Module QU 2.

1
Learning Unit 1

Understanding Organisations

International Training Centre of the ILO, 2007

LU1-Learning objectives
recognize the importance of organisations;
define the characteristics of an excellent
organisation;
explain how to achieve organisational
success;
describe the structure of an organisation, the
authority and responsibility and the
characteristics of organisational trust ;
identify the basic features of a Learning
Organisation;
find out what are the ICT skills required for
the working environment and for career
development.
International Training Centre of the ILO, 2007

LU1-Main topics
LU 2-1 Understanding organisations
2.1
Why are organisations important?
2.1.1 Characteristics of excellent organisations
2.1.2
Achieving organisational success
2.1.3 Organisational Learning
2.2
The structure of an organisation
2.2.1 Authority and responsibility
2.2.2 Characteristics of organisational trust
2.2.3 Beliefs of outstanding organisations
2.3
ICT for the work environment and for career development
2.3.1 What are the implications of the use of technologies on
career development?
2.3.2 Who are the people likely to develop their career in this
sector?

International Training Centre of the ILO, 2007

What is an organisation?

International Training Centre of the ILO, 2007

What is an organisation? (2)

Organisations have 3 common characteristics:
Work, power and communication responsibilities
divided amongst the members;
They have power centres which direct them
towards their goals;
They replace people who are not doing their tasks
satisfactorily.

International Training Centre of the ILO, 2007

What is an organisation? (3)

Organisations are made up
of
interrelated elements
that function as a whole

Changes in one element or

part of the system cause
changes in other elements

International Training Centre of the ILO, 2007

Characteristics of an excellent
organisation
is honest and reliable;
recognises and appreciates a good
worker;
gives advancement for ability, not for
favouritism;
pays above average wages;
is concerned about the personal
difficulties and problems of its employees;
believes in developing its personnel by
teaching and helping every employee;
encourages order and cleanliness;

International Training Centre of the ILO, 2007

An excellent organization (2)

protects its workers against
injury of any kind;
regards every worker as one of
the family;
provides social security benefits;
provides reasonable rest periods;
provides learning opportunities
and training for new job duties;
gives a regular evaluation of
ones work progress.
International Training Centre of the ILO, 2007

Achieving organisational success

Experts indicate that there are
3 main types of employees:
1. those who make things happen;
2. those who watch things happen;
3. those who do not know what is
happening.

Achieving organisational success

implies a proactive approach that
will make things happen.

International Training Centre of the ILO, 2007

Achieving organisational success

(2)
The successful employees
are clear in their own mind of what
must be done;
are able to establish clear goals and
deadlines;
are able to draw on the ideas and
experiences of others to determine
how to implement a decision;
are determined and willing to take
calculated risks to make things
happen;
work hard in order to achieve high
performances;
believe that there is always room for
improvement.
International Training Centre of the ILO, 2007

What is a learning organization ?

(2)
CONVENTIONAL
ORGANISATION

LEARNING ORGANISATION

Locked into managements views

Flexible and open to new ideas

Decisions based on what

currently best fits the
organisational structure.

Innovation is always favoured

Adapts and/or reacts to change.

Anticipates the future, creating

products/services before others
are able to perceive the needs.

Look at a) Guidance note

1/4

b) Activity QU 2.1 AS

International Training Centre of the ILO, 2007

The structure of an organization

An organization chart shows
the formal relationships
between the people who
belong
to an organization.
An organization chart also
helps
to understand the
relationships
among the work roles of
people
in an organization.

International Training Centre of the ILO, 2007

The structure of an organization

(2)

Look at a) Guidance note

b) Activity QU 2.1 AS 2/4
International Training Centre of the ILO, 2007

Organisational culture

International Training Centre of the ILO, 2007

Organisational culture (2)

International Training Centre of the ILO, 2007

Organisational culture (3)

Environmental
Conditions

Organisational
Culture and Form

Leadership Style

High uncertainty high intensity

Development culture
(adhocracy)

Idealistic, prime
mover

High uncertainty low intensity

Rational culture
(market)

Rational achiever

Low uncertainty low intensity

Hierarchical culture
(hierarchical)

Empirical expert

Low uncertainty high intensity

Consensual culture
(clan)

Existential team
builder

International Training Centre of the ILO, 2007

Can cultures be changed?

Actions for changing the culture
consensus building based on sharing;
developing high-trust between individuals;
allow time for people to change;
set the direction but allow the employees to work out the
details (empowerment in to-days terms);
provide the training to develop the new skills needed.

International Training Centre of the ILO, 2007

The learning organization

Conventional
organisations
Linear
Hierarchical
Reductionist
Controlling
Inflexible
Uniform
Centralised
International Training Centre of the ILO, 2007

Learning
organisations
Non Linear
Non hierarchical
Holistic
Self Organising
Flexible
Diverse
Networked

The five learning disciplines

Systems thinking
Personal Mastery
Mental models
Shared vision
Team learning

International Training Centre of the ILO, 2007

Persons own fundamental value

Individual
Community

Organisation

Why should I study continuously?

Where will success lead?
Who will be the beneficiaries?
Do I want to help other people to succeed?
Do I wish to contribute to the development of my
own learning environment?
International Training Centre of the ILO, 2007

Self Organising Principles

International Training Centre of the ILO, 2007

Authority & Responsibility

AUTHORITY = the right to make decisions
to act and to direct others to act.
RESPONSIBILITY = is the obligation of
workers to perform satisfactorily the duties
they are assigned with.

Formal lines of authority

show the official way an organization
works.
Organization chart do not show
the informal relationships which can really
improve the work of an organization
International Training Centre of the ILO, 2007

Authority & Responsibility (2)

You can find out what your
job responsibilities &
authority
are in 2 basic ways :
by a formal job
description available;
by writing your own job
description from the
information obtained
during your training and
by asking questions.
International Training Centre of the ILO, 2007

sample job description

JOB TITLE : Shipping clerk
DEPARTMENT : Shipping
IMMEDIATE SUPERVISOR : Head Shipping

GENERAL SUMMARY OF RESPONSIBILITY

Prepare merchandise and products for shipp
Responsible for merchandise being received
good conditions.
Keep records of shipments made and receive
SPECIFIC JOB RESPONSIBILITIES ;
1.Requests merchandise from supply room.
2.Packs goods shipping.
3.Determines the best method of shipping.
4.Keeps records of weight, cost, dates and
methods of shipment for each order.

Authority & Responsibility (3)

Excellent employees believe in
taking their work very seriously;
being the very best at what they do;
paying special attention to details in
doing the job right;
clear job roles;
the importance of each individual
member of the organization;
superior quality in their product or
service;
International Training Centre of the ILO, 2007

Authority & Responsibility (4)

a careful use of formal channels of
communication;
free and informal communication at all
levels;
innovation;
the importance of economic growth,
profit, or other indicators of effective
operation;
hands on management, that is, those
who manage can also do;
the importance to have and make known
a philosophy and precise values;
making jobs rewading.
International Training Centre of the ILO, 2007

Characteristics of organizational
trust
Trust = having
confidence in, or reliance
on, the truthfulness,
ability or honesty of a
person or thing.
Trust is a key ingredient in
organizational well-being.
Here there are some
characteristics of
organizations with high or
low trust

International Training Centre of the ILO, 2007

Characteristics of organizational trust

(2)
HIGH TRUST

LOW TRUST

Delegates authority

Minimum delegated authority

Organizational culture build

relationships

Engages in organizational politics

Openness is the norm

Little information is disclosed

Permits employee risk-taking

Exercises petty controls

Promotes honestly and sincerity

Blaming others is the norm

Demonstrates integrity

Integrity is not a norm

Encourages personal freedom

Affords little opportunity for

responsibility

Generates greater accountability

Low challenge is the norm

Promotes information-sharing

Offers little variety in work

Gives positive appraisal

No recognition given or expected

Celebrates achievements

Few advancement opportunities

Encourages self-development

Low confidence in leadership

Generates a sense of belonging

No goal-setting

Stimulates respect for people

Discourages participation

International Training Centre of the ILO, 2007

Beliefs of outstanding
organizations
10 typical beliefs or values of
outstanding organizations:
1. belief in being the best at what the
organization does;
2. belief in the importance of attending
to details in doing any job;
3. belief in the importance of people, as
individuals, and their inherent worth;
4. belief in superior quality products
and services;
5. belief that people should innovate
and take risks;
6. belief in the importance of informal
and open communication ;
International Training Centre of the ILO, 2007

Beliefs of outstanding
organizations (2)
7. belief in the importance of economic
indicators (budgets, growth, profit, return
on investment, etc);
8. belief in the importance of "hands-on"
management, i.e. managers must be
"doers" and not just planners and
administrators;
9. belief in the importance of a recognized and
widely shared organizational philosophy;
10. belief in the importance of having fun
through one's work

Look at
a) Guidance note
b) Activity QU 2.1 AS
3/4
International Training Centre of the ILO, 2007

ICT for the Working Environment for

career development
Information & Communication
Technologies (ICT)
are becoming increasingly
important in our day lives.
Young adults are particularly
gifted for their use.
These are called
POWER USERS of
TECHNOLOGY

International Training Centre of the ILO, 2007

Implications of ICT on career

development
For any career
High skills in ICT are an asset
Some degree of confidence with ICT
is a must

This is due to the great

ADAPTABILITY of ICT
in any aspect of life and work.

International Training Centre of the ILO, 2007

Who are the Power Users of Technologies

?
Power Users of Technologies
are young people with access to
technologies at home, in school, in
tele-centers and in cyber-net cafes.
play video games, use instant
messaging, listen to music and do
homework all at the same time, with
a substantive multi-tasking ability.
are creating new ways of learning,
challenging institutions of our
society.

International Training Centre of the ILO, 2007

Who are the Power Users of Technologies

? (2)
break out of the confines of
traditional learning,
demographic or technological
barriers by constantly using
sharing , creating,
producing or changing
information in creative,
innovative, unknown and
even unintended ways.
at
do youLook
consider
yourself a
a) Guidance note
power user?
b) Activity QU 2.1 AS
4/4
International Training Centre of the ILO, 2007