PRIYANKA

AGGARWAL
Organizational learning and
development
Daimler-Chrysler
Motor company
In 1990s
With a history of innovation, had terrible customer
service and marketing.
As a result, declining market share and high losses.
Its president started with a program customer one
Involvement of people ( 360 degree)
Agreeing on objectives
Learning from Honda
Emphasis on quality


Outline
Definition
Objectives
Need
Kurt Lewin Model
Organizational Learning (OL)
Characteristics
OL Process
Levels of OL
OL Structure
Developmental Perspective of an organization
ORGANISATIONAL DEVELOPMENT

OD Effort
is a planned change
involves the total system
managed with total acceptance and commitment of
the top management
is designed to improve organizational effectiveness

Objectives of Organizational Development
Improved organizational performance as measured by
profitability, market share, innovativeness etc.
Better adaptability of the organization to its environment.
Willingness of the members to face organizational
problems and contribute creative solutions to these
problems.
Improvement in internal behavior patterns such as
interpersonal relations, inter-group relations, level of trust
and support among role members, understanding ones
own self and others, openness and meaningful
communication and involvement in planning for
organizational development.
Improved Conflict Management.
NEED
OF
ORGANISATIONAL DEVELOPMENT

To change the basic beliefs, attitudes, relevance of
values and organizational structure.
To better absorb disruptive technologies, market
opportunities ,ensuing challenges and chaos.

For Organisational Development to
happen:
Ensure that the
employees are
ready for
change.
Unfreeze
Execute the
intended
change
Change
Ensure that the
change
becomes
permanent.
Refreeze
Organizational Learning
It is the process by which an organization gains
new knowledge about its environment, goals,
processes, systems and structures.

Herbert Simon posits three ways in which
organizations learn:
(1) individuals within the organization learn some
new fact or procedure,
(2) the organization ingests outsiders with
knowledge not already in the organization, and
(3) the organization incorporates new knowledge
into its files and computer systems.
Characteristics of Organizational
Learning
Encourages experimentation
Testing new ideas
Continuous Improvement
Involvement of all stakeholders
Consistent Feedback
Resources and facilities for self development


Organizational Learning Process
Knowledge Acquisition (unfreeze)
External Internal
Information Distribution(unfreeze)
Informal
Formal
Organizational Memory (Refreeze)
Hard Soft
Information Integration (Change)
Absorption of new information
Levels of Organizational Learning
Single Loop
Learning
Learning at the operational level.
Improving what we are currently
doing (making techniques more
efficient).
Double Loop
Learning
Learning at fundamental level.
Occurs when we challenge
assumptions, beliefs, norms and
decisions rather than accepting them.

Single loop and double loop learning
Organization Learning Structure
Individual
Learning
Team
Learning
Organizational
Learning
Individuals

Change in cognitive
structure

Behavioral change
through trial and
error

Individual reflection
Groups or teams

Change in collective
knowledge and value
base

Change in normative and
Behavioral patterns

Collective reflection
Communication
within team members

Transparency of team
learning or results

Integration of
different teams
Organizational
learning
Team learning
bridge
Individual
Learning
Organizational Learning
`
maturity organization
entrepreneurial
idea
Represents a developmental perspective
crisis
learning that
promotes
renewal
`

`

`
maturity organization
entrepreneurial
idea
which contrasts with a non-
developmental approach
crisis
no learning
from
experience
`

`