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Organizational Behavior:

This comprehensive guide delves into the keys to organizational improvement through society's shift from controlling to learning orientations, with insights from Deming's management theories. Discover strategies for implementing a learning approach, stages of organizational learning, individual learning approaches, and managing organizational innovation effectively.

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Organizational Behavior:

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  1. Organizational Behavior: Innovation & Learning

  2. The Keys to Organizational Improvement: • Society orients toward “CONTROLLING” vs. “LEARNING” • Edward Deming : prevailing management system has destroyed intrinsic motivation and curiosity to learn. • Two focuses of organizational learning: 1.Generative Learning (focus on creativity) 2.Adaptive Learning (focus on coping)

  3. Three components of effective implementation: -Meaning (clear definition) -Management (clear guidelines) -Measurement (assessment tools) A learning organ. is one skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect this knowledge. Implementing a Learning Approach

  4. Activities of a Learning Organization

  5. Organizational Learning Can Be Traced Through Three Overlapping Stages: • Cognitive- members of organizations are exposed to new ideas and expand their knowledge base. • Behavioral -employees begin to internalize new insights and alter their behavior. • PerformanceImprovement- changes in behavior leading to measurable improvements in results.

  6. Any company that wishes to become a learning organization can begin with a few basic steps: • Foster an environment that is conducive to learning. • Open boundaries and stimulate the exchange of ideas. • Create learning forums which are designed with explicit learning goals in mind.

  7. Organizational Learning: An Individual Approach • Two conditions for learning: 1. Match between design and outcome. 2. Mismatch between intention and outcome.

  8. Double & Single Loop Learning • Single Loop Learning: correction of errors without altering underlying value system. (Appropriate for routine issues) • Double Loop Learning: mismatch corrected by altering governing variables. (Appropriate for complex issues)

  9. Managing Organizational Innovation • Men are incredulous, never trusting things unless they have tested them by experience” (Machiavelli, The Prince) • Implementation Stage: most vulnerable time of innovation process; avoidance and resistance predominate.

  10. Product innovation success requires product and administrative innovation. Threat to power relations evokes opposing political forces, strategies and tactics. Political Strategy within an Organization: 1. Conception & Development Phase - “ask for forgiveness” 2. Adoption & Diffusion Phase- “seek and secure permission” Case Study: The Development of Nasa’s Moonlander Monitor

  11. Motivation and Innovation • Intrinsic vs. Extrinsic Motivation • The “Overjustification Effect” • Algorithmic vs. Heuristic Tasks

  12. Intrinsic Motivation Principle of Creativity:

  13. Implications For Individual Creativity Within An Organization • Learning and Innovation within an organization are paradoxical unless the learning can be emphasized without the use of extrinsic motivational factors. • Cognitive Distancing might allow creativity and extrinsic motivation to exist side by side. • Management must set up a motivational culture based on their creativity needs.

  14. Full-Time Facilities: » McDonald’s “Hamburger University” » Sears University University Partnerships: » America West » NYNEX Corporate Universities: Case Study in Organizational Learning

  15. Organizational Innovation & Learning: An Integrative Approach

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