How can a faith based organization recover from an Organizational Culture disaster? How do you stop the leakage from the disaster? The answer is cultural change. An organization can and will recover from a culture damage. The purpose of this paper is to analyze and make an assessment for culture organizational change needed for Philips Physical Physiques. This organization is not a learning organization based on the definition of a learning organization the founder and owner of Philips Physical Physiques decided to hire me to make the necessary recommendation to help this organization to change to a learning organization. Organizations must consider cultural factors in choosing and implementing any strategy, particularly when considering how it does specific things. Though the systemic issues and relationships in organizational life require that change be approached from multiple directions and at several points, organizations can change in major ways if people experience success with more modest, focused, and specific changes. (Israelit, 2000)
Culture Change Report Philips Physical Physique
Philips Physical Physiques (PPP) is a new faith based organization who was having Organizational culture conflicts and challenged right from the beginning of operation. Organizational culture is a very diverse and interesting subject. Organizational culture can be apply to any for-profit corporation, federal or state agency, and non-profit. It is important to understand the process and interworking of an organization. When these aspects are understood, it is easier to understand the reasons why some organizations are successful and why others fail. Not only can a particular model effect how whether or not an organization will survive, but it can determine how the people in a particular organization will be satisfied with the work place. I will discuss my observation and assessment at PPP. For the purposes of this paper, the names that I state are alias’s to protect the identity of current employees and affiliates of PPP. The methods that will be used are taken from different theories and instrumental tools for assessing an organization I learned from three textbooks used in my Organizational Leadership and Learning course at Brenau University. Disclaimer: I did not perform the assessments or interviewed anyone in the organization. I did not have the time to perform the following tasked mentioned in this paper. I only want to demonstrate the steps necessary in assessing an organization cultural from what I have learned in the course Organizational Leadership and Learning.
What is a learning organization? A learning organization systematically learns from its experience of what works and what does not work. The goal of learning organization is increased innovation, effectiveness, and performance. The following characteristics appear in some form in the more popular conceptions. Learning organizations: 1.Provide continuous learning opportunities (2) Use learning to reach their goals. (3) Link individual performance with organizational performance. (4) Foster inquiry and dialogue, making it safe for people to share openly and take risks. (5) Embrace creative tension as a source of energy and renewal. (6) Are continuously aware of and interact with their environment. (Kerka, 1995) There are three definitions of a learning organization. 1. 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. 2. 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. Learning Company is an organization that facilitates the learning of all its...