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Learning Organizations & Decision Making Styles of Managers: Russian and Finnish Firms. Candidate Student: Maxim Shvetsov Professor Alexander Settles. Research Theme and Problem Statement. Learning organization Are Finnish firms organized around learning organization principles?

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learning organizations decision making styles of managers russian and finnish firms

Learning Organizations & Decision Making Styles of Managers: Russian and Finnish Firms

Candidate Student:

Maxim Shvetsov

Professor Alexander Settles

research theme and problem statement
Research Theme and Problem Statement
  • Learning organization
    • Are Finnish firms organized around learning organization principles?
    • What are the expectations of Finnish firms for their partners, suppliers, customers, etc. to be learning organizations?
    • Are Russian firms in the building industry adopting learning organization techniques?
    • Does a learning organization framework add value to such firms?
research theme and problem statement1
Research Theme and Problem Statement
  • Decision Making Styles
    • What are the primary decision making styles in Finnish (and Russian) firms?
    • What potential conflicts could exist in decision making when Finnish firm enter the Russian market place?
    • How do Finnish decision makers fit into the Decision Style Inventory (DSI) (Rowe)?
learning organization
Learning Organization
  • Learning Organization theory integrates techniques related to:
    • systems thinking
    • personal mastery
    • mental models
    • building shared vision
    • team learning
what is a learning organization
What is a Learning Organization?
  • Psychological safety to implement these techniques
  • Allow for the appreciation of differences
  • Openness to new ideas
learning organization building blocks
Learning Organization Building Blocks
  • A supportive learning environment
  • Concrete learning processes and practices
  • Leadership that reinforces learning
a supportive learning environment
A Supportive Learning Environment
  • Psychological safety
  • Appreciation of differences
  • Openness to new ideas
  • Time for reflection
concrete learning processes and practices
Concrete learning processes and practices
  • Learning processes involve the generation, collection, interpretation, and dissemination of information
  • Knowledge must be shared in systematic and clearly defined ways
    • Knowledge sharing can take place among individuals, groups, or whole organizations
    • Knowledge can move laterally or vertically within a firm.
    • Knowledge sharing can be externally oriented (networked)
leadership that reinforces learning
Leadership that reinforces learning
  • Organizational learning is strongly influenced by the behavior of leaders
  • If leaders signal the importance of spending time on problem identification, knowledge transfer, and reflective post-audits, these activities are likely to flourish
  • Employees feel emboldened to offer new ideas and options
  • In Russian business culture leadership is crucial for all decisions including creating a learning organization
limitations of implementing a learning organization framework
Limitations of Implementing a Learning Organization Framework
  • Leadership alone is insufficient
  • Organizations are not monolithic
  • Comparative performance is the critical scorecard
  • Learning is multidimensional
decision making styles
Decision Making Styles
  • Rowe Framework on Decision Styles.
    • Directive
    • Analytic
    • Conceptual
    • Behavioral
  • Tool for analysis - Decision Style Inventory (DSI)
decision style inventory mason rowe and dickel
Decision Style Inventory(Mason, Rowe and Dickel)
  • Every person has a characteristic way of making decisions
  • Inventory questionnaire to identify four major styles
    • analytical, conceptual, directive, behavioral
  • Based upon the DSI questionnaire outcome, style can be placed into four preference ranges
    • least preferred, backup, dominant, very dominant
decision making styles1
Decision Making Styles
  • Every person has a characteristic way of making decisions
    • Analytical: capacity for abstract; logical thinking; high tolerance for ambiguity; searches out and verifies large amounts of data; identifies and questions underlying assumptions.
    • Conceptual: creative capacity; broad “systems thinkers”; value quality; share values with colleagues; high need for achievement; requires praise and constructive feedback; needs freedom
decision making styles2
Decision Making Styles
  • Behavioral: personal; focus on individual; characterized as supportive and participative; people oriented; good listeners; prefer “soft” data to “hard” data.
  • Directive: focus on short-term results; appetite for control; efficiency oriented; facts are reality; communicate through numbers and facts; seek to establish structure in work.
research proposal
Research Proposal
  • Modify existing research tools for use in a survey of Finnish and Russian firms in the building industry to determine current state of companies ability to integrate learning organization techniques into business practices
  • Explain current Russian business practices and cultural framework
  • Explain methods of decision making in Finnish and Russian companies
  • Determine the relationship between Russian company cultural and learning organization theory
research outline next steps
Research Outline – next steps
  • Outline the Theory related to LO, Creation of Virtual or Networked Organization, and the role of decision making styles on network creation
  • Gather data on the application (or lack of application) LO model in the Finnish and Russian market
  • Conduct a survey of Finnish firms to determine their LO practices – utilize a modified version Garvin, Edmondson, and Francesca (2008) survey instrument and Decision Style Inventory by Mason, Rowe and Dickel
  • Explain the affects of business culture and decision making process on the development of LOs