5F Flashcards
Senge’s Learning organisation(n.)=
-Senge’s Learning organisation(n.)=An organisation that facilitates the growth of its members and continuously transforms itself to adapt to changing environments.
-when referring to Senge’s learning organisation within the paragraphs below, you can just refer to it as Senge’s
What do Change in management skills, Corporate culture and CSR considerations impact Senge’s learning organisation.
COULD YOU ALSO ADD PREFORMANCE MANAGEMENT HERE as this would effect employees resistance to change.
Change in management skills, Corporate culture and CSR considerations by a business impact the 5 learning organisation principles of Mental models, Shared vision, personal mastery, System thinking and Team learning. Due to these impacts, they decrease the organisation inertia or resistance to change towards a business change within a business.
Characteristics of a learning organisation(NOT IMPORTANT AT ALL)
Learning organisation=
-continually expand capacity to create results they desire
-new + expansive patterns of thinking nurtured
-collective aspiration is set free
-people continually learning to see the whole together
-where people learn how to learn together
Learning organisation extra from man=
:business embrace change and be at the forefront of it
:meeting new needs and being willing to take risks and push boundaries
:learning organisation continually learns from itself.
Q1)5F)A learning organisation is a business that facilitates the growth of its members and continuously transforms itself to adapt to changing environments. A learning organisation encourages systems thinking and interaction among and between teams, as well as personal learning beyond an individual employee’s job role.
What are the 5 principles of Senge’s learning organisation
1)Mental models
2)Shared vision
3)personal mastery
4)System thinking
5)Team learning
Remember= Mvpst
Mental models(n.)
-Mental models(n.)=Existing assumptions and generalisations that must be challenged so that learning and transformation can occur in an organisation.
Extra stuff=Q2)5F)According to Senge, it is important for individuals to reflect on their own behaviour and beliefs to challenge existing mental models, so that learning and change can occur within the business.
Shared vision(n.)
-Shared vision(n.)=An aspirational description of what an organisation and its members would like to achieve.
Personal mastery(n.)
-Personal mastery(n.)=The discipline of personal growth and learning, aligned with one’s values and purpose.
Extra stuffq4)5F)=Personal mastery is the discipline of personal growth and learning, aligned with one’s values and purpose. Opportunities for self-assessment to determine strengths and weaknesses could be provided to employees who can then choose which areas they would like to improve
System thinking(n.)
-System thinking(n.)=A management approach that considers the interrelationship between the parts of a whole system.
Extra stuffq3)5F)=It focuses on being able to understand how change affects the business as a whole.
Team learning(n.)
-Team learning(n.)=The collective learning that occurs when teams share their experience, insights, knowledge, and skills to improve practices.
Extra stuffq5)5F)=Team learning as a principle assumes that people working together are able to develop skills faster than they would individually because they are able to combine their strengths and ideas.
Characteristic of a business utilising Senge’s Learning organisation(n.).
5Fq6)If a business is able to utilise Senge’s five principles of systems thinking, mental models, shared vision, personal mastery, and team learning, that business can become a learning organisation and develop a positive culture for change.
Individual characteristics of sengis that improve corporate culture=Mental models(n.)
MR ALDOUS QUICK RUNTHROUGH EXAMPLE
-idea of organisation inertia exists, or resistance to change exist=need to challange this
-use changing managemet strategies=to apply mental models
E.g. Improving Qualitiy in production=causes employees to stops believing the product is inferior.
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Change in management strategies, Corporate culture, CSR considerations and PREFORMANCE MANAGEMENT STRATEGIES on Mental models(n.)
-Challenge assumptions upon how employees think about something.
-This can be done in two way communication where management challenge and answer employees question to a business change.=create open and honest environment= reducing resistance to change.
-Through providing support and communication surrounding resistance to change and potential fears of the security and mistrust= 2 way communication can encourage and support subways employees to trust and support change= causing higher performance and motivation=increase in quality of products and services=decrease in complaints
Change in Management strategies=
-staff training(n.)=Create a culture of growth. May develop culture of trust and better team work as employees will be more experienced.
-staff motivation(n)=Motivate employees desire to work and increase productivity and hard working culture of the business if they are given incentives from good performance.
-change in management style(n.)=Increases interpersonal relationship between employees and management…
-change in management skills(n.) =
-Cost cutting(n.)=
-increased Investment in technology(n.)=
-Improving quality in production(n.)=
-Initiating Lean production techniques(n.)=
-Innovation(n.)=
-Global sourcing of inputs as a business opportunity(n.)=
-Overseas manufacture as a business opportunity(n.)=
-global outsourcing as a business opportunity(n.)=
Corporate culture=
-Shared objective=
-Policies=
-Training=
-Symbols=
-Uniform=
-Types of employees=
-Workplace environment=
-Business ideologies=
-Management styles=
CSR considerations=
-Environment=
-Employees=
-General community=
PERFORMANCE MANAGEMENT STRATEGIES
-Management by objective
-performance appraisals
-Self-evaluation
-Employee observation
Change in management strategies, Corporate culture, CSR considerations and PREFORMANCE MANAGEMENT STRATEGIES on Shared vision(n.)
Change in management skills=Communication of vision to all employees= creates sense of commitment and improve quality and efficiency of employees.
-Mainly to do with strong a clearly communicated vision=provide unified focus for employees and their work activities.
=Shared vision and communicating reason for change=Employees understand reason for change= decrease level of turnover towards a change.
Change in Management strategies=
-staff training(n.)=
-staff motivation(n)=
-change in management style(n.)=
-change in management skills(n.) =
-Cost cutting(n.)=
-increased Investment in technology(n.)=
-Improving quality in production(n.)=
-Initiating Lean production techniques(n.)=
-Innovation(n.)=
-Global sourcing of inputs as a business opportunity(n.)=
-Overseas manufacture as a business opportunity(n.)=
-global outsourcing as a business opportunity(n.)=
Corporate culture=
-Shared objective=
-Policies=
-Training=
-Symbols=
-Uniform=
-Types of employees=
-Workplace environment=
-Business ideologies=
-Management styles=
CSR considerations=
-Environment=
-Employees=
-General community=
PERFORMANCE MANAGEMENT STRATEGIES
-Management by objective
-performance appraisals
-Self-evaluation
-Employee observation
Change in management strategies, Corporate culture, CSR considerations and PREFORMANCE MANAGEMENT STRATEGIES on Personal mastery(n.)
-The environment at Hamilton XE encourages personal growth from employees as it allows them to complete learning activities of their choice during work hours. The knowledge that employees gain from this can directly assist them with personal growth and achieving their own visions.\
-Mainly focuses on business granting employees time within work hours to undertake personal training activities and sessions in order to increase their skills
=Personal mastery taking place in the form of training programs =increase efficiency of employees, increasing rate of productivity within a business.
Change in Management strategies=
-staff training(n.)=
-staff motivation(n)=
-change in management style(n.)=
-change in management skills(n.) =
-Cost cutting(n.)=
-increased Investment in technology(n.)=
-Improving quality in production(n.)=
-Initiating Lean production techniques(n.)=
-Innovation(n.)=
-Global sourcing of inputs as a business opportunity(n.)=
-Overseas manufacture as a business opportunity(n.)=
-global outsourcing as a business opportunity(n.)=
Corporate culture=
-Shared objective=
-Policies=
-Training=
-Symbols=
-Uniform=
-Types of employees=
-Workplace environment=
-Business ideologies=
-Management styles=
CSR considerations=
-Environment=
-Employees=
-General community=
PERFORMANCE MANAGEMENT STRATEGIES
-Management by objective
-performance appraisals
-Self-evaluation
-Employee observation
Change in management strategies, Corporate culture, CSR considerations and PREFORMANCE MANAGEMENT STRATEGIES on System thinking(n.)
-increasing communication flow between different areas of the business.
-System thinking= can be used to which employee performance can improve through training programs=enable production process to generate less errors, reducing amount of waste produced by subway=reducing level of wastage.
Change in Management strategies=
-staff training(n.)=
-staff motivation(n)=
-change in management style(n.)=
-change in management skills(n.) =
-Cost cutting(n.)=
-increased Investment in technology(n.)=
-Improving quality in production(n.)=
-Initiating Lean production techniques(n.)=
-Innovation(n.)=
-Global sourcing of inputs as a business opportunity(n.)=
-Overseas manufacture as a business opportunity(n.)=
-global outsourcing as a business opportunity(n.)=
Corporate culture=
-Shared objective=
-Policies=
-Training=
-Symbols=
-Uniform=
-Types of employees=
-Workplace environment=
-Business ideologies=
-Management styles=
CSR considerations=
-Environment=
-Employees=
-General community=
PERFORMANCE MANAGEMENT STRATEGIES
-Management by objective
-performance appraisals
-Self-evaluation
-Employee observation
