Designing and Leading a Learning Organization

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Chapter 15

• Designing and Leading a Learning Organization

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Ex. 15.1 Leadership Evolution
Stable
Chaotic
Era 2 Rational Management
Era 3 Team Leadership
Micro

• Behavior theories
• Contingency theories
• Setting
• Vertical hierarchy, bureaucracy
• Management functions

• Confusion
• Empowerment
• Quality
• Setting
• Horizontal organization
• Cross-functional teams
• Downsizing

Scope
Era 1 Great Man Leadership
Era 4 Learning Leadership

• Trait theories
• Setting
• Pre-bureaucratic organization
• Administrative principles

• Shared vision, alignment, relationships
• Facilitate change and adaptation
• Setting
• Learning organization
• E-Business

Macro
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Learning
A change in behavior or performance that occurs
as a result of experience
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Adaptive Learning Cycle

• A cycle of action, feedback, and synthesis
  that all living organisms share

• The reason the average life-span of Fortune 500
  companies is only about
• 50 years is because they focus so strongly on
  turning a profit that they shut
• Down mechanisms that encourage learning and
  change.

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Ex. 15.2 The Adaptive Learning Cycle
Action
Sensing
Deciding
Feedback
Synthesis
Learning
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Learning Organization
One in which everyone is engaged in identifying
and solving problems
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Ex. 15.3 Two Models of Organization
Efficient Performance (Hard, rational model)
Vertical Structure
Routine tasks
Rigid culture
Formal systems
Competitive strategy
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Learning Organization (Soft, intuitive model)
Horizontal structure
Adaptive culture
Empowered roles
Personal networks
Collaborative strategy
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Ex. 15.4 Evolution of Vertical to Horizontal
Structure
B. Functional organization with process overlays
A. Vertical functional organization
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Ex. 15.4 (contd.)
C. Horizontal organization based on processes
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Tasks Versus Roles

Task a narrowly defined work assignment Role a
part in a social system
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Ex. 15.5 An Organizational Communication Network
(adapted)
Marketing Manufacturing Engineering
David
Sharon
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Open book management

• Sharing data about budgets, profits, expenses,
  and other financial matters with everyone in the
  organization.

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• Competitive vs. collaborative strategy
• Strategy emerges from the bottom up as well as
  the top down
• Learning organizations have permeable boundaries
  and are often linked with other companies
• Rigid vs. adaptive culture
• The whole is more important than the parts, and
  the boundaries between parts are minimized
• Equality is a primary value
• The culture encourages change, risk taking, and
  improvement

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Ambidextrous Organizations
Flexible organizations in which leaders
incorporate structures and management processes
that are appropriate to innovation and learning,
as well as to the efficient implementation of
ideas
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Knowledge Management
The efforts to systematically gather knowledge,
make it widely available, and foster a culture of
collaboration and learning