MGHB02H3 Chapter Notes - Chapter 16: System Dynamics, Learning Organization, Behavioural Sciences
Document Summary
Two pressures external and internal sources. Low productivity, conflict, strikes, sabotage, high absenteeism and turnover. People: realization that present structure, task design, technology is ineffective, member skills or attitudes are inappropriate. Change: minor changes training program and revised hiring procedure, major changes extensive job enrichment, radical restructuring, or empowering the workforce. Refreezing: examine effectiveness of change, the desire ability of extending change, norm constant, unpredictable, non-linear change, applies to hyper turbulent firms (software, technology, seamless changes, not step-like process. Organization acquires, develops, and transfers knowledge throughout the organization. Key dimensions: vision/ support, culture, learning systems/ dynamics, knowledge management/ infrastructure. Positive relationship between learning organization practices and firm"s financial performance. Info relevant to impending organizational change: change agents: experts in application of behavioural science knowledge to organizational diagnosis and change, strategy implement change without resistance. Resistance: subtle and pervasive, cause of resistance: overt or covert failure by organizational members to support a change effort.
