that we create. 4- we may think of time as a linear entity when in fact under some conditions it may make more sense to think of it as a cyclical entity. 5- both in education and at work we tend to be outcome oriented. We are focused on results rather than the processfor achieving...
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...construction setting, it will look at various practitioners’ theories and how they may be implemented into the current strategy. Reflective practice can be an essential tool in vocational based professional learning settings where people learn from their own experiences, rather than from formal learning or knowledge transfer. It may be the most important source of personal professional development and improvement. It is also an important way to bring together theory and practice; through reflection a person is able to see and label forms of thought and theory within the milieu of their work. The essay will also look at the use of reflective practice with learners at a behavioural school. Each section will cover different topics, section one will cover the understanding of critical reflection, section two will show how critical reflection is used for behaviour, section three shows its use in the construction industry and section four will briefly cover other authors and their respective models. Section 1. In order to be effective teachers must be reflective; they must continuously review their practice, discuss it with their colleagues, consider their learners’ responses and seek to develop new and better ways of teaching. Practitioners need to make sure that all learning levels and skill levels are catered for; the most effective way to ensure this is to use reflective practice to continuously develop the teaching material the delivery of the course and the teacher...
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...struggle to encourage organisational learning. Critically evaluate this statement in relation to the Mechanistic and Learning perspectives. Brocka and Brocka (1992, pg.2) suggests that organisations are “revolutionary compared to the strict, hierarchical, authoritarian organisations that existed in the past”. Mechanistic and bureaucratic organisations follow the same traits where the structure is needed for “efficiency, conformity and compliance” (Spencer, 1994, pg.448). The revolutionary aspect to organisations is shown by introducing learning into the organisation promoting the development for “searching for information, assimilating, developing and creating new knowledge on product, processes, and services” Wang and Ellinger (2011, pg.512). According to Sun and Scott (2003 pg.202) “the terminologies organizational learning and learning organization were once used interchangeably. However, in the mid-1990s there was a bifurcation into two streams” for the purpose of this assignment the terms learning organisation and organisational learning will be used on an interchangeable purpose. This assignment will show a clear definition of mechanistic, bureaucratic and organisational learning structures of organisations. By using my personal experience, examples and the use of case studies, then linking to relevant theories an argument will be made whether mechanistic and bureaucratic organisations struggle to encourage organisational learning. A traditional structure is one...
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...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 is the Lewinian Experiential Learning Model. The model emphasises a four-stage cycle, it begins...
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...Management of Change Integrative case Study Toyota’s Learning Case Challenge: Toyota’s Learning Key points: In 2010 Toyota recalled around 9 million cars with brake and other faults. It is considered as the best example of a learning organization. Known for its reliability, quality and long-term durability for 15 years. Follows five discipline disciplines set out Serge and his colleague. Uses Quality circles weekly, experiment and set impossible goals, team work, open communication. It was fined over $16 million. System Thinking and organizational change. Q1.Regarding the 14th Toyota Management Principle, which says that Toyota is a learning organization. Use one organizational learning theory to explain how they have achieved this? The last Toyota Management Principle concludes that Toyota became a learning organization through relentless reflection and continuous improvement(Liker 2004)for organization to become organizational learning they need to create supportive environment, being open to new ideas and valuing different view point(Myers,Hulks&Wiggins 2012)according toTakeuchi,Osono and Shimizu(2008)Toyota value its workers and see them as acknowledge workers and the wisdom of experience and have an open communication and willingness to learn from others and freedom to voice contrary opinions in their organization. Q2.Peter Senge in his book “The fifth discipline “define learning organization as organization where individuals constantly increase...
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...reference. Here is the syntax for declaring an array variable: ------------------------------------------------- dataType[] arrayRefVar; // preferred way. ------------------------------------------------- ------------------------------------------------- or ------------------------------------------------- ------------------------------------------------- dataType arrayRefVar[]; // works but not preferred way. Note: The style dataType[] arrayRefVar is preferred. The style dataType arrayRefVar[] comes from the C/C++ language and was adopted in Java to accommodate C/C++ programmers. Example: The following code snippets are examples of this syntax: ------------------------------------------------- double[] myList; // preferred way. ------------------------------------------------- ------------------------------------------------- or ------------------------------------------------- -------------------------------------------------...
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