Tag: change

What is the Learning Organization?

Tidbits
Organization Synergist (OS)

Organization Synergist (OS)

Because of the Internet and advanced technologies, the way we do business — whether profit or nonprofit — has forever changed.   Instead of existing in a stable environment and applying standardized solutions to problems and challenges, change itself has now become the norm.  It is fast and unique.  Solutions must be equally fast and unique.   No longer can an organization wait for a memo to go upline to be reviewed by a hierarchical manager to solve most problems.   The client will be gone by the time the answer is returned.  This means most organizations will have to incur some type of restructuring for a faster response time.   Customers and followers expect answers to be efficient, innovative, and swift.   Survival and prosperity means staying relevant in a constantly changing environment.  To do this, everyone in the organization must become a problem solver.   Becoming a problem solver means having the ability to use one’s creativity in problem-solving, while learning in the process.   In learning organizations, great emphasis is placed on how you learn and less about data.   It’s about being able to use what you’ve learned to assist your organization in accomplishing its mission and goals.   And in this new Information Era, “learning” is called the new labor, and it must be organization-wide learning to be effective.

Diana – Helping your nonprofit transition to become!
Please follow and like us:
, , ,

What is Organization Development (OD)?

Meat Eaters

Organization Synergist (OS)

Previously, the primary focus of organization development (OD) was defined differently, depending upon what professional was being asked.  W. Warner Burke, a professor of psychology and education at Columbia University viewed OD as planned change in the culture of an organization using principles of behavioral science facilitated by a consultant.  Present that same question to Lynda McDermott, a director of human resources, and she viewed OD in a much broader sense, one that focused on both culture and management systems.  Jan Margolis, a corporate director had yet another perspective.   She sees the OD process as strictly a senior management function (Hurley, 1983).

Regardless of which perspective seems most appropriate, each perspective correctly alludes to at least one salient aspect of OD.   Changing the corporate culture is commonly a major component in the OD process.  Brown (2011) suggests that culture is a key factor to outstanding financial performance, which is certainly at least one of the underlying goals of OD initiatives (Brown, 2011).  Change, of course, is not restricted to culture alone, but inclusive are management systems such as organizational structures, policies, and processes.  The idea that OD is solely a senior management function seemingly highlights the prominent role that leaders play in establishing cultural values, which again, play a key role in the behaviors of its citizenry (McShane, Von Glinow, 2012).

Brown defines organization development as, “an emerging discipline aimed at improving the effectiveness of the organization and its members by means of a systematic change program” (Brown, 2011, p.5).  Delving slightly beneath the surface of the composite descriptions of OD, one could identify three key components in the OD process:  the role of corporate culture, OD managed and planned change, performance orientation, and change itself (Brown, 2011).

References

Brown, D.R.  (2011).  An experiential approach to organization development eighth

     edition.  Prentice Hall.  Upper Saddle River, New Jersey  07458.

Hurley, P.G.  (1983).  Q.  What in the name of OD do we do?  A.  change.  Training &

     Development Journal, 37(4), 42.

McShane, S.L., Von Glinow, M.A.  (2012).  Organizational behavior.  McGraw-Hill

     Irwin.  New York, NY  10020.

Please follow and like us:
,

Five Types of Power and How Leaders Use Them

Leadership

king_give_thumbs_up_400_clr_17098

FIVE COMMON TYPES OF POWER

Power is a tool that leaders use to influence the attitudes, behaviors, and even the values of subordinates to achieve organizational goals and objectives.  They may use it to change unwanted attitudes and behaviors, or to encourage attitudes they desire.  Most people have at one time worked with co-workers who had attitudes that were contrary to productivity and team unity.  Leaders attempt to discourage those undesirable behaviors through wise and appropriate use of power, hoping to extract some intrinsic value that can be found in all people, for the benefit of both the individual’s success and that of the organization.   Hughes, Ginnett and Curphy define power as, “the capacity to cause change” (Hughes, et al., 2012, p.119).  To be successful, leaders must understand the different types of power, as well as how and when it is appropriate to use each type.

Five Common Types of Power

Power comes from different sources.  Some power is given, and some is earned.  For example, Expert power is earned by achieving a high degree of knowledge or skill in a particular area.  Because it’s earned, it can be obtained and exercised by leaders as well as followers.  Expert power is also affected by situation since a person can be an expert in one situation and not an expert in another.  A primary source of expert power is often education, but it can also be attained by way of tenure and experience.  People typically listen attentively to the person they believe or know to have expert power.

Referent power is power that comes from the strength of interpersonal relationship.  Like expert power, it too is earned through consistency and faithfulness, and received in exchange for meeting certain interpersonal needs of one party in the relationship.  Typically, referent power is very influential because it is relational.  Just as we listen to those with expert power, we draw close to those who possess referent power.  Its relational nature makes it vulnerable to loss, as opposed to expert power.  Authority figures can demand a subordinate to do something, but they cannot demand the high degree of commitment that is typically associated with referent power.  It is most powerful when used in conjunction with legitimate power.

Legitimate power is formal authoritative power that one has as a result of their position or title within an organization.  Subordinates comply with legitimate power out of obligation, even when they don’t believe it is deserved.  Unlike referent power, where people commit and cooperate because of their admiration likes and dislikes are not a part of the legitimate power equation.  When you accept a position in an organization, you accept the legitimate power the organization has confers to certain positions.  Legitimate power is the most valuable type of power to use in times of crises, when quick decisions need to be made and fast action is required.  But it does not belong only to leaders.  Employees also have a degree of legitimate power conferred to them through labor unions and laws, and regulations.

Reward power is an effective tool and a very popular method of influencing people through the control of desired resources.  Leaders reward subordinates with praise and recognition, bonuses and promotions for doing well.  Followers also reward leaders with admiration, loyalty, and commitment to show their appreciation.  Reward power is most effective when the rewards are valued by the recipient, which means the giver has to have knowledge of what the recipient values.  It must also be used with caution, precision and consistency.  Leaders should decide on what performance they will reward, and how it will be rewarded across the board.

Coercive power is actually the opposite of reward power, and uses the application of negative experiences to influence others, such as fear of punishment, or threat of loss of something valued. It can be as simple as a parent withholding the allowance of a teen, or as severe as a judge pronouncing a jail sentence.  It can be very effective in managing behavior, but like reward power, it must be used with caution to avoid abuse (Hughes, Ginnett, and Curphy, 2012).

Hughes, R.L. (2012). Leadership enhancing the lessons of experience seventh

     edition. McGraw-Hill Irwin. New York, NY.

Please follow and like us:
, ,