​Assignment 2: Proposal for Organizational Learning Issues

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ENZQVIN04

Business Finance

Description

Using the information from Assignment 1 and the supporting documents, you must create a proposal for your CEO explaining the issue and implementation recommendations in transitioning the individual learning to organizational learning. Refer to the Project Proposal template, located in Week 8 of the online course shell for additional information on the content of each section of the proposal.


Write a five to seven (5-7) page proposal in which you:
Section 1: Project Summary

  1. Summarize your findings along with the implementation recommendations.

Section 2: Project Background

  1. Determine the issue that has disconnected the culture and organizational learning based on the three (3) selected mystifications from Assignment 1.
  2. Critique the current OLM(s)’ hindrance to organizational learning and provide your recommendation(s) for the organization to address the issue.

  3. Section 3: Project Goals and Methodology
    1. Defend the one (1) OLM that is suitable (i.e., the OLM identified in Assignment 1) for the organization’s training and / or learning circumstances then suggest three (3) pros and three (3) cons of implementing the selected OLM. Next, diagnose the possible source that has prevented productive learning within the organization then support your recommendation(s) for a permanent change.
    2. Suggest two (2) talent management strategies designed to prepare the organization for its readiness to share knowledge and maintain a learning environment.
    Section 4: Project Risk Management
    1. Elaborate on two (2) high resistance risks to this transition. Outline a plan for managing each resistance risk.
    2. Generate a high quality After-Action Review (AAR) to monitor the effectiveness of the transition from individual to organization learning.
    3. Specify one (1) training technique for the organization to introduce this new way of learning to the workforce. Next, examine whether or not the current organizational structure and processes can support transition from individual learning to organizational learning.
    4. Use at least five (5) quality academic references in this assignment. Note: Wikipedia does not qualify as an academic resource.
    5. Use the Project Proposal template located here.
    Your assignment must follow these formatting requirements:
    • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
    • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

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Running Head: ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT Issues in Organizational Transition Management Raekisha Masslieno Dr. Annette M. West HRM 562 April 23rd, 2018 1 ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT 2 Issues in Organizational Transition Management A company's success is hinged on significant and persistent change activities acquired through a learning process. For the change to be felt, the organizational management must undergo a paradigm shift in shaping a change culture from individualistic learning approach to a systematized approach. As the Vice president of Human resource, my role is to investigate the parts of the organizational learning used in solving the hindrances that limit continuous cultural transition in my company. The problems that prompt this company’s challenge in development can be viewed from different angles, which will be discussed further in this analysis. They include but not limited to a problem with goals interpretation, the complexity of the training, lack or insufficient understanding of the process and lack of teamwork. I will discuss these inherent challenges in trying to align them with the company’s culture based on three of the five organizational learning mystifications. Identification of The Problem In any given context, organizational learning is confronted with the danger of ambiguity in the definition. Simply put, corporate learning mechanisms integrate all the gradual processes that aim to equip members of the company with skills and knowledge needed to respond to the ever dynamic internal or external issues facing the company (Fernandez et al. 2012). In this company’s context, at least 48% of the employees are mature adults who are nearing retirement. This means the wisdom, experience and a strong sense of organizational culture is embedded in them. The rest of the employees are millennials who possess a room for growth, especially with the “Help me, teach me, show me, and entertain me approach.” Culture and organizational learning are two indivertible aspects; they have a direct influence on each other (Fernandez et al. 2012 pg. 32). My assessment of this company’s culture is informed from both positive and negative viewpoint. ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT 3 Though there are certain cultures worth celebrating, I think there is an underlying problem with employee motivation, customer care, and support system. Cultural Assessment and Organizational Mystifications In spite of the developing prevalence of learning mechanism, I have discovered some disconnect between the existing culture and organizational learning. The disconnect is in respect to: (a) Consistently Expanding Theoretical Disciplines There exists a variety of interlinked disciplines in the organizational learning process. The challenge, and, therefore, the disconnect comes up with difficulty in synthesizing this learning to the pertinent issues of the company, such as lack of teamwork. Experts suggest that this is a learning area that is very hard to do (Loorbach & Wijsman, 2013). (b) Humanizing Organizational Learning (Anthropomorphism) The assumption in this analogy connects individual employee learning capacity and that of the company. The cognitive aspect of learning in human can be scientifically proven from different theories such as Albert Bandura’s social learning. However, it is not clear how companies can learn, as an entity. The disconnect in this respect, especially in the processes part of OLM(s), is the fallacy of linking individuals with the company’s behavior. As argued by Dixon (2017), “Which percentage of organization members should be behaving this way, for example, to say that the organization acts on what it knows?” (c) A Split in The Field Amongst Visionaries and Doubters ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT 4 Questions arise on whether organizations can learn. In this focus, what are the odds that this company can overhaul its current cultural biases and uphold to the new transition? The solution to this query lies deep in deconstructing the visionary’s ideology from the skeptic. For example, the company’s disconnect is confusion in goals and missions and, therefore, it is important to allow employees to expand their capacity so that they can come up with the outcomes that they truly desire (Argote, 2012). This can be achieved by nurturing new and extensive patterns of thinking, setting free collective aspiration, and allowing employees to continually learn how to learn together. Skeptics portend that this notion is informed from a utopian ideology whose main agenda is to exploit employees. (Santos-Vijande et al. 2012). Processes Mechanism In my way of thinking, the organizational learning transitions, through goals and visions that are explained concisely, must be able to define the processes that need to be utilized in the acquisition of knowledge, its dissemination and its applicability to the situation. There is a problem in the company with the complexity of the processes. For example, I have noticed there is a problem with employee’s training on the use of new software. From the observation, the process lacked intuition, and the employee found its overly complicated. Offline/External OLM(S) In the view of the above discussion, I think offline/external OLM(s) would be an appropriate choice in changing the erroneous organization learning mechanism inherent in my organizational context. The most viable reason for this is that experts usually offer this kind of training. These experts are always on a full-time training engagement; they possess advanced knowledge and skills required to operate incorporated units efficiently. As such, they serve as ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT 5 knowledge and information archives which can be transmitted and shared across the organizational departments and its members of the staff. Integrating this aspect of OLM guarantees excellent training for the team and will subsequently improve the learning procedures (Santos-Vijande et al. 2012). Norms and Organizational Culture Evaluation One of the current norms of the organization entail the emphasis on quantity instead of quality. For example, the top management are only concerned about the quantity that each employee produces instead of focusing on quality. This norm needs to change because if the organization continues doing this then many customers will be lost because of the substandard products that are manufactured. Paternalism is another norm which is part of the current organizational learning culture. For example, those vested with power in the organization, the management in this case, are always making all decisions that affect everyone in the firm. This norm needs to change because the organization is not moving forward. To ensure that there is productive learning within the organization, the management must ensure that there is integrity and accountability. Integrity will ensure that the management will not fear to admit that they have made some errors in judgement. They will, therefore, involve employees in decision making to solve any problems that the company may be experiencing. Accountability would also ensure that everyone within the organization can accept responsibility for their action instead of shifting the blame to other employees. ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT 6 References Argote, L. (2012). Organizational Learning: Creating, Retaining and Transferring Knowledge. Springer Science & Business Media. Dixon, N. M. (2017). The Organizational Learning Cycle: How We Can Learn Collectively. Routledge. Fernandez, S., Commentators, H. G. R., Connor, P. E., Thompson, F., Mihm, J. C., & Tschirhart, M. (2012). Managing Successful Organizational Change in The Public Sector. In Debating Public Administration (Pp. 33-52). Routledge. Loorbach, D., & Wijsman, K. (2013). Business Transition Management: Exploring A New Role for Business in Sustainability Transitions. Journal of Cleaner Production, 45, 20-28. Santos-Vijande, M. L., López-Sánchez, J. Á., & Trespalacios, J. A. (2012). How Organizational Learning Affects A Firm's Flexibility, Competitive Strategy, And Performance. Journal of Business Research, 65(8), 1079-1089. Running Head: MEMORANDUM TO THE CEO 1 Raekisha Masslieno: Dr. Annette West: HRM 562: April 30, 2018: Memorandum Memo To: Chief Executive Officer (CEO) From: Vice President of Human Resource Date: Subject: Discovered issues Following a series of investigations that have been carried out, a number of issues have been identified to be behind the organization’s malfunctions in certain aspects. One of the issues identified is a problem that comes with the interpretation of the goals that have been set by the organization. Lack of understanding in this aspect is set to cause confusion within the ranks of the organization. Secondly, the complex nature of the training system has also been pointed out as a possible cause of the malfunction. Thirdly, the lack of teamwork among the employees as well as failure to understand its importance and value presents an issue with regards to the best interests of the organization. For the organization to develop and serve the proper functions that it is set out to achieve, these issues must be addressed in order to set up the stage for a better and prosperous future. The offline/external (OLM)s presents the perfect answer to addressing the issues that surround the learning system of the organization. My choice for this criterion is centered on the fact it is Surname 2 offered by individuals who are well trained and possess the required skills when it comes matters of a similar nature. The other advantage that this system presents to the organization is the fulltime availability of the experts to offer their advice in matters relating to the process. This will not only be beneficial to the organization but the staff members as well. Using OLM will play a crucial role in the organization having employees who are properly trained as well as improving the process of learning. Trust is one of the pillars of success for any organization. As a result of this, the management must create an atmosphere of trust, which will go a long way in creating an environment of psychological safety. One of the ways that this can be achieved is through involving the employees in the process of decision making. Incorporating their views in matters of importance will create an atmosphere for them to embrace their role in promoting the success and growth of the organization. Applying this strategy will equally make them embrace their mistakes and show the willingness to learn from them. The employees should also be made to understand the value of demonstrating accountability and integrity while attending to their duties. Through embracing these two qualities they will facilitate an environment where trust between them and the management can be established. It is my hope that you will agree with the above-stated proposals as we establish a cohesive plan in raising the standards of the organization and propelling it further to an enviable position. Warm regards, Raekisha Masslieno Running Header: RESISTANCE RISK MITIGATION INTERVENTION TABLE Supporting Document 2: Resistance Risk Mitigation Intervention Table Raekisha Masslieno Dr. Annette West HRM 562 May 13th, 2018 1 2 RESISTANCE RISK MITIGATION INTERVENTION TABLE Issues Risk Description Rating Mitigation Downgrade to Culture of the The The employees High The organization Moderate organization organization are comfortable lacks a sense following the the procedures of innovation past procedures used to create that have been room for new set by their and informed predecessors as ways of opposed to handling crucial coming up with matters. This new initiatives will create a should change (H) crop of creative thinkers. Offering training to the members of staff within the organization so as to teach the employees to become problem solvers. (M) 3 RESISTANCE RISK MITIGATION INTERVENTION TABLE Psychological The There is a learning employees general are afraid of atmosphere of Moderate The organization Low should research (M) (L) on previous the possibility fear that cases where the that they may changing the same programs fail. normal ways of have been used doing things, and proven to be which the successful employees are The leadership used to will should work result in failure. hand in hand with the employees and offer them assurance regardless of the outcome that may be generated from the whole process. 4 RESISTANCE RISK MITIGATION INTERVENTION TABLE The current There The high High The organization Low structure of numbers of number of ranks the ranks as as currently ways by, which organization established constituted the ranks that within the within the currently exist organization organization can be reduced are too many. becomes an to number that impediment in can be easy to the event an report to in the individual wants event of an issue to bring a matter occurring. should focus on (H) (L) forward. By creating various ranks within a specific department, the organization will reduce the different layers of leadership that presently exist. 5 RESISTANCE RISK MITIGATION INTERVENTION TABLE Commitment The The current High Preparing and Moderate of the motivation workforce is teaching the (M) workforce level of the opposed to the current workers is idea of change workforce on the (H) currently low. based on past positive impacts This is a clear experiences. that will be indication The response on experienced that a high the ground through number of appears to be embracing them are not negative as change. committed to expected. Encouraging working to them to embrace the best the planned interest of the changes by organization. offering them a sense of assurance and the future possibility of rewards to those who prove 6 RESISTANCE RISK MITIGATION INTERVENTION TABLE loyalty to the organization. Knowledge There is the A reliable rank High A specific sector dissemination lack of within the reliable organization created by the system that that can deal management can be used with creating that will solely to spread procedures of deal with knowledge operation within matters relating and the organization to the spread of information does not exist. information Low should be (H) (L) as well as within the standardized organization. procedures of New employees operation should also be within the taken to through organization a process where they will be taught and updated with all the necessary information they will require 7 RESISTANCE RISK MITIGATION INTERVENTION TABLE during their employment period.
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