Question

1). How does systems theory work in dealing with misunderstandings?

2). Describe a Learning Organization, what are its functions?

(Please answer each of these in 4-5 sentences each).

Answer 1

• 1.A systems approach demands that we broaden our perspective of organizational life.As one develops and maintains relationships with people outside the organization, one's actions affects the organization.Must be aware of contracts or industry standards because it affects communication. To deal with misunderstandings in the organizational context system approach emphasises upon having feedback loops which form an important part of open system of communication in the organization.
• They provide information to the organization by connecting the outputs to the inputs. A negative feedback loop indicates a problem that should be corrected. For example, the failure of product design indicated by the need to recall the product.
• A positive feedback loop can identify outputs that have worked well. For example, a successful marketing campaign that yields high sales. Thus, feedback loops are a means of confirming success or signaling that corrections to the system need to be made.
• 2.The term "learning organization", not to be confused with organizational learning, was popularized by Peter Senge. It describes an organization with an ideal learning environment, perfectly in tune with the organization's goals.
• Such an organization is a place "where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole (reality) together."
• According to Senge, the learning organization depends upon the mastery of five dimensions:
• Systems thinking: The notion of treating the organization as a complex system composed of smaller (often complex) systems. This requires an understanding of the whole, as well as the components, not unlike the way a doctor should understand the human body.
• Some of the key elements here are recognizing the complexity of the organization and having a long-term focus. Senge advocates the use of system maps that show how systems connect.
• Personal mastery: Senge describes this as a process where an individual strives to enhance his vision and focus his energy, and to be in a constant state of learning.
• Mental models: "Deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action" (Senge 1990). These must be recognized and challenged so as to allow for new ideas and changes.
• Building shared vision: Shared vision is a powerful motivator. A leader's vision does not necessarily become shared by those below him. The key here is to pass on a picture of the future. To influence using dialogue, commitment, and enthusiasm, rather than to try to dictate. Storytelling is one possible tool that can be used here.
• Team learning: The state where team members think together to achieve common goals. It builds on shared vision, adding the element of collaboration.
• Learning organisation facilitates the learning of all its members and continually transforms itself.It continually improves by rapidly creating and refining the capabilities required for future success.
• Learning organisations are associated with internal renewal of the organisation in the face of competitive environment.