CHANGE

The importance of change in its effects upon mankind is not to be underestimated. It has been
our capability to change and adapt that has made us the most successful animals in the world.
Change is the law of nature. Everything in nature changes and finally dies. There was a time
when man was uncivilized and lived like savages in forests. He did not know agriculture. But
now he has conquered nature.

The successful person is always willing to adapt and change aided by the world around them.
The genuinely successful person is one who is able to create change in the world about them. An
attentive and inquisitive mind is a must have. Consequently, the successful people needs to be
sensitive towards the goings on in the world around them. A highly regarded businessman, for
instance, needs to be mindful of gaps in the market that they are willing to exploit.

Among the many reasons top businessmen are capable of adapt and change so readily is for the
reason that they stay optimistic in his or her appraisal of change. Instead of running, terrified of
the unrecognised, successful business persons are eternal optimists. A change equals a fresh
opportunity. It is hardly surprising that the most dynamic and successful individuals are those
who change and shift accordingly to the surroundings and the circumstances. It fits in with what
Darwin termed "survival of the fittest". The most successful species are individuals that have
adapted to their conditions and used adaptions to change when essential. Therefore allow that
change is part and parcel of living. Without it we would grow to be stagnant and uninteresting.

When an individual or a society does not change, it stagnates and begins to rot. An individual
must change according to his circumstances. He must adjust himself to the changed conditions of
his life. If the circumstances of a rich man change and he becomes poor, he should change
himself and work hard.

Having the courage to learn and change won't necessarily make one a happy person, however it
will help to negotiate hard times more smoothly and successfully as well as learn from these
experiences
LEARNING ORGANISATIONS

The learning organization is an ideal, ‘towards which organizations have to evolve in order to be
able to respond to the various pressures they face.

Definitions

Learning organizations are organizations 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
together. (Senge 1990: 3)

The Learning Company is a vision of what might be possible. It is not brought about simply by
training individuals; it can only happen as a result of learning at the whole organization level. A
Learning Company is an organization that facilitates the learning of all its members and
continuously transforms itself. (Pedler et. al. 1991: 1)

Learning organizations are characterized by total employee involvement in a process of

collaboratively conducted, collectively accountable change directed towards shared values or
principles.

Some writers (such as Pedler et. al.) appear to approach learning organizations as something that
are initiated and developed by senior management – they involve a top-down, managerial
imposed, vision. Some writers have looked to the learning company, but most have proceeded on
the assumption that any type of organization can be a learning organization.

According to Sandra Kerka (1995) most conceptualizations of the learning organizations seem to
work on the assumption that ‘learning is valuable, continuous, and most effective when shared
and that every experience is an opportunity to learn’ (Kerka 1995). The following characteristics
appear in some form in the more popular conceptions. Learning organizations:

1. Because it offers theory-based avenues that support me in contributing to reducing the

fragmentation in the world

2. Because the L.O. approach flows out of and speaks to the deepest human values that I attempt
to embody in my life, values such as wholeness, the interconnectedness of all beings and things,
collective endeavour and intelligence.

3. Because it channels and supports and enhances the basic (and my) human passion to learn

4. Because it provides a rational explanation of the necessity for caring about each other.

5. Because it offers a way to cut through some of the dead ends that have cropped up in more
"technical " approaches to organization development, a way that calls upon soul qualities to
support, inspire and illuminate the movement
6. Because it provides an invitation and a rationale for building communities.

7. Learning organizations give people hope that things can be better

8. Learning orgs provide a playground for creative ideas
9. Learning orgs provide a safe place to take risks with new ideas and behaviors and the
challenge needed to stretch beyond perceived limits
10. In learning organizations everyone's opinions are valued and amount that people can
contribute is not determined by position in the organization

The five disciplines that Peter Senge goes on to identify (personal mastery, mental models,
shared vision, team learning and systems thinking) are the keys to achieving this sort of
organization.

PROBLEMS RELATED TO CONCEPTUALIZATION OF

LEARNING ORGANISATIONS

Focuses mainly on the cultural dimension, and does not adequately take into account the other
dimensions of an organization. To transform an organization it is necessary to attend to
structures and the organization of work as well as the culture and processes. ‘Focussing
exclusively on training activities in order to foster learning… favours this purely cultural bias’
(ibid.: 146).

Favours individual and collective learning processes at all levels of the organization, but does
not connect them properly to the organization’s strategic objectives. Popular models of
organizational learning (such as Dixon 1994) assume such a link. It is, therefore, imperative,
‘that the link between individual and collective learning and the organization’s strategic
objectives is made’. This shortcoming, Finger and Brand argue, makes a case for some form of
measurement of organizational learning – so that it is possible to assess the extent to which such
learning contributes or not towards strategic objectives.

Remains rather vague. The exact functions of organizational learning need to be more clearly
defined.

Conclusion:

Organizational learning is just a means in order to achieve strategic objectives. But creating a
learning organization is also a goal, since the ability permanently and collectively to learn is a
necessary precondition for thriving in the new context. Therefore, the capacity of an organization
to learn, that is, to function like a learning organization, needs to be made more concrete and
institutionalized, so that the management of such learning can be made more effective.

Provide continuous learning opportunities.

Use learning to reach their goals.

Link individual performance with organizational performance.

Foster inquiry and dialogue, making it safe for people to share openly and take risks.

Embrace creative tension as a source of energy and renewal.

Are continuously aware of and interact with their environment.

Managerial Consideration
A good personality or manager is the one who has loads of confidence in his own
abilities and possesses managerial skills like leadership, decision making abilities,
multitasking and an uncanny knack to motivate employees.

Leadership Qualities

Leadership and management are inseparably intertwined. A good manager has to

be a good leader as he has to guide a team of people towards common goals that
not only requires managerial skills but also a personality that has strong leadership
qualities. Stephen Covey, in his book ‘The 7 habits of Highly Effective People’, has
presented an obvious truth, "Management is efficiency in climbing the ladder of
success; leadership determines whether the ladder is leaning against the right
wall." Those mangers who wish to sharpen their skills must know various leadership
skills for managers.

Communication
Basic management skills like good written and oral communication skills are of
paramount importance for a manager so that he is able to communicate well with
his team members.

Knowledge
One of the topmost managerial skills that differentiates a winning manager and a
losing manager is knowledge. A good manager knows about the business he is
involved with and keeps coming with strategies to deal with any obstacles coming
in the way of his business. He is like a master mind charting out plans and dealing
with ways to propel growth and success.

Delegating Responsibilities

Realizing the strengths of employees is an important task for a manager. As a

manager, you must be aware of the potential of your employees. While you know
that some of them are exceptional in carrying out their tasks, there are others
who're not so smart. Hence, a manager must exercise caution in allotting tasks.
Using the strengths of employees and being aware about their weaknesses help
managers bring a team together, thereby encouraging teamwork in the workplace.

Motivating Employees

Tommy Lasorda has said, "I believe managing is like holding a dove in your hand. If
you hold it too tightly you kill it, but if you hold it too loosely, you lose it." How true
when it comes to managing employees. If you ask me, what makes a good
manager, then the answer is, a good level of emotional intelligence. A manager
must be able to understand that human beings are not unidimensional identities but
they have a personality that can be effected by certain factors. Hence, employee
motivation forms the core of managerial skills. This is also one of the most
important management skills for new managers. Employees are an asset for any
organization and so it's the responsibility of managers to make them feel motivated
at work.

A mark of a good personality & leader is to be able to provide consistent motivation

to his team encouraging them to attain excellence and quality in their performance.
A good leader is always looking for ways to improve production and standards. Here
are six management skills one can develop as a leader in working to create a quality
effective team.

1. Observation

This is an important aspect that often gets neglected due the demands on a
leader’s time and schedule. Observation and regular visits to the work environment
are a priority and should be scheduled into the calendar. Observing employees at
work, the procedures, interaction and work flow is foundational to implementing
adjustments to improve results. To have credibility, a leader needs to be seen and
be known to be up to date with what is happening in the work place.

2. Monitor Employee Performance

Employee performance needs to be monitored in mutually accepted ways. Policies

and procedures need to be clear. Conferencing should be on a regular basis and not
just when there is a problem. Assessments and evaluations should not be merely all
formality or viewed a necessary paperwork to be done and filed away. Individual
and group conferencing should be undertaken not only to monitor performance, but
with the expectation of on going professional development and support. There
should be frequent encouragement and clear criteria for on going goals both for the
group and individual.

3. Implementation of Professional Development Programs

A good leader evaluates weaknesses and provides training and development

strategies to strengthen the weaker skills in the team.

4. Demonstrates Working Knowledge and Expertise

Good leadership comes from a place of strong knowledge and experience of the
production and process leading to results. If a leader does not possess all the
expertise and knowledge personally, then regular consultations with experts
involved in the departments should be held. This is important in order to maintain
an accurate and informed overall picture.

5. Good Decision Making

Good leadership is characterized by the ability to make good decisions. A leader
considers all the different factors before making a decision. Clear firm decisions,
combined with the willingness and flexibility to adapt and adjust decisions when
necessary, create confidence in the leadership.

6. Ability to Conduct and Evaluate Research

On going review and research is vital in order to keep on the cutting edge in
business. While managing the present to ensure on going excellence in product and
performance , a good leader is also able to look towards the future. Conducting and
evaluating research is an important way of planning and being prepared for the
future.

Excellent leadership is always pro active rather than reactive. By developing these six
managerial skills builds a solid foundation for success.

Management skills deal with the art of delegating work but not responsibility. These
skills involve setting deadlines and effective follow up, being a good team worker,
exhibiting leadership and ownership, good communication, providing direction to
people as and when required, problem solving approach, leading by example, hard
work, understanding each person strengths and utilizing those efficiently while at
the same time helping people overcome their weaknesses and dedication.