1. 1 Chapter 15 Designing and Leading a Learning Organization

2. 2 Ex. 15.1 Leadership Evolution Era 2 Rational Management Behavior theories Contingency theories Setting: Vertical hierarchy, bureaucracy Management functions Era 1 Great Man Leadership Trait theories Setting: Pre-bureaucratic organization Administrative principles Era 3 Team Leadership Confusion Empowerment Quality Setting: Horizontal organization Cross-functional teams Downsizing Era 4 Learning Leadership Shared vision, alignment, relationships Facilitate change and adaptation Setting: Learning organization E-Business Scope Macro Micro StableChaotic

3. 3 Learning A change in behavior or performance that occurs as a result of experience

4. 4 Adaptive Learning Cycle A cycle of action, feedback, and synthesis that all living organisms share The reason the average life-span of Fortune 500 companies is only about 50 years is because they focus so strongly on turning a profit that they shut Down mechanisms that encourage learning and change.

5. 5 Ex. 15.2 The Adaptive Learning Cycle Synthesis Feedback Action Deciding Learning Sensing

6. Mismatch Or errors Actions Governing Values or Assumptions Single-loop learning Double-loop learning

7. 7 Learning Organization One in which everyone is engaged in identifying and solving problems

8. Ex. 15.3 Two Models of Organization Routine tasks Efficient Performance (Hard, rational model) Vertical Structure Formal systems Competitive strategy Rigid culture

9. Learning Organization (Soft, intuitive model) Horizontal structure Empowered roles Personal networks Collaborative strategy Adaptive culture

10. Ex. 15.4 Evolution of Vertical to Horizontal Structure A. Vertical functional organization B. Functional organization with process overlays

11. Ex. 15.4 (contd.) C. Horizontal organization based on processes

12. 12 Tasks Versus Roles Task : a narrowly defined work assignment Role : a part in a social system

13. 13 Ex. 15.5 An Organizational Communication Network (adapted) MarketingManufacturingEngineering Sharon David

14. 14 Open book management Sharing data about budgets, profits, expenses, and other financial matters with everyone in the organization.

15. Competitive vs. collaborative strategy  Strategy emerges from the bottom up as well as the top down  Learning organizations have permeable boundaries and are often linked with other companies Rigid vs. adaptive culture  The whole is more important than the parts, and the boundaries between parts are minimized  Equality is a primary value  The culture encourages change, risk taking, and improvement

16. 16 Ambidextrous Organizations Flexible organizations in which leaders incorporate structures and management processes that are appropriate to innovation and learning, as well as to the efficient implementation of ideas

17. 17 Knowledge Management The efforts to systematically gather knowledge, make it widely available, and foster a culture of collaboration and learning