TMIA ASSIGNMENT

TMIA Assignment

Executive Summary

People may not be aware consciously of culture, innovation and change it still has a persuasive influence over their behaviour and actions. This statement explains that although we may not have the knowledge that we belong to a certain cultural group it will still have an impact on our behaviour and in an organisational sense, our working lives. The culture concept began to affect organisational thinking.

TMIA Assignment

Introduction

Scholars generally agree that there are two broad types of change. One is incremental change, or improvement that takes place within already accepted frameworks, value systems, or organizational deep structures, and the other is fundamental change in frameworks, value systems, or deep structure itself. These types of change have been variously called first-versus second-order change; alpha versus beta change; and evolutionary or incremental change versus revolutionary reorientation. A similar distinction is made by scholars of action science who focus on interventions aimed at fostering individual learning and interpersonal effectiveness.

Change Management and Organizational Learning

They argue that such individual learning will ultimately serve as the primary basis for organizational learning and transformation. Double-loop learning refers to changes in the governing values or assumptions themselves, which ultimately lead to changes in action. Nielsen (1996) has further expanded Argyris' action-science framework by introducing another dimension, triple-loop action learning. In Nielsen's (1996) formulation, triple-loop learning addresses not only instrumental actions (single-loop) and driving values (double-loop) but also possible errors embedded in tradition systems (triple-loop), which shape and constrain individual values and assumptions.

Single-loop learning or incremental solutions are effective ways to solve problems, because they produce favorable outcomes for individuals and organizations within a relatively short period of time (e.g., Nielsen, 1996). However, a more fundamental change is often necessary for survival and long-term effectiveness when inadequate mental frameworks, governing values, deep structures, or tradition systems themselves are the main source of problems (Bartunek, 1993; Gersick, 1991; Fisher, Rooke, & Torbert, 2000; Tushman & Romanelli, 1985). In these cases, small changes or incremental solutions do not work and can even make things worse by reinforcing the problematic mental frameworks or value systems (Argyris, 1990; Bartunek, 1993). However, the problem of organizational transformation is that it is rare and extremely difficult to generate on purpose.

Peters and Waterman sense, that accomplishment is impressive and lent itself to potential long-term retention of employees, until the organisation discovers that Peters and Waterman originally uncovered twenty-two attributes of excellence. Prior to publication, the authors quickly concluded that a list of that many items would be "too confusing" for their readers, and hence they distilled the twenty-two into eight final attributes with no material loss to the message. (Kudisch et al. 2006, p509-29) Theory by Peters and Waterman certainly, there has been a huge explosion in the number of business theories appearing on the shelves of history, implying that there is a major and enduring market segment for such theories. (Dejean et al 2004, p741-64)

Hopefully, business people recognized the value of viewing themselves as lifelong learners and saw "business flourish" as one source ...