Organizational Learning (OL)
Literature reveals that OL improves the development by introducing new expertise, output or commercialism. Nonaka & Takuchi (1995) argued that learning is vital for product innovation which means that it is not limited to only acquisition and retention of knowledge but it is used to get the required outcomes.
Knowledge oriented view of the organizations argue that knowledge and learning capacity influence the organizational performance and also direct the firm to achieve sustainable and continuous competitive advantage (Zhang, 2008). In last thirty years extensive research have been conducted on the OL and it has contributed a lot in the organizational development and change management, but still there is a little agreement on what is meant by the term OL and its nature. (Crossan, Lane & White, R.E, 1999; Huber, 1999 and Kim, 1993). The reason for this problem is that the OL has been studied by many disciplines and perspectives (Lopez, et al, 2006). According to (Argyris, 1995),” Learning occurs whenever errors are detected and corrected or when a match between intentions and consequences is produced for the first time.” (p.20). According to Huber (1991), when knowledge is acquired, information is spread, correctly analyzed, and recalled, organization learning eventually takes place. He further assumed that learning occurs in the organization if any of its unit acquires information useful to the organization. This is also supported by DeNisi & Griffin (2008) that “OL is the process by which the organization “learns” from past mistakes and adapts to its environment.”
From these definitions, it is concluded that OL is a process whereby organization gets knowledge and removes the problem and adapts ...
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...pply knowledge, then OL will be damaged, so organizations should have such compensation systems that motivate the employee to get, share, and apply knowledge in the organization (Wong, 2005).
The findings of the study conducted by Dechawatanapaisal (2005) demonstrated that the pay for performance and recognition are the contributing factors in the organizational learning. Especially recognition that is easy to implement and does not require large investment, can increase the employee morale that support their learning. Khandekar & Sharma (2006) pointed out that improved reward system plays an important role in strengthening the learning capabilities of the organization which leads us to propose that the selective compensation and reward system that create a powerful motive for the employees to get, apply and share knowledge has a positive impact on OL.
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
In this paper, I will inform you about issues in globalization, power, followership and cultural change in the perspective of a health leader. I will identify three major health issues that are global but has the potential to affect the United States health care system. I will describe these global health issues influence health leaders. I will relate global leadership with transformational leadership. I will illuminate three elements of cultural and diversity within health care organizations. You will find a table of cultural attributes to be made aware of. I will categorize the differences in global leadership according to power, technology, and knowledge management and will explain two leadership approaches for implementing change.
In Leadership Theory, Application & Skill Development, transformational leadership is defined as “seeking to change the status quo by articulating to followers the problems in the current system and presenting a compelling vision of what a new organization could be” (Lussier & Achua, 2013, p.331). This theory, in combination with the exercise regimen, CrossFit, is the focus of the book Transformational Leadership and High-Intensity Interval Training by Carol R. Himelhoch, PhD. Himelhoch illustrates a correlation between a leader’s ability to tap into the transformational leadership style and their consistent participation in intense workout sessions. A transformational leadership style benefits from High-Intensity Interval Training (HIIT) via challenging the participant, which imparts a sense of achievement when they complete a demanding Workout of the Day (WOD). HIIT encourages the individual to push themselves and take risks, not only during the workout, but also in their leadership roles at work.
Reward and recognition has to be promoted for small and large achievements. An effective reward’s program keeps employees engaged, dedicated, and committed to the organization.
Sanchez R.(2005),”Knowledge Management and organizational learning: Fundamental Concepts for theory and practice” Lund institute of Economic Research , Working paper series.
Looking at a simple definition of each terminology, then we will know each force behind all leadership theories. To better understand the fundamental principles preceding leadership philosophy, we have to understand the theory of leadership development and its essential characteristics. Hence, some of the leadership theories are explained in this paper.
Transformational leadership theory conceptualized in the late 1970’s, proposed that leaders could motivate followers through shared vision and mutual interest to uplift the entire organization to a higher morality (Burns, 1978). Morality was defined as leaders and followers working together to fulfill organizational goals and achieve higher performances within a context of change and innovation. Leaders would surpass their own self-interest, in order to, foresee, foster, and indoctrinate a new organizational vision to their followers. Bass operationalized Burns’ seminal work into a leadership model to better indentify transformational leadership characteristics. The model emphasized four dimensions such as idealized influence, inspirational motivation, intellectual stimulation and individualized consideration in order to achieve success.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Most will agree that knowledge is the ‘key’ resource in this post-industrial economy. The challenge for many companies is developing an organization that creates and cultivates knowledge and learning. Pay plays a significant role in shaping workplace behavior. Most of the traditional pay systems reward the job the individual performs rather than the skills he/she brings to the job. The system is not being able to reward the things the company needs and this presents a barrier. The trend has moved away from pay for the value of the job, service and seniority. It is being replaced with paying for skills, knowledge, competency, performance and productivity, all which can be delivered through different invitations, from changes to base pay to introducing gainsharing.
Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.
The learning organization is the opposite of the traditional organization. It believes that there is always a better way to do things, it listens to those who work within the company, utilizes a systems approach, is orientated towards people and ideas, prevents problems, quality and customer-service is essential, and accountability to the team is essential (Anderson, 2003). The lear...
Richard Beckhard defined Organization Development as an effort to plan, organize, and manage from the top to increase organization effectiveness and health through planned interventions in the organizations "processes," using behavioral-science knowledge. (Beckhard, 1969). A simpler definition is that OD is the logical application for behavior science to bring about deliberate change in an organization. The intended objectives and outcomes are for organizational survival through improved adaptability, productivity, and effectiveness. These objectives will be accompl...
The business environment consists of individual factors that keep changing throughout the time. The environment itself is dynamic and uncertain, and thus organizational change are not avoidable. An approach need to be practiced to overcome this problem, Organizational development or OD seems to have the solution to this problem. Organizational development is designed to elaborate on the knowledge and potency of people to overcome the challenge of accomplishing successful performance and organizational change. In reality, however Change management practitioners and scholars have begun to have doubts and question of the overall effectiveness of organizational development as the best strategic approach for firms to adopt to manage organizational
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.