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    PRESENTATION ON

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    top level, commitment to

    develop all employees to

    achieve business

    objectives

    regular review of T&D

    needs of all staff

    action to train & develop

    individuals on recruitment

    + throughout employment

    evaluate T&D to assess

    achievement & improve

    future effectiveness

    written plan: business goals/targets, how

    employees will contribute, assess needs

    etc. Identify T&D resources

    agree T&D needs with each employee.Link to NVQ if poss. Action: train new

    recruits & improve skills of existing staff

    Review investment, competence &

    commitment of employees & skills learnt

    against business plan + at all levels

    T&D effectiveness reviewed by top level

    renewed commitment & targets

    accreditation to promote Er-led, quality, effective staff development

    Why do it?

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    "The essence of organisationallearning is the organisation's abilityto use the amazing mental capacityof all its members to create the kindof processes that will improve itsown"Nancy Dixon, 1994

    "Organisations where peoplecontinually expand their capacity tocreate the results they truly desire,where new and expansive patternsof thinking are nurtured, wherecollective aspiration is set free, and

    where people are continuallylearning to learn together" Senge P. 1990 The Fifth Discipline: The art and

    practice of the learning organization, CenturyBusiness/Doubleday.

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    a model of strategic change in which everyone isengaged in identifying and solving problems so that

    the organ

    isa

    tion

    is con

    tinu

    ou

    sly chan

    gin

    g,experimenting and improving, thus increasing itscapacity to grow and achieve its purpose.

    Rowden R.W. 2001, The Learning Organisation & Strategic Change, S.A.M.

    Advanced Management Journal, Summer 2001, Vol 66, Issue 3 pg 117p

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    Richard Beckhard Sloan School of Mgt1969

    an approach to bring about..

    planned change (aprogramme) usingbehavioural scienceknowledge.

    organisation-wide, managedfrom the top

    increase organisationaleffectiveness through ..

    planned, systematicinterventions in theorganisation's behaviouralprocesses

    Ralph Stacey 1993 Strategic

    Management

    ".a long-term programme of

    interventions in the social,

    psychological and cultural beliefsystems of an organisation.

    These interventions are based

    on certain principles& practices

    which are assumed to lead to

    greater organisational

    effectiveness"

    Soft versus Hard?

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    D Kolb, Rubin & McIntyre

    Organisational Psychology, Addison Wesley

    A model for

    personal awareness

    & development

    Concrete

    Experience

    (Activist)

    Reflective

    Observation

    (Reflector)

    Abstract

    Conceptualisation

    (Theorist)

    Active

    Experimentation

    (Pragmatist)

    LEARNING

    CYCLE

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    Learning organisations are those that

    have systems, mechanisms & processes in place,

    are used to continually enhance their capabilities and those

    who work with it or for it, to achieve sustainable objectives -for themselves and the communities in which they participate.

    What systems, mechanisms and processes?

    RequiresTrust, consistency, attitude of inquiryHigh levels of communicationConcern for interdependencies & interrelationships

    RequiresTrust, consistency, attitude of inquiryHigh levels of communicationConcern for interdependencies & interrelationships

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    Adopt a learning approach to strategy

    Participative policy making

    Informating (Information Systems)

    Formative accounting valuing, self-

    responsibility, appraisal, targeting, resourcingand review

    Internal exchange (client-server relationships)

    Reward flexibility

    Roles and flexible, matrix structures

    Boundary workers as intelligence agents Company-to-company learning

    Learning climate

    Self-development opportunities for allhttp://sol.brunel.ac.uk/bola/culture/learnco.html

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    Shared

    Vision

    Team

    LearningMental

    Models

    Personal

    Mastery

    Systems

    Thinking

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    Five Disciplines - expanded

    Systems thinking

    mind shift & understanding change processes. feedback to reinforce/counteract action. recognise recurring structures remove root causes/problems

    Personal Mastery personal competence and vision developing patience to look at reality objectivelyMental Models

    changing ingrained assumptions about influencing factors.

    Shared Vision use instincts, intuition by sharing personal vision pictures of the futureTeam Learning

    dialogue, discussion, group relationships accelerate org. learning thru. Synergy 2+2=5

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    Making It Work

    Managers must

    redefine their job

    provide the right conditions foremployees to be proactive

    Generating a sense of purpose

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    Making It Work

    Skills learnt must be

    put into regular

    practice continually challenged

    Strong role of manager tointegrate mental modellingand systems-thinking

    sk

    ills

    The Tricky Part

    Managers not always very skilled inimplementing new ideas

    People find it difficult to challengeassumptions they believe to be the

    case

    Some people act in routinised wayswhen they are at work

    The Tricky Part

    Managers not always very skilled inimplementing new ideas

    People find it difficult to challengeassumptions they believe to be the

    case

    Some people act in routinised wayswhen they are at work

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    Making It Work

    the focus and energy for

    lear

    nin

    g put together by many not a

    few

    better when consideredintrinsically at theorganisational level.

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    Making It Work

    Everyone must pull in thesame direction

    Teams must master the artof dialogue and discussion

    Conflict can still appear ingood team learning

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    Making It Work

    Management must

    understand conceptsto put into place

    lookat the wholepicture, not snapshots in time

    provide the rightworkplace conditions

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    The LO characteristics become

    an energetic, normative, persuasive device for those wishingto manage change.

    a professional "change agents'" model? Independent of thecontext or analysis of change processes?

    prescriptions - commitments to flexible, self-managing,incremental, experimental, participative activities ?

    ethically correct, personal values model?

    How well does down-sizing and asset stripping fit in?

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    Training by its nature pre-specifies outcomes.

    A plann

    ed process to modifya

    ttitu

    de,kn

    owledge, orskill behaviour through learning experience to achieveeffective performance inanactivity or range of activities.Its purpose, in the work situation, is to develop theabilities of the individual and to satisfy the current future

    Manpower Services Commission, 1981

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    1 5 days e.g.

    Corporate induction

    Health & Safety; Intro. to customer care; Managing absence

    Recruitment & selection; Leadership for Team Coordinators

    Staff appraisal & recruitment skills & equal opportunities Longer then a week e.g.

    Two weeks Database Developer

    Day-release for Postgrad (MBA/MSc)

    Professional training e.g. ACCA, CIMA, RICS

    Diploma in Social Work NVQs andModern Apprenticeship

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    Corporate training put higher on agenda

    Corporate aims adopted at dept level.

    focus on ensuring that staff attend certain compulsory

    cou

    rses. Non-compliance means staff will be unable to undertake

    key elements of work which may cause serious effects ondepartment operations.

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    Assertion:

    Managers and senior executives who aresuccessful leaders will not only respond tochange positively but also actively create

    change.Characteristics:

    Leaders with a particular drive, a desire to bringorder out of chaos, or, if something is too cosy,to create chaos in order to bring change.

    projecting a particular ethos and culture powerful vision of where their companies or

    their societies are heading.

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    Directive: 'These are the rules and this is how you'vebroken them'.

    Participative: 'Let's work out together the rules toidentify mistakes'

    Weaknesses

    Carrot/stick rewards, emphasis on plans, targets,systems, controls

    management > leadership

    Assertion:

    fa

    ils to develop, motivate, bri

    ng to f

    ull pote

    nti

    al(Bass)

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    promotes follower desire for achievement & self-

    development. teams, esprit de corps, autonomy, synergy, belief,

    value

    Four 'I's.

    lndividualised consideration (IC)

    Intellectual stimulation (IS) Inspirational motivation (IM)

    ldealised influence (II)

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    Inspirational motivation clear vision, problems as

    opportunities, language &symbols I had a dream ...

    Ask

    n

    ot wha

    t America

    can

    dofor you. Ask what you cando..

    go the extra mile. IacoccaatChrysler.

    ldealised influence Confident in communicating a

    virtuous vision the buck stops here'. Purpose,

    persistence, trust,accomplishment over failure.Respected for personal ability

    Leadership .. the pricelessgift you earn from those whowork for you. I have to earnthe right to that gift, and

    continuously re-earn (it).John Harvey-Jones (ICI)

    Gandhi, Luther King,Thatcher, Blair

    Hitler, Jim Jones

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    Almost organizations are used theLearnig organization.

    For e.g. At the

    IT INSTITUTE

    EDUCATON INSTITUTE

    RESEARCH CENTER

    All organization must need Learning OrganizationBecause All day some new invention is been come thatmake the generation life easier.

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    Thank You