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20 Şubat 2017 Pazartesi

EFFICIENT PERFORMANCE VERSUS THE LEARNING ORGANIZATION

EFFICIENT PERFORMANCE VERSUS THE LEARNING ORGANIZATION

The learning organization promotes communication and collaboration so that everyone is engaged in identifying and solving problems, enabling the organizations to continuously experiment, improve, and increase its capability.



 1.From Vertical to Horizontal
  • Traditionally, the most common organization structure has been one in which activities are grouped together by common work from the bottom to the top of the organization. In rapidly changing environment, the hierarchy becomes overloaded. Top executives are not able to respond rapidly enough to problems or opportunities. 



  • In the learning organization, vertical structure that creates distance between managers at the top of the organization and workers in the technical core is banded. Structure is created around hortizonal workflows or processes rather than departmental functions. The vertical hierarchy is dramatically flattened, with perhaps only a few senior executives in traditional support functions such as finance or human resources .


2.From Routine Tasks to Enpowered Roles


  • A task is a narrowly defined piece of work assigned to a person, In traditional organiztions, tasks are broken down into specialized, seperate parts, as in a machine. Knowledge and control of tasks are centralized at the top of the organization, and employees are expected to do as they are told. A role , in contrast, is a part in a dynamic social system. A role has discretion and responsibility , allowing the person to use his or her discretion and ability to achieve an outcome or meet a goal. In learning organizations, employees play a role in the team or department and roles may be continually redefined or adjusted. There are few rules or procedures, and knowledge and control of tasks are located with workers rather than with supervisors or top executives. Employees are encouraged to take care of problems by working one another and with customers.


3.From formal control systems to shared information


  • Small organizations, communication is generally informal and face to face. When organizations grow large and complex, the distance between top leaders and workers in the technical core increases. Formal systems are often implemented to manage the growing amount of complex information and to detect deviations from established standards and goals. 



  • In learning organizations, information servers a very different purpose. The learning organization strives to return to the condition of a small,entrepreneurial firm in which all employees have complete information about the company so they can act quickly.


4. From competitive to collaborative strategy


  • In traditional organizations designed for efficient performance, strategy is formulated by top managers and imposed on the organization. Top executives think about how the organization can be best respond to competition, efficiently use resources, and cope with environmental changes. 
  • In learning organization, the accumulated actions of an informed and empowered workforce contribute to strategy development.


5.From rigid to adaptive culture


  • A danger for many organizations is that the corporate culture becomes fixed, as if set in concrete. The cultural values, ideas, and practices that helped attain success can be detrimental to effective performance in a rapidly changing environment.
  • In learning organization, the culture encourages openness, equality, continuous improvement, and change. In addition, activities and symbols that create status differences,such as executive dinning rooms or reserved parking spaces, are discarded.


Resources ;
David K. Hurst,Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harward Business School Press,1995), 32-52.
Alan Deutschman, “ Open Wide; The traditional Business Organization Meets Democracy,” Fast Company (March 2007), 40-41
Ann Harrington, note on QuickTrip, in Robert Levering and Milton Moskowitz, “100 best Companies to Work  for” Fortune (January 20, 2003), 127-152.


                                                       

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