Trends In Mgmt Nw

Early management practitioners - Historical Evolution - OB ,[object Object],[object Object],[object Object],[object Object]

Recent challenge ,[object Object],[object Object],[object Object],[object Object]

Environmental Changes: ,[object Object],[object Object],[object Object],[object Object],[object Object]

Environmental Changes : Globalization ,[object Object],[object Object],[object Object],[object Object],[object Object]

Environmental Changes : Information Technology ,[object Object],[object Object],[object Object],[object Object]

Impact of the Info. Tech. ,[object Object],[object Object],[object Object]

Impact of the info.tech. ,[object Object],[object Object],[object Object],[object Object]

Total Quality Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Total Quality Management ,[object Object],[object Object],[object Object],[object Object]

Total Quality Management ,[object Object],[object Object],[object Object]

Cultural Elements / Core values in the total quality organization : (Luthans, 1995, p31) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Cultural Elements / Core values - TQM (Luthans, 1995, p31) ,[object Object],[object Object],[object Object],[object Object],[object Object]

“ Quality ” ,[object Object],[object Object],[object Object],[object Object]

Quality Service Revolution ,[object Object],[object Object],[object Object],[object Object],[object Object]

Management ,[object Object],[object Object],[object Object],[object Object],[object Object]

Reengineering ,[object Object],[object Object]

Reengineering ,[object Object],[object Object],[object Object],[object Object]

Reengineering Processes ,[object Object],[object Object]

Reengineering Processes ,[object Object],[object Object],[object Object]

Benchmarking ,[object Object],[object Object],[object Object]

Benchmarking: Benefits to the organization ,[object Object],[object Object],[object Object]

strategies adapted for Benchmarking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Empowerment ,[object Object],[object Object],[object Object],[object Object]

Operationalizing Empowerment - culture ,[object Object],[object Object],[object Object],[object Object],[object Object]

Embed Empowerment….contd ,[object Object],[object Object],[object Object],[object Object]

Embed Empowerment….contd ,[object Object],[object Object],[object Object],[object Object],[object Object]

To put Empowerment into Action ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Learning Organizations ,[object Object],[object Object],[object Object]

[object Object],[object Object],Learning Organization

[object Object],[object Object],[object Object],[object Object],Single-loop & Double-loop ,[object Object],[object Object],[object Object],[object Object]

Peter Senge’s from a systems theory perspective ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Peter Senge’s Org.Learning – OB/HR IMPLICATIONS Taken to a more individual employee ,[object Object],[object Object],[object Object],[object Object],[object Object]

Peter Senge’s: Fifth Discipline: The art and Practice of Learning Organization. N.Y:Double Day ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

5 DICIPLINES OF O.L ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object]

5 DICIPLINES OF O.L ,[object Object],[object Object],[object Object],[object Object]

What is A Learning Organization? ,[object Object],Marqardt,M.J., 1996. Building the Learning Organization. New York: McGraw Hill. P.229

Characteristics of A Learning Organization… ,[object Object],[object Object],[object Object]

Characteristics of A Learning Organization… ,[object Object],[object Object],[object Object],[object Object],[object Object]

Characteristics of A Learning Organization… ,[object Object],[object Object],[object Object],[object Object]

Characteristics of A Learning Organization… ,[object Object],[object Object],Marqardt,M.J., 1996. Building the Learning Organization. New York: McGraw Hill. P.19 – 20.

Learning Org.- characterized by Human-oriented cultural values (Kramlinger, 1992) ,[object Object],[object Object],[object Object],[object Object],[object Object]

Characteristics of Learning Organization Presence of Creative Tension Systems Thinking Culture Facilitating Learning Learning Occurs

Learning Organization taken to a more individual employee, organizational behaviour level – Implications for the study of HR/OB/OD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Operationalize learning organization : ,[object Object],[object Object],[object Object]

Operationalizing L.O ,[object Object],[object Object],[object Object],[object Object]

Steps to Operationalize learning organization : Managers’ Responsibilities ,[object Object],[object Object],[object Object],[object Object]

Operationalize LEARN. ORG. ,[object Object],[object Object],[object Object],[object Object]

Operationalize learning organization : Managers’ Responsibilities ,[object Object],[object Object],[object Object]

Senge (1993, p. 9) Each understands one’s own jobs as well as how it interrelates & influences that of others. Each is responsible for one’s own job & focus on developing individual competence Nature of organizational thinking Take place at all levels of the organization Top mgt.decides what is to be done, & the rest act on these ideas. Formulation & implementation of ideas shared vision - can emerge from any place - top magt. ensures this vision exists & is natural Vision is provided by top mgt. Determination of over all direction Learning Org. Traditional Org Function

Build shared vision, empower, inspire commitment, &encourage effective decision making in the enterprise through empowerment & charismatic leadership The role is to establish the org.’s vision,, reward / punish as appropriate,maintain overall control of activities. Leadership & motivation Conflicts resolved through the use of collaborative learning & the integration of diverse viewpoints throughout the org. Conflicts resolved through the use of power & hierarchical influence. Conflict Resolution Learning Org. Traditional Org Function

Emerging Trends of the Knowledge Organizations that reshape the workplace include : ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Emerging Trends ,[object Object],[object Object],[object Object]

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