Impact Of Learning Culture And Changeability On Organisational Performance

Learning culture and its impact on organisational performance

Question:

Discuss about the Leadership Challenges faced and experienced by Jane McLaren.

Learning culture is seen to be having an integral role in determining the health of an organisation. In general, learning culture is defined as set of organisation values, processes, conventions and the practices which are seen to encourage the individuals and organisation as a whole to increase overall competence, performance and knowledge. The high impact learning culture is simply described as the initiative which inculcates positive learning culture in Organisation. The organisation seen to be having high impact learning culture are better at skill development and talent development. As per the study conducted by Bersin & Associates named “High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise” that a strong foundation for learning culture in a workplace in to be having significant improvement in terms of employee productivity, customer needs, meeting future demands, quality of products and market share leadership values (Francalanza et al., 2016).

The study has been related to the case of Fletcher building which underwent several problems of employee motivation due to the selling of Pacific steel group and at the same time adoption of changeability theories to gain more insight into the leadership team and contribute to the changing of the experience to the other workers.

The leadership challenge faced by Jane Mc Laren has been seen to be evident as early as from 2014 during which the manufacturing manager was seen to be handling various types of challenging task in terms of leading a major steel plant put for closure. The main challenge was seen in terms of maintaining the overall process your of closure and at the same time maintaining a high amount of production capability and safety standards. The main form of challenge was further seen in terms of impact on the plant staff. After 50 years of producing steel, the company was seen to be shipping its business policy by selling of Pacific steel group. The important factors requiring the deal was seen in terms of continuing producing steel and in the time the new owner (BlueScope) was able to build a new plant (Koh et al., 2013).

Several workers were seen to be having a long service and high rates of pay with very limited steel manufacturing job opportunities. The main challenge was seen in terms of maintaining a high level of motivation along with high performing manufacturing staff during the entire exposure procedure.

Challenges faced during change management and the role of changeability

The immediate priority of the change management issues were seen in terms of maintaining plant leadership team. These managers along with the shift leaders were seen to be in the front line associated to motivating and performance and ensuring that the staffs was fully engaged in supporting and operating activities. The changeability aspect needed to target the workshop with the plant leadership team and have a new insight into the leadership team which was also experiencing a major change. It has been further discerned that the changeability fully worked with the manager and staff to build their change leadership ability along with providing practical tools for helping and navigating of the challenging period of change. The use of the changeability with the managers and shift of leaders fear positively adjusted with the news of closure. The several types of challenges in the change management issues they are considered with helping the managers and the shift leaders for dealing with the initial uncertainty and maintaining a steady motivation among the employees throughout the buyout process (Sun et al., 2014).

Despite of the various measures of changeability, the main aspect of professional and the ethical issue has been considered with the sudden plan of Fletcher building to sell the Pacific steel group.

The various types of ethical and the professional issues were further identified in terms of external facilitators which meant that the company will be able to target the issues of real importance and accept the change process. The main form of the professional issue was seen in terms of giving the immediate priority to the plant leadership team. It has been further discerned that the plant closure was confirmed with the business need and this needed to further focus on maintaining a steady performance. The professional challenges of the leaders were seen with the objective of leading their staff throughout the date of closure. In addition to this, following of the closure there has been an urgent need to create change plan where Jane was clear of the importance of explaining her team to create a plan together. Providing external support to the staff has been discerned as the main professional issue which needed to ensure that Jane was able to be strong and consistent throughout the production of food and in most difficult situations imaginable (Sunet al., 2014).

There have been several factors which has been able to prove that various types of internal and external changes in Organisation have several challenges. The main form of the internal issues in the organisation has been applied with theories related to blind spots, political self-interest and emotions, poor organisational routine, structure of inertia and full implementation of project management. In addition to this the different types of external factors has been seen to be having a direct influence on the staff of the organisation. The external dependencies have been seen with companies creating value is often challenging the overall operations of an organisation. The main form of the external challenges has been discerned in terms of failure to keep up with the changes in a disruptive technological environment, Reliance and dependency in Organisation for crucial resources and assets, political and legislative of demands, underestimation of the increasing competition and environmental volatility. The organisational changeability issue has been defined with the model which shows the sum of internal capability, external conditions and leadership needs to changeability (Belding et al., 2015).

Leadership style and empowerment in creating a positive learning culture

Internal capacity+ External conditions+ Leadership = Changeability

Henceforth, it needs to be understood that any sort of change in the internal capability or external conditions will bring a significant amount of change in the development of the company (Van Heerdenet al., 2016).

Following of the closure process, it was important to have an urgent planning for creating a plan. Based on the given depictions of the case study, changeability was able to target the workshop with plant leadership team which included gaining insight of how the leadership team we are experiencing the overall change. The different types of resulting feedback was evaluated in terms of psychologist which enabled the changeability to make a number of recommendations for focusing, improving and strengthening of the overall change plan. The changeability among the workers with the staff and the management are further able to build the change leadership capability and provide an overall practical tool to help navigate and challenged the period of change (Koch et al., 2014). The external support for both staff and managers were able to deal with the initial uncertainty which provided Jane to ensure a strong and consistent leadership throughout the change process. The result of how the change process with the meeting of the challenging key performance indicators and the staff were able to deliver high production of even during difficult circumstances (Hagemo et al., 2013).

The application of the relevant model has been seen with the theory of changeability. It has been further discerned that the technical changeability is discerned as the ability of manufacturing and, building and use of information technology to adapt to the fast changes are related to the product quantities and processes. The different types of facial changeability issues have been further presented with factory layout and layout of the building at site. The organisational changeability in particular has been described as the ability of quickly adapting to the changes in business structure or business organisation management process. Based on the Wiendahl model, the changeability enablers has been discerned informed of five main aspects namely “universality, scalability, compatibility, modularity and mobility” (Benevolo et al., 2016).

The university aspect has been described with the design for requirement as per the designated product or technology. The compatibility is seen as interconnectivity of the materials of information or energy. The scalability aspect is seen as a special and the technical changes along with several changes in the staff. The standardisation of the unit, elements has been described with the mobility and mobility which has been related to the concept of unrestricted freedom of objects. The diagrammatic representation of the changeability enablers is depicted below as follows:

Conclusion

Figure: Changeability Enablers

(Source: Stäbler et al., 2016)

The important form of the leadership style contributing to the learning culture of Fletcher building has been discerned in form of changeability. Several theories of leadership have been able to pacify the leadership practices based on traits, contingency, behaviour and contemporaries. The designated of the leader has been identified with qualities of leadership trait which has been depicted with effective leadership style for charismatic trade in terms of change. The suitability of the changeable leadership style is seen to be particularly effective in difficult circumstances and takes a long time for implementation. It needs to be further noted that the process of rendition of this particular leadership style is time taking in nature. The various types of leadership behaviour have been seen to be further acceptable and that it’s able to the subordinates. In addition to this the leadership behaviour has been seeking and the subordinate: the performances. The changeability aspect of the leadership skill has been seen to be more effective than the contemporary theories which include only a transactional change and such change is only seen to be having short-termed benefits (M. Stäbler et al., 2016).

In general empowerment means giving power or authority to someone for doing of a particular task. Empowerment is the conceptualisation of the different types of management practices for sharing information, rewarding and giving the employees the power to make decisions which has been seen with providing them with authority, opportunity and motivation and make them accountable for their outcomes which will able to be contribute to the satisfaction and competence. The empowerment factor in the given case has been evident with the changeability aspects which has held the managers and shift the leaders positively to adjust with the news of closure. The several types of empowerment initiatives has been identified with providing external support for both the staff and manager which has been useful in tackling of initial uncertainty and enabled Jane McLaren ensuring a consistent and strong leadership throughout the process. The main result of the empowerment has been further seen with meeting of the challenging performance indicators associated to delivering high amount of production output which has made the staff responsible for their outcomes. Henceforth, the existing staffs have been able to get a feeling of authority to make their own decisions and have the opportunity to be flexible with the organisational procedures in crisis situations (Parashar & Chhabra, 2015).

The process of changeability was identified with the understanding of the goals of the organisation. It was further seen to be done with a group of 15 respondents available to assist the success plan preparation and mode of delivery of the change process among the leaders.

The important initiatives taken to overcome the resistance and challenges is seen with the adoption of change leadership capability and providing the practical tools which has been able to navigate the challenging issues associated with the change process. The overcoming of the issues we are further seen by giving priority to the plant leadership team. Due to this, the managers and the ship leaders were able to ensure that the staff there fully engaged in their work and continuously supported in every situation. The resulting feedback of the change process was evaluated with a psychologist, which enabled the changeability by making robust recommendations to improve, focus and strength in the overall change plan. It has been further discerned that the various consideration for providing the external support to the staff and management was conducive in tackling with the initial uncertainty which was further seen to be consistent with the leadership initiative throughout the change process (Albrecht et al., 2013).

Learning culture is defined as a collection of various types of organisational conventions, values and practices which encourages employees an organisation in developing of competence and knowledge. The key steps in establishing of learning plan is discerned with formalising developmental and training plans, giving recognition to learning process, collection of feedback, internal promotion and development of information sharing system and knowledge process.

The preparation of learning plan is mainly seen to be done with the idea of making an agenda to prevent the change resistance. In fact in order to be aware of the visions and learning process for planning of the change process several types of initiatives such as encouraging the participation at all levels along with the implementation of new philosophy should be encouraged. Some of the various types of factors which needs to be considered in creating of learning culture involves aligning of learning with business, integrating of the learning process with business process, evaluation of the learning process, supporting of learning transfer in the workplace, managing of learning effectively and providing of appropriate opportunities for the learning process. The Dragon Medical presentation of the learning process has been depicted below as follows.

Figure: Developing of learning culture in the organisation

(Source: Rippel et al., 2014)

Conclusion

The study has been able to conclude that the changeability aspect needed to target the workshop with the plant leadership team and have a new insight into the leadership team which was also experiencing a major change. The various types of ethical and the professional issues were further identified in terms of external facilitators which meant that the company will be able to target the issues of real importance and accept the change process. The main form of the professional issue was seen in terms of giving the immediate priority to the plant leadership team. It has been further discerned that the plant closure was confirmed with the business need and this needed to further focus on maintaining a steady performance. The main form of the internal issues in the organisation has been applied with theories related to blind spots, political self-interest and emotions, poor organisational routine, structure of inertia and full implementation of project management. Based on the given depictions of the case study, changeability was able to target the workshop with plant leadership team which included gaining insight of how the leadership team we are experiencing the overall change. The different types of resulting feedback was evaluated in terms of psychologist which enabled the changeability to make a number of recommendations for focusing, improving and strengthening of the overall change plan.

References

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