i387c managing information services and organizations
Module 5. Unit 1: Managing Change: Learning, Motivation, Risktaking, and Innovation
There is much debate in the academic community concerning
whether the School of Information is an academic or a professional program.
In this course you have explored aspects of management that lay a foundation
for each of you to develop as a manager and as a professional. What is
a profession or a professional? A professional is an expert, often credentialed
with specialized academic training. Professionals are committed to the
use of their skills and expertise. A professional is also characterized
by collegiality, involved in the building of a group identity, a collegial
consciousness. This unity or ethos is marked by cooperation, support,
equality and the sharing of knowledge with other practitioners in the
field. The creation of professional associations, standards of practice
and a code of ethics all reflect and reinforce collegiality.
Professionals aim to build, maintain and expand standards: standards of practice, ethical standards and intellectual standards. The prestige and status of the profession and its knowledge base are enhanced through educational standards and study. Through involvement in management, professional associations, and commitment to program that prepare new professionals the professional shares knowledge, a professional identity and a set of values with aspiring professionals.
Warren Bennis observes that, "American organizational life is a left-brain culture, meaning logical analytical, technical, controlled, conservative, and administrative...In any corporation, managers serve as the left brain and the research and development staff serves as the right brain, but the CEO must combine both... (1989, 102). The culture of an organization is the key to patterns of learning, motivation, risk taking, and innovation: all necessary ingredients of change.
The concept of the learning organization and organizational learning was introduced in 1963 by Cyert and March. Theorists explained on the idea of "adaptive learning" to explore "proactive learning." (Argyis and Schoen 1978.) They and others argued that organizations learn through their organizational members who detect and correct errors in the work of the organization. Karl Weick observed that "a more radical approach would take the position that individual learning occurs when people give a different response to the same stimulus, but Organizational Learning occurs when groups of people give the same response to different stimuli." It was, however, Peter Senge's book, The Fifth Discipline, that introduced organizational learning and systems thinking to the popular management literature. Senge considers "systems thinking" the key component to organizational learning because:
How might a manager diagnose organization's that culture of learning and whether its systems of communication and information access are open or closed? See learning culture and open/closed organizations.
thanks to patrick williams for template design
Last update 2 july 2006