Download
1 / 18
190 likes | 462 Views
OB Presentation. Group Members: Ahmed Sabih (017-04) Ahmed Syed Mansoor (145-04) Atif Sattar Mahar (186-04) Syed Saad Ali (216-04) Mirza Ali Huzaifa Sultan (222-04) Syed Yasir Hussain (224-04). Notes. Learning Organization by Peter Senge. Work and Motivation.
E N D
OBPresentation Group Members: Ahmed Sabih (017-04) Ahmed Syed Mansoor (145-04) Atif Sattar Mahar (186-04) Syed Saad Ali (216-04) Mirza Ali Huzaifa Sultan (222-04) Syed Yasir Hussain (224-04)
Notes • Learning Organization by Peter Senge. • Work and Motivation. • The New Organization Man by Munk.
The learning organization Learning organizations are organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.
The dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or ‘component technologies’. The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are: • Systems thinking. • Personal mastery. • Mental models. • Building shared vision. • Team learning.
Leading the learning organization In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is they are responsible for learning
Conclusion Peter Senge has been ahead of his time and that his arguments are insightful and revolutionary. The emphases on building a shared vision, team working, personal mastery and the development of more sophisticated mental models and the way he runs the notion of dialogue through these does have the potential of allowing workplaces to be more convivial and creative.
Matter from book Learning organization is a system that over time enhance their ability and capacity to innovate and create. Learning theory has influenced most modern organizations, as demonstrated by their reliance on training and development programs to enhance employee productivity and effectiveness. Internationally companies that succeed are often known for their well trained workforce. Another factor that affects learning and performance in organizations is the organizations culture. One of the most important concepts to emerge from recent research is this area is the learning organization.
Introduction Work and motivation is one of the key areas of organizational psychology. Organization theory is frequently described as an interdisciplinary study that examines the structure and functioning of organizations and the behavior of the people within organizations.
Theory X Theory X is the traditional view of direction and control. It states that the worker dislikes work and tries to avoid it. The function of management, therefore, is to force the employee to work, through coercion and threats of punishment. The worker prefers in most cases to be directed and wants to avoid responsibility. The main motivator for the worker, therefore, is money.
Theory Y Theory Y is the humanistic/self-actualization approach to human motivation. Sometimes called the human resources model, it states that work is natural and can be a source of satisfaction, and that when it is, the worker can be highly committed and motivated. Workers often seek responsibility and need to be more fully involved with management to become motivated. Theory Y is most likely to be used when management utilizes worker participation in organizational decisions.
Theory Z Many Japanese employees are guaranteed a position for life, increasing their loyalty to the company. Careful evaluation occurs over a period of time, and the responsibility for success or failure is shared among employees and management. Most employees do not specialize in one skill area, but work at several different tasks, learning more about the company as they develop. According to Ouchi, Type Z organizations tend to have stable employment, high productivity, and high employee morale and satisfaction.
Matter from book The work we do probably the single most powerful source of motivation. Fortunately what each of us consider challenging, interesting and motivating differs so that one person can be highly motivated to perform job that another might find boring. In all instances managers can strongly and positively affect motivation by designing jobs that fits employees individual differences and needs by providing appropriate training and tools and by setting appropriate goals.
Introduction These concepts are not new and, in fact, were first proposed in 1989 by Charles Handy in his seminal The Age of Unreason. In that book, Handy argued for people to adopt the concept of work, not as a upward and hierarchical career in one organization, but rather, as a horizontal portfolio of different jobs for different organizations
Continued The other major driving force for new team structures is the increasing sub-specialization of business and information skills. Traditional project teams were based on a group of people who possessed the requisite skills to undertake the project work. In other words, the new team environment must reflect the new values, beliefs and dynamics of the organization. In addition, the challenge is to build teams on a shifting bedrock of low organization loyalty, high staff turnover, sub-specialization and increasing outsourcing.
