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PRIYANKAAGGARWAL
Organizationallearning and
development
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Daimler-Chrysler
Motor company
In 1990s
With a history of innovation, had terrible customer
service and marketing.
As a result, declining market share and high losses.
Its president started with a program customer one
Involvement of people ( 360 degree)
Agreeing on objectives Learning from Honda
Emphasis on quality
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Outline
Definition Objectives
Need
Kurt Lewin Model Organizational Learning (OL)
Characteristics
OL Process
Levels of OL
OL Structure
Developmental Perspective of an organization
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ORGANISATIONAL DEVELOPMENTOD Effort
is a planned change
involves the total systemmanaged with total acceptance and
commitment of
the top management
is designed to improve organizational effectiveness
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Objectives of Organizational Development
Improved organizational performance as measured by
profitability, market share, innovativeness etc. Better
adaptability of the organization to its environment.
Willingness of the members to face organizational
problems and contribute creative solutions to these
problems.
Improvement in internal behavior patterns such as
interpersonal relations, inter-group relations, level of
trust
and support among role members, understanding onesown self and
others, openness and meaningful
communication and involvement in planning for
organizational development.
Improved Conflict Management.
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NEED
OF
ORGANISATIONAL DEVELOPMENT
To change the basic beliefs, attitudes, relevance ofvalues and
organizational structure.
To better absorb disruptive technologies, market
opportunities ,ensuing challenges and chaos.
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For Organisational Development to
happen:
Ensure that theemployees are
ready forchange.
Unfreeze
Execute the
intended
change
Change
Ensure that thechange
becomes
permanent.
Refreeze
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Organizational Learning
It is the process by which an organization gainsnew knowledge
about its environment, goals,processes, systems and structures.
Herbert Simon posits three ways in whichorganizations learn:
(1) individuals within the organization learn somenew fact or
procedure,
(2) the organization ingests outsiders with
knowledge not already in the organization, and(3) the
organization incorporates new knowledge
into its files and computer systems.
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Characteristics of Organizational
Learning
Encourages experimentation
Testing new ideas
Continuous Improvement Involvement of all stakeholders
Consistent Feedback
Resources and facilities for self development
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Organizational Learning Process
Knowledge Acquisition (unfreeze)External Internal
Information Distribution(unfreeze)InformalFormal
Organizational Memory (Refreeze)Hard Soft
Information Integration (Change)Absorption of new
information
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Levels of Organizational Learning
Single LoopLearning
Learning at the operational level.
Improving what we are currentlydoing (making techniques
moreefficient).
Double LoopLearning
Learning at fundamental level.
Occurs when we challenge
assumptions, beliefs, norms and
decisions rather than accepting them.
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Single loop and double loop learning
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Organization Learning Structure
Individual
Learning
Team
Learning
Organizational
Learning
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Individuals
Change in cognitive
structure
Behavioral change
through trial anderror
Individual reflection
Groups or teams
Change in collective
knowledge and value
base
Change in normative andBehavioral patterns
Collective reflection
Communication
within team members
Transparency of team
learning or results
Integration of
different teams
Organizational
learningTeam learning
bridge
Individual
Learning
Organizational Learning
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` maturityorganization
entrepreneurial
idea
Represents a developmental perspective
crisis
learning that
promotesrenewal
`
`
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` maturityorganization
entrepreneurial
idea
which contrasts with a non-
developmental approach
crisis
no learning
fromexperience
`
`
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