NHRD Journal - National HRD Network

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It applies as much to dinosaurs (who probably didn't understand this law) as to contemporary organizations facing equally hostile and turbulent environment. Author provides four important outcomes of learning leading to-innovation, adaptation to change, continuous improvement and corporate transformation. The third chapter contains the various forms of learning such as single loop and double loop learning, and building capabilities to learn. The last chapter in this part of the book highlights how organizations can leverage knowledge to enhance capabilities, by giving several examples like those of float glass technology, competing on proprietary knowledge and so on. One of the most interesting things in this chapter is the 2x2 matrix of knowledge maturation process. There are two dimensions to this matrix. One dimension has knowledge as either explicit or implicit. The other dimension visualizes knowledge as either proprietary or shared. The matrix helps one to understand how knowledge should evolve from tacit to explicit form in order to become useful. Throughout the chapters Dr Shukla has provided lots of examples from various companies from India and from around the world to illustrate the various scenarios in which organizations have transformed themselves successfully. The second part of the book contains 6 case studies on foreign companies. These are, ABB, British Airways (BA), Chaparral Steel, Citicorp, GE and Xerox. Together these cases cover the learning dimensions, namely-Learning as means of organizational turnaround (BA),Chaparral Steel as a learning factory, Citicorp as a company learning to innovate,GE on cultural transformation and Xerox who learns to cope with environmental turbulence. However it would have been much more learning for the Indian readers, if some of the companies were Indian e.g.Infosys, as a learning organization has achieved a lot, on most of the above mentioned dimensions. Similarly Kamini Tubes where employee manage the organization(somewhat similar to Semco,an example cited by Dr Shukla in the last chapter of the book). But if we look at current state of Indian organizations, there are ample examples of such organizations that have defied conventional organizational theories and would have fitted the bill, for these cases. The third and last part of the book contains two chapters on the architecture of a learning organization and the emerging paradigm of learning organization. This part of the book, delves into details of building the new architecture of the learning organization through three elements of the learning mechanism that consists of the strategic intent to learn, learning mechanisms and supporting structures and processes. In this endeavour to unravel the DNA of learning organizations, Prof Shukla has provided an insightful book for HRD consultants, CEO s and senior management. Indeed the book would be a learning exercise even for the practitioners in the top management level, as well as middle managers. Specially insightful are the six cases given in the book. Dr Shukla takes us through the journey of firms through their transformation in all these cases. We only wished that some of these cases should have been of Indian companies' transformation in recent times. The Indian examples have been provided only in form of short snippets in boxes of chapters, on companies like Asian Paints, Ceat, Mahindra & Mahindra, Milton, Mukund Steel, Eicher Tractors, Modi, Videocon and many others. It would have been even more enriching experience for readers had the author provided case or snippets on those organizations who tried learning to transform itself but couldn't succeed. Thus while we learn from inclusion of successful companies, we may lose some potential insights from the exclusion of the failed companies. This lucidly written book presents to the readers, a mosaic composed of academic literature and anecdotal evidence on how to build and sustain a learning organization and make it more competitive based on leveraging intangible assets like knowledge. It also initiates the uninitiated reader into the complicated world of knowledge management. CEO s, leaders and managers with traditional mindset would have their plate full, after reading this book. It is ultimately up to them to become the prophet of change through continuous envisioning and empowerment of their employees. Change - as Dylan sung 40 years ago - is blowing in the wind. You just got to listen to it. Reviewed by: Ramendra Singh, FPM Student, IIM Ahmedabad. 130 November 2007 NHRD Journal
APPEAL TO CONTRIBUTORS The National HRD Network publishes a semi-academic quarterly journal-each issue dedicated to a theme. So far we published on themes like “IT in HR”, ”Performance Management”, “Attracting and Retaining Talent.” and “Career Management”. The current issue is on the theme “Organizational Change”. Ensuing issues with following guest editors will focus on the themes as follows: Date of Publication Theme Guest Editor Jan 2008 Global HR Professionals Mr. Bimal Rath, Head HR, Asia Pacifi c, Nokia Women in Corporate Ms. Uma Ganesh, Chief Corporate Apri 2008 Leadership Roles Development Ofi cer, HSBC Global. Dr. Gopal Mahapatra, Director Orgn. & Talent July 2008 OD Development, Oracle ( India ) Oct 2008 Stategic HR Dr. Udai Pareek, Prof IIHMR, Jaipur. Jan 2009 Managing Generation - ‘Y’ Dr. S.Chandrasekhar, CPRM, Capgemini April 2009 Leadership Issues Mr. N.S. Rajan, Human Capital, E&Y July 2009 Institution Building Mr. S.Varadarjan, EVP & CHRO, Quatrro Oct 2009 Assessment Centres Dr.T.V. Rao, TVRLS Jan 2010 Building Collaboration at Work Mr. Yogi Sriram, EVP HR, L & T. April 2010 Competency Development Mr. C. Mahalingam, SVP HR, Symphony. July 2010 Work - Life Balance Dr. C. S. Venkataratnam, Director IMI. The journal publishes primarily three categories of articles: ● ● ● Conceptual and research based Contributions from thought leaders Organizational experiences in HR interventions/mechanisms Request you to suggest potential contributers or e-mail articles in MS-Word, not exceeding 2,000 words, accompanied with an abstract of about 100 words, a brief profi le of the author, and a passport size photograph to: pvrmurthy@clickitjobs.com. Following style guidelines are recommended: 1. Use British spelling. 2. Indicate fi gures in thousand, million and billion. 3. Use parenthetical reference in the text. Examples: (Loveman 2003, 54). 4. For the end references, use alphabetical order (last name first) and complete all bibliographical details. Examples: Loveman, Gary. 2003. Diamonds in the data mine, Harvard Business Review, 81(3), May, 54. Watson, Tom Jr. 2003. A business and its beliefs: The ideas that helped build IBM. New York, NY: McGraw Hill. Rothwell, W. 2005. Reinventing the exit interview as a tool for succession planning and management. In V. V. Ramani (Ed.), Succession planning: Insights and experiences. Hyderabad, India: ICFAI University Press. (pp. 126-132). ITe. 2006. ITC’s rural development philosophy-echoupal, ITC website accessed on 15 April 2007, at http:// www.itcportal.com/ruraldev_philosophy/eChoupal~htm. NHRD firmly believes in respecting IPR and hence we appeal to the contributors to honour the same. For any further clarifi cations, Please Contact : The Editor Dr. P V R Murthy,CEO, Exclusive Search Recruitment Consultants, #8, Janaki Avenue, Off 4th Street, Abhiramapuram, Chennai 600018. Email : pvrmurthy@clickitjobs.com Editorial Team ( NHRDN )
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NHRD Journal Organizational Change
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S.no Title of the Article Author Pa
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ORGANIZATIONAL CHANGE INDIRA J PARI
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give subtle shape to the organizati
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to be tempered by a sense of humor,
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Although the result did not spell o
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the Project Sponsor to engage the C
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• Consultative - The target popul
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Now they are confronted with change
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A living system can never be direct
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ut in absence of formal process of
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Higgs, M. and Rowland, D. (2005),
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• Organization Structure Rigid hi
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magnitude of the programme, you can
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• In only about 10% of the school
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memorization, the focus of the teac
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HOW HR CAN IGNITE 'HOT SPOTS' YOGI
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pointed the prerequisites of change
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BRINGING CHANGE TO THE CHANGE AGENT
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were low, people lived simply and s
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'People Academy' that seeks to fost
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DEFINING CHANGE AGENTS SANDEEP K. K
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human resource process like leaders
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References Chris Argyris, Initiatin
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needs to tell a trained nurse about
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esponse to changes in the external
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THE ENDURING SKILLS OF CHANGE LEADE
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left to resolve tensions, answer qu
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neglected step in the change proces
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enefits of the long march are lost,
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To address the challenge of executi
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very capable people; but the organi
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DRIVING ORGANIZATIONAL CHANGE LEENA
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change, preparing the leadership an
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However the good news is that the a
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Organizational Culture and Sub-Cult
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References Ashkanasy, N. M., Broadf
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• Finance and Accounts • Techni
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and gives the freedom to fail. Chan
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Page 83 and 84: interactional justice focused on th
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Page 97 and 98: IPO: A POWERFUL INTERVENTION IN ORG
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Page 109 and 110: productive deployment of raw talent
Page 111 and 112: Conclusion There is a broad agreeme
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Page 115 and 116: and regional development programs.
Page 117 and 118: ORGANIZATIONAL CHANGE-MARUTI SUZUKI
Page 119 and 120: in the HR thinking, approach and th
Page 121 and 122: • Cross Functional Teams (CFTs) o
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Page 125 and 126: consolidates in a short period of f
Page 127 and 128: PBIT (Rs in crores.) The Company ha
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NHRD Journal - National HRD Network

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