A Reactive Culture

2018 ◽  
Author(s):  
Heidi Hardt
Keyword(s):  
Organizational Culture ◽  
Learning Processes ◽  
Formal Learning ◽  
Memory Development ◽  
Key Characteristics ◽  
Institutional Memory ◽  
The Way

Chapter 7 explains why NATO’s institutional memory continues to develop in the way that it does – despite formal learning processes being underutilized. Findings in this chapter draw on the author’s survey-based interviews with 120 NATO elites. The chapter begins by arguing that NATO’s organizational culture locks-in elites’ preference for relying on informal processes and avoiding formal processes. Key characteristics of NATO’s culture posed challenges for identifying and reporting strategic errors. The organization’s norm of consensus made formal agreements on past strategic errors difficult. Moreover, NATO’s focus on reaction over retrospection and a broader culture of blame aversion provided elites with little incentive to break the tradition of reliance on informal processes for memory development. Elites described feeling continuous pressure to react to the crisis at hand and treat past crises as unique – leaving little reason to invest in learning from past failures.

Conclusion: Toward Total Recall in International Organizations

2018 ◽  
Author(s):  
Heidi Hardt
Keyword(s):  
Informal Learning ◽  
International Organizations ◽  
Institutional Design ◽  
Learning Processes ◽  
Future Research ◽  
Formal Learning ◽  
Policy Recommendations ◽  
Total Recall ◽  
The Past ◽  
Institutional Memory

Chapter 8 offers a summary of the findings discussed in earlier chapters and directions for future research. The chapter first reiterates the argument that institutional memory develops in international organizations (IOs) from elites’ reliance on informal processes, such as networks, because formal learning infrastructure can disincentivize reporting. The chapter then identifies the book’s theoretical and empirical contributions to scholarship on IOs, organizational learning and organizational change. Subsequent sections proceed to discuss how the book’s argument can be applied to explain institutional memory in other IOs beyond NATO. The chapter then presents a series of policy recommendations to strengthen institutional memory. Examples include realigning incentives in the institutional design of organizations’ formal learning infrastructure and means of supporting existing informal learning processes. The chapter then provides concluding remarks about the importance of transnational interpersonal networks for protecting IOs’ institutional memory of the past to prevent future failures.

scholarly journals ČETRTA GENERACIJA VOJSKOVANJA 3. del: NOV KONCEPT SV ZA DELOVANJE V ČETRTI GENERACIJI VOJSKOVANJA

2017 ◽  
pp. 57-75
Author(s):  
VIKTOR POTOČNIK
Keyword(s):  
Organizational Culture ◽  
Key Words ◽  
Historical Perspective ◽  
Fourth Generation ◽  
Key Characteristics ◽  
The Way

Povzetek V članku obravnavamo koncept lahke pehote in njeno vlogo v četrti generaciji vojskovanja, kot je bila opredeljena v prejšnjih prispevkih. Sodobno razumevanje lahke pehote je pogosto zavajajoče in neskladno z zgodovinskim razumevanjem pojma in koncepta lahke pehote. Podrobneje so predstavljene glavne značilnosti prave lahke pehote in zakaj te povsem ustrezajo potrebam četrte generacije vojskovanja. Pogledamo tudi, na kakšnih izkušnjah bi SV lahko utemeljevala svojo povezanost s konceptom klasične lahke pehote, in ponudimo enega izmed mogočih pristopov k spremembi organizacijske kulture, če bi ta želela prevzeti bistvene značilnosti lahke pehote. Nazadnje obravnavamo še nekaj elementov organizacije in strukture, ki bi v povezavi s konceptom lahke pehote ustrezali potrebam SV za delovanje v četrti generaciji vojskovanja. Ključne besede Lahka pehota, frontna pehota, organizacijska kultura, četrta generacija vojskovanja. Abstract The article presents the light infantry concept and its role in fourth generation warfare as defined in author’s previous articles. Classical light infantry has a specific set of characteristics and the way NATO looks at it is not in accord with them and a historical perspective on light infantry. The article discusses in detail the key characteristics of light infantry and how they relate to fourth generation warfare. It also looks at how the SAF is related to the concept of light infantry, and how it should change its organizational culture if it would want to impregnate itself with light infantry mentality. Lastly, it looks at some elements linked to SAF organization and structure related to the concept of light infantry and fourth generation warfare. Key words Light infantry, line infantry, organizational culture, fourth generation warfare.

Tête-à-Tête

2018 ◽  
Author(s):  
Heidi Hardt
Keyword(s):  
Crisis Management ◽  
Learning Processes ◽  
Formal Learning ◽  
Theoretical Argument ◽  
Interpersonal Networks ◽  
Institutional Memory ◽  
Subsequent Section ◽  
The Impact

Chapter 2 describes what institutional memory is and provides an overview of the book’s theoretical argument. The chapter begins by conceptualizing institutional memory. The subsequent section introduces the book’s theoretical argument, which builds on assumptions from rationalist institutionalist theories. Depending on an IO’s design, formal learning infrastructure can inadvertently deter IO elites from sharing their knowledge about strategic errors. Elites respond by choosing instead to socially construct memory through three informal processes: transnational interpersonal networks, private documentation and socializing during crisis management exercises. The chapter then identifies key premises of the book’s argument. These four premises concern the impact of the design of formal learning processes, elites’ built-in incentives to share, the role of an active secretariat and sources that motivate elites to act. The chapter concludes by identifying predictions, based on the book’s argument and by describing conditions under which the argument should hold.

Managing Change at Muhibbah Engineering (M) Bhd

2017 ◽  
Vol 6 (1) ◽  
pp. 12-25
Author(s):  
P. R. Bhatt ◽  
R. Rathish Bhatt
Keyword(s):  
Organizational Culture ◽  
Board Of Directors ◽  
Executive Director ◽  
Vice Chairman ◽  
Managing Change ◽  
The Board Of Directors ◽  
Construction Works ◽  
The Way

Tuan Haji Mohamed Taib bin Ibrahim, chairman of Muhibbah Engineering Bhd (MEB), called a meeting of the board of directors to discuss the issue of Asia Petroleum Hub (APH) project on 27 July 2012. The construction works for APH were stopped as APH financier of CIMB Bank Bhd, suspended its financing in 2009. Asia Petroleum Hub was later wound up under a winding-up petition filed by a creditor in October 2012. Muhibbah board decided to pay net debt exposure of RM 245 million certified claims from APH keeping Muhibbah’s right to pursue recovery. Mac Ngan Boon, the managing director, suggested drastic changes in the company’s structure, roles, responsibilities and organizational culture to put the company on a path to sustainable profits. Datuk Zakaria bin Abdul Hamid, vice chairman and independent non-executive director, and Abd Hamid bin Ibrahim, another independent non-executive director, endorsed Mac Ngan Boon’s suggestions. The board has to decide the way forward.

scholarly journals Communicative Constitution of Organization for Elementary School in Pandemic Covid-19

2021 ◽  
Vol 1 (4) ◽  
pp. 183-189
Author(s):  
Sigit Tri Pambudi ◽  
Basuki Agus Suparno
Keyword(s):  
Elementary School ◽  
Organizational Development ◽  
Teaching And Learning ◽  
Learning Processes ◽  
Important Thing ◽  
The Public ◽  
Communication Events ◽  
Communicative Constitution ◽  
One Year ◽  
The Way

This study focuses on an organizational development especially for an elementary school in which try to stabilize and adopt the changes of teaching and learning processes in relate to pandemic Covid 19 since it has been prevailing one year ago. Through Communicative Constitution of Organization (CCO) approach, it stressed on how elementary school as organization develop and adapt toward the uncertainty situation affected by pandemic covid 19. There are four locations which represent communication events in organization. First, membership negotiation, portraits how member of organization interact each other. Second, self- structuring, reflects how organization norms and culture were internalized within member of organization. Third, activity coordination- the way assignment was conducted and accomplished. It is an important thing in determine organization being successful. And finally, position of institution determines organization to the public. All has important roles to shape and develop organization being success.

scholarly journals Understanding Organizational Culture: A Perspective on Roles for Leaders

2001 ◽  
Vol 26 (4) ◽  
pp. 3-20 ◽  
Author(s):  
Abinash Panda ◽  
R K Gupta
Keyword(s):  
Organizational Culture ◽  
Organizational Leaders ◽  
Social Phenomenon ◽  
Semiotic Analysis ◽  
Organizational Life ◽  
Organizational Stories ◽  
Central Characters ◽  
Interpretive Perspective ◽  
The Way

The influence of organizational leaders on the evolution and maintenance of organizational culture has been accepted as a fact in organizational life. The roles and challenges of organizational leaders are contingent upon the way organizational culture is conceived. In the traditional rational perspective, organizational culture is treated as an “instrument” or “function” that can and should be manipulated by leaders to help organizations adapt to the external environmental realities. In the symbolic-interpretive perspective, organizational culture is viewed as a “social phenomenon.” Consequently, the roles and challenges of leaders become significantly different from the traditionalrational perspective. In this paper, the authors have discussed the symbolic-interpretive perspective, with a focus OB semiotic analysis, to understand organization and organizational culture. The authors have argued that organizational symbols, rituals, and stories are too critical to be marginalized or ignored. The authors have proposed three roles of organizational leaders from the symbolic-interpretive perspective: as symbols, as the central characters in organizational stories, and as managers of symbols and rituals.

Analyzing Sources of Adaptation

2018 ◽  
pp. 109-131
Author(s):  
Robyn Klingler-Vidra
Keyword(s):  
Hong Kong ◽  
Private Sector ◽  
Learning Processes ◽  
International Diffusion ◽  
Policy Choices ◽  
International Firm ◽  
The Impact ◽  
Empirical Investigations ◽  
The Way

Chapter Seven analyzes the findings of the empirical investigations of Hong Kong, Taiwan and Singapore. The critical finding is that domestically-rooted norms are central to states’ distinct learning processes, and therefore norms are the glue that binds the domestic context with international diffusion, and rationality with constructivism. The impact of norms was found to be so strong that, counter to diffusion literature’s hypothesis about specific models leading to greater degrees of convergence, even when policymakers learned about a highly-specific VC policy item, they systematically initiated further studying and conceptualized how a different path – that better fit with their logics of appropriateness – could lead them to the same outcome. The chapter discusses why the three norms investigated – (1) interventionist orientation, (2) private sector financing and (3) local versus international firm preferences – shaped VC policy choices the way that they did in each case.

The Terms of Interaction and Concurrent Learning in the Definition of Integrated Operations

2013 ◽  
pp. 328-340 ◽  
Author(s):  
Trygve J. Steiro ◽  
Glenn- Egil Torgersen
Keyword(s):  
Oil Industry ◽  
Learning Processes ◽  
Concurrent Learning ◽  
Complex Organization ◽  
Definition Of ◽  
Integrated Operations ◽  
Robust Integration ◽  
The Way

This chapter introduces a new definition of Integrated Operations (IO) adapted to the oil industry. This definition focuses on interaction. Such an approach is necessary to emphasize learning processes in the organization’s various echelons. It is an important assumption for the success of IO as a flexible and complex organization. The term “Interaction” is elaborated with special emphasis on “Concurrent Learning.” Such an approach ensure reflection during the process leading up - the way forward - to the target and the development of a more fundamental organizational philosophy rather than just focusing on the result. It will create a more robust “integration” between technology, people, and organizations so that a higher capability in integrated operations can be achieved.

The First Step in Attainment Way Toward Excellence Quality and Productivity in Organization

2017 ◽  
pp. 142-155
Author(s):  
Mohammad Abdoshshah ◽  
Abdorreza Karimi ◽  
Ali Ghasemi ◽  
Mahdi Khorasanian ◽  
Seyed Mahdi Mirhashemi
Keyword(s):  
Organizational Culture ◽  
Present Situation ◽  
Important Goal ◽  
New Words ◽  
Management Consultant ◽  
Efqm Model ◽  
Optimum Productivity ◽  
The Way

New words are generated in quality & productivity every year. Some words point to basis & the words have an advertisement aspect for management consultant firms. Apart from these words, considering that the most important goal of any organization is obtaining (acquisition) high possible productivity or optimum productivity. We should have comprehensive & adequate acquaintance of organizational culture & present situation for making a choice of the best way of increasing productivity. We can say the way of increasing productivity is different in each organization considering important difference in organizational culture & present situation. In this chapter we explore productivity topic (subject) & practical mechanism for productivity establishment & ways of increasing productivity, then we survey established EFQM model (TQM) on Hasheminejad Hospital (Tehran, Iran) as a case study. Ultimately the first place (step) in attainment way toward excellence quality & productivity organization is presented based on output of questionnaire by utilization MADM methods.

Organizational Culture and the Management of Organizational Memory

2010 ◽  
pp. 1-17 ◽  
Author(s):  
Peter Stoyko
Keyword(s):  
Organizational Culture ◽  
Leadership Skills ◽  
Organizational Memory ◽  
Specific Advice ◽  
Dual Relationship ◽  
The Creation ◽  
The Way

This chapter describes how organizational culture is both a “vessel” for preserving organizational memory and a force that conditions the way organizational memory is managed by other means. A detailed breakdown of the specific elements of organizational culture is conducted in order to describe this dual relationship. It is argued that the goal of managers should be the creation of a learning-oriented culture while avoiding the politicization of culture. Given that culture can not be manipulated directly, managers need to develop a sophisticated repertoire of leadership skills and a keen sense for sociopsychological dynamics. Specific advice on this count is offered at various points.

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