A Model for Organizational Learning Capability.new.ppt

Organizations can learn a lot. They are capable of solving many bottlenecks and resistances.
A model has been developed.

1. 1
A Model for
Organizational
Learning Capability
V. Thanikachalam. B.E., M. Tech., Ph.D.,
M.S., FIE., FIGS., FFIUCEE

2. 2
Business Context
•Industry
Characteristics
•Business
Strategy
•Business Culture
Learning Capability
•Generation of ideas
(ability to generate
ideas via different
learning styles)
•Generalization of ideas
(ability to move ideas
across boundaries)
•Learning disabilities
(Barriers to generate
and generalize ideas)
Business Performance
•Innovations
•Competitiveness
Primary relationship
Secondary relationship
MODEL OF ORGANIZATIONAL CAPABILITY

3. 3
Relationships
•Building blocks of learning
capability
•Business context learning
capability
•Those between learning capability
and business performance

4. 4
Business context (Antecedents
of Learning Capability)
•Contextual variables that may
influence
•Industry characteristics
•Business strategy
•Business culture

5. 5
Industry Characteristics
•Market concentration
•Customer relationships
•Supplier relationships
•Technological Interdependence
•Environmental predictability
•Industry type

6. 6
Business Strategy
•Advertising
•Brand identification
•Building employee commitment
•Competitive pricing
•Cost reduction
•Developing operating technology

7. 7
Business Strategy….
•Developing /refining existing products
•Differentiating products or services
from those of competitors
•Improving relationships with
customers
•Innovation in marketing techniques
and methods

8. 8
Business Strategy…
•New products or services
development
•Operating efficiency
•Providing specialized products or
services
•Quality of products or services

9. 9
Business Culture
•Clan culture
•Adhocracy culture
•Hierarchical culture
•Market culture

10. 10
Clan Culture
•Empowerment of employees to act
•Participation, open discussion
•Assessing employee concerns and
ideas
•Human relations, teamwork,
cohesion

11. 11
Adhocracy Culture
•Flexibility
•Decentralization
•Innovation and change
•Expansion, growth, and development
•Creative problem solving processes

12. 12
Hierarchical Culture
•Control, centralization
•Predictable performance
outcomes
•Stability, continuity, order
•Routinization, formalization and
structure

13. 13
Market Culture
•Task focus
•Accomplishment
•Goal Achievement
•Efficiency
•Productivity
•Outcome

14. 14
Market Culture…
•Excellence
•Quality
•Direction
•Objective setting
•Goal clarity

15. 15
Consequences of a
company’s ability to learn
•Innovativeness
•Competitiveness
•Morale
•Commitment of employees
•Customer Satisfaction
•Market share

16. 16
Competitiveness
•Ability of a business to compare
in its niche or market position

17. 17
Components of a company’s
competitiveness
•Financial performance in the last
three years
•MIS
•Customer buying criteria
•Customer relations
•Distribution channels

18. 18
Components of a company’s
competitiveness…
•Divestitures
•Financial Management
•Globalization
•Government relations
•Human Resource Practices
•Marketing and sales

19. 19
Components of a company’s
competitiveness…
•Mergers / acquisitions
•Organizational structure
•Production capability
•Research and Development

20. 20
Innovativeness
•Cycle time for innovation
•Reputation as an innovator
•Willingness to take risks
•Willingness to experiment

21. 21
Learning Capability
•Influenced by context
•Influence on performance
•Linchpin for managerial action

22. 22
Organizational Learning
Capability
•The capacity to generate and
generalize ideas with impact across
multiple organizational boundaries,
through specific management
initiatives and practices
•Based on generation of ideas,
generalization of ideas, and
identification of learning disabilities.

23. 23
To compete in today’s
rapidly changing environment
•Corporations need to strengthen
their learning capability
•Simultaneously manage all three
building blocks.

24. 24
Business Performance
•Influenced by learning capability
•Business context influences the
learning capability

25. 25
Plan to Implement the
model