What is the main cost in maintaining an organizational …

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    Main costs are time spent in learning (such as post-project reviews) plus any additional items such as training. Also in cultural change and maintenance.

    Benefits can be many. Greater capability, productivity, efficiency. Less mistakes. More sharing. More happiness. Greater loyalty. Less attrition.

    So why don’t more companies do this? Because they have a culture of blame. Rather than learn from failure, everyone avoids being tainted by it by ignoring it or pointing the finger at others. This is because blame leads to punishment, which nobody wants yet many are ready to inflict. Sadly, this is very common and seems be a natural human default.

    A positive learning culture is harder to sustain because it needs people who do not compete with one another and who go against the natural tendency to seek status and superiority. This also means the motivation structure that drives competition, such as with comparative performance reviews, has to change.

    The main cost:

    • Time as people reflect on experiences

    The greatest benefit:

    • Common purpose

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    What is the best tool for resource management?

    Modern professional service organizations require a modern resource management solution, one that prioritizes a resource-first approach, providing insights and the granular control needed to determine the optimal resource mix across all projects, all clients, all the time. Why Industry Lea

    I believe time is your greatest cost. The benefits are priceless. If you don’t have a learning environment then you’re going to fall into the same problems on a regular basis and find yourself firefighting most of the time. You also might be very successful in business but also the tasks you have are mundane, which affects the motivation of your people. If you don’t have a learning environment then people will not bother learning new ways to make things better. If they are constantly trying to finish off tasks and get things done and there’s no “time” to reflect and experiment with new methods, then you’re not learning as an organization and you will easily be outlived by your competitors.

    Culture eats strategy for breakfast said Peter Drucker, and learning is one main ingredient in this culture.

    When it comes to a company’s culture, there are two different types of cultures: (1) organizational culture and (2) corporate culture. Organizational culture refers more narrowly to employee beliefs, behaviors, and norms within that organization—the sort of thing we have been talking about so far. Corporate culture, on the other hand, encompasses an entire company’s belief system, including its mission statement or purpose as well as values like integrity and innovation.

    Employees at organizations with strong employee cultures report having greater engagement in their work; feeling more satisfied with their jobs; and greater pride and belonging. They also report less stress, higher levels of energy, better sleep quality, and more optimism.

    What can organizations do to foster the development of a great organizational/employee culture? In my senior executive program on Managing People at Work, I look at three critical components of organizational culture: 1) Vision & Values 2) Meaningful Rituals 3) Safety and Trust. Each one is important in its own way for creating an environment where employees feel engaged in their work, motivated to perform, committed to success—and ultimately fulfilled by what they do every day.

    1. VISION & VALUES Great cultures have a strong sense of purpose or direction – something that drives behaviors time and again. In a study of organizational cultures, my colleague Dr. Richard Boyatzis found that organizations with strong corporate cultures tend to have more specific and measurable goals, as well as shared ways of thinking about how they should pursue those goals.

    2. MEANINGFUL RITUALS When we talk about rituals at work we are often referring to onboarding or offboarding, performance/recognition events, rewards like touch base meetings, etc. These activities are important for their ability to imprint on the human psyche what it means to be part of an organization and act in ways consistent with the values and vision defined by higher-level leaders. The key is not only creating meaningful rituals but also reinforcing them so people understand why they are important and how they contribute to the organization’s success.

    3. SAFETY AND TRUST Do people feel safe at work? Do they believe their leaders care about them individually, as well as the organization’s overall trajectory? When it comes to culture, employees need to know that 1)they have a voice in shaping decisions; 2)that their ideas are respected and acted upon; 3)that their opinions matter – that what they say can influence things. This is true even when there are organizational constraints on being able to act on every idea or suggestion. In fact, research by psychologists Jennifer Mueller and Christine Porath (authors of The BDFL Effect: How Great Leaders Build Trust for Extraordinary Results ) has found that “an understanding of how work gets done” and “clear direction on priorities” are the two things that determine whether employees feel safe, contributing their very best efforts.

    Adopting and building a growth mindset in others:

    A growth mindset is the belief that through effort and learning we can get better. As opposed to a fixed mindset, where you belief that you either have talent or you don’t and that effort is a sign of not being good enough.

    Use coaching to help people solve problems instead of giving advice:

    It’ll take a bit more time in some cases, but the learning effect is tremendous. Say someone comes to you with a problem, instead of trying to start and fix it, ask them questions that help them think the issue through. The Lean Coaching Kata is a simple framework to do that. Help your employee or team to explore what the current situation looks like, where they need to get to, what is causing the gap and with which small action they’d like to start.

    Allow for mistakes:

    Learning is always a mix of getting information, processing it and applying it. This is testing, trial and error and hardly ever will you get everything right from the start. If you know that your boss will punish you instead of supporting you when you get it wrong, you won’t try new things and won’t learn anything new. You’ll stay on the safe side with the things you already know.

    Give feedback that helps reflection:

    Instead of just telling people how they did (who are you to judge?), I suggest you mix your own opinion and observation with questions that help your teams to reflect. The simplest questions I bring to every meeting are: What went well? What are we going to do differently next time?

    Stay a curious learner yourself:

    What you role-model will have a much stronger effect on people than what you tell them to do. So don’t be afraid to admit knowledge gaps or ask others to explain things to you. Show how you are willing to stay curious and learn from anyone and any situation. Ask your team for feedback as well and act on it.

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    Organizational Learning

    Organization-wide continuous process that enhances its collective ability to accept, make sense of, and respond to internal and external change.

    Organizational learning and is more than the sum of the information held by employees. It requires systematic integration and collective interpretation of new knowledge that leads to collective action and involves risk taking as experimentation.

    Learning Organizations

    A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.

    Learning organizations are skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from their own experience and past history, learning from the experiences and best practices of others, and transferring knowledge quickly and efficiently throughout the organization.

    Organisation structure is one of the basic tool on which an Organisation is built.

    • To bring clarity on reporting and communication
    • To avoid hierarchical conflicts
    • To eliminate overlapping and duplication
    • To motivate employees on promotion and growth.

    These are few general points for initial understanding.

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    There are several pitfalls to organizational learning as it relates to the environment that the organization operates in. In general, an organization that “internalizes” learning (within the organization or between departments and divisions) can create a situation in which “this is the way we have always done it”. It can polarize learning and also work as a rejection mechanism in which new knowledge from outside is rejected. Obviously, for organizations in dynamic environments this can be very dangerous. Note that research has shown that this can occur in industries as well; for example, Defense industry organizations tend to learn from other Defense industry organizations which tends to limit the type of knowledge “absorbed”.

    The opposite can also be true; organizations who always focus on absorbing external knowledge at the expense of “solidifying” internal knowledge can be a “Seat of the pants” mentality in which no firm rules are in place and no long-term knowledge building takes place. The cynefin model is a good model for looking at how this works and can be found on the Internet.

    Lifelong learning is considered as an important milestone in organizational development. Work organization intends to provide opportunities for continuous learning to its employees. Lifelong learning is the “Lifelong, voluntary & self-motivated” pursuit of knowledge for either personal or professional reason. As such, it is not only enhancing social inclusion, active citizenship & personal development, but also enhancing competitiveness and employability.

    Learning Organization:

    The learning organization has been promoted as providing viable blueprint for an integrating approach to training and development. A definition of the learning organization by Senge (1994) says that such organization is one, where people continually expand their capacity to create the results they truly desired, where new and expansive pattern of thinking are nurtured, where collective aspirations are set free & where people are continually learning to learn together.

    Learning Organization’s Strengths:

    • It is broadly flexible & tolerant.
    • Its emphasis lies on organizational goals that transcend the pursuit of short term profit maximization.
    • Its trace lies on the social context within which learning is taking place.
    • The emphasis placed in the learning organization literature on the need to build learning and reflection into the routines and day-to-day culture of management activities and to see it as integral to process of production is also important because the frequent inability to achieve this goal has been one of the continuing failures of training in many organization.

    Barriers of development:

    • Physical /environmental & technological
    • Social (internal & external) causes & poor communication channels resulted in miscommunication
    • Poor organizational Structure

    1. Poor supervision

    2. Strict centralization/ poor employee engagement

    3. Poor training programmes

    4. Poor & limited feedback

    5. Poor relationships between supervisor and employees

    • Financial issues
    • Inappropriate planning & strategies.
    • Unrest in the organization
    • Lack of awareness of management regarding needs, process and consequence of developmental training process.
    • Inefficient trainers
    • Lack of information
    • Lack of proper time management
    • Location issues

    Benefits of Lifelong Learning:

    • Helps fully to develop natural abilities.
    • It opens the mind.
    • Creates a curious and hungry mind
    • Results in development of the organization as a whole
    • It helps us to adapt with change.
    • It increases our wisdom.
    • It helps us to find new solutions to problem.
    • Keeps us involved as an active contributor to the organization
    • Helps us to established valuable relationships
    • Leads to an enriching life of self-fulfillment
    • Keeps our mind adaptive
    • Improves memory
    • Increases self-confidence
    • Offers an inexpensive way to try something new
    • Saves money as you learn to do it yourself
    • Gives your feeling of accomplishment
    • Builds of skills you already have
    • Offers an opportunity to learn new skills and also be able to increase your income
    • Gives you a new interest that you can explore for the better

    Why Lifelong learning is beneficial for seniors?

    1. Senior gets to pick the topics that he want to learn. In retirement, their educational choices are no longer dictated by the requirements to complete a degree. Now is the time to pursue those off-the-beaten-path areas that truly spark their interest. For example, he would love to learn more about reptiles, gold rush history, how to write a novel, and how to play the guitar. The beauty is that what he decides to learn is his personal choice.

    2. They have the time. One of the biggest challenges of retirement will be how to stay busy during all of the free time they inherit. Lifelong learning fills those potentially empty hours with interesting and engaging challenges. And at the end of the day their newly found knowledge is something they can be proud of having spent his time on.

    3. Learning keeps us sharp. For retirees who no longer receive the stimulation that comes with a job and its challenges, it is easy to slow down and lose our edge. Learning and studying keeps the mind engaged and our thinking clear. Plus, we inevitably learn some interesting tidbits to share at social events.

    4. Learning keeps us socially engaged. While we were in school as younger people, most of our circle of friends came from classmates and those we interacted with in the school environment. Going back to school as retirees can open new channels of interaction and introduce us to new friends inside and outside of the classroom.

    Question asked: What are the benefits of organizational learning? What are some examples?

    My Answer:

    Learning is the acquisition of knowledge or skills through experience, study, or by being taught that typically enhances our adaptive behavior. Strictly speaking, only humans and animals can learn. However, because organizations are established and operated by humans, we have broadened the use of the term “learning” to include the study of how organizations acquire information, convert it into knowledge and use it to enhance their ability to adapt to, and attempt to gain and maintain control their external environments. Organizations do learn, however, it is important to remember that organizations “learn” only through their human operators, and by means of the adaptive processes and structures these human create and maintain.

    One of the most simple examples of organizational learning is called the “manufacturing progress function.” Let’s say you get a contract to build 100 airplanes. Is it going to cost you as much to build the 100th airplane as it did the first one? Absolutely not. The 100th airplane may take only half the time to build and cost you only 60% of what the first one did. Why is this? First of all people become more skilled and adept, and find easier and faster ways to build the plane. But that’s only one place where organizational learning takes place.

    Perhaps just as important as the learning that people do is the “learning” that the the organization as a whole does That is, it becomes more nimble at building planes in terms of its policies and procedures for ordering and inspection of parts and sub assemblies, working with its vendors, training and rewarding its employees, developing tools and jigs, product retrofits and redesign, better planning and coordinating, and much more.

    Organizational learning is especially important for organizations that provide or exchange, transfer and transform information into knowledge or provide platforms for this to occur such as Twitter, Google, Facebook, PayPal, the Stock exchanges, insurance companies, and banks to suggest a few. Just look at the phenomenal organizational learning and progress occurring in “mobile devices” as Apple and Google have leapfrogged each other in the development of software and hardware for their products. If you have used any of the services these organizations provide for a period of time, it is easy to recognize how they have steadily become faster, better, and more comprehensive in the services they provide, and through this learning process,have managed to hold their costs to customers relatively constant through time.

    Organizational policies outline what practices an organization as acceptable in which situations. While not all employees will follow said policies (this depends on punishments for violating them), they fundamentally alter employees’ incentives, and in effect behaviour.

    With this in mind, the particular policies an organization holds certainly affects the performance of the organization as a whole through those key decisions and behaviours. Whether a policy will lead an organization to better or worse performance depends on the policy, the context, and a variety of other factors, but they will inevitably affect performance overall.

    Around 80% of people learn well with two basic formats. Though there are 26 different brain wiring templates. So if you are one of the 20% you might be left behind. As with gifted students weather fast or slow learners, they can’t reach their potential with conventional organizational learning.

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