From internal and external sources public organizations facing more pressure that puts public organization with no exception (Finger and Brand, 1999). Literature regarding organizational learning of public organizations is not developed yet and still under developing process (Ferdinand, 2004). Mintzberg (1983) mentioned that public organizations could be classified as “machine bureaucracy” and their learning based on the power and politics (Huzzard, 2000). It is need to be recognize the functionality of power that facilitate in the organizational learning and engagement of stakeholder in public organizations (Hong & O, 2009; Taylor et al, 2010). One of the important aspects of organizational learning is dominant logic. To management and their
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In organization sense-making occurs when the members of the organization meet such events and issues which make them confuse (Gioia & Thomas, 1996). Whereas, sense-giving is “the process in which influences on sense-making and meaning construction of others concerning preferred redefinition of organizational reality” (Gioia & Chittipeddi, 1991). Through continuous activities of sense-making and sense-giving, it grants the members of organization an opportunity to work together with their past, present and future to produce and important insight through collective knowledge processes (JACKY). Through organizational learning an organization can open the door of changes and able to adapt those changes, analysis and transform the knowledge into useful actions and strategies (Nikos). These concepts are discussed by several theorists (Batenson, 1973; Argyris and schon, 1978; Nonaka and Takeuchi, 1995). Organizational learning processes are viewed as a form of strengthening learning; in these processes managers on the basis of inspiration evaluate the outcomes (Levitt & March, …show more content…
Public sector organizational change depends on political supervisors and important external stakeholders. Actors in these processes impact on out-comes of the organization who impose their abilities to change and control the flow of fundamental resources in public organizations. Political administrators can control the outcome of designed change by producing a vision, which explains the requirement for change, also choosing political appointees who are concerned to the change and have the skills and knowledge which are important for transformation and managing those visions (Fernandez, 2006). Fernandez, (2006) mention that multiple political masters in public organizations following multiple objectives, and executives appointed politically have weak relations with career public servants. In spite of these changes, managers from public organizations must show skill in getting support from dominant external actors in order to implement those changes. Mangers and subordinates must efficiently set in changes, keeping changes durable members of the organizations must integrate with innovations and new policies into their work
In organization sense-making occurs when the members of the organization meet such events and issues which make them confuse (Gioia & Thomas, 1996). Whereas, sense-giving is “the process in which influences on sense-making and meaning construction of others concerning preferred redefinition of organizational reality” (Gioia & Chittipeddi, 1991). Through continuous activities of sense-making and sense-giving, it grants the members of organization an opportunity to work together with their past, present and future to produce and important insight through collective knowledge processes (JACKY). Through organizational learning an organization can open the door of changes and able to adapt those changes, analysis and transform the knowledge into useful actions and strategies (Nikos). These concepts are discussed by several theorists (Batenson, 1973; Argyris and schon, 1978; Nonaka and Takeuchi, 1995). Organizational learning processes are viewed as a form of strengthening learning; in these processes managers on the basis of inspiration evaluate the outcomes (Levitt & March, …show more content…
Public sector organizational change depends on political supervisors and important external stakeholders. Actors in these processes impact on out-comes of the organization who impose their abilities to change and control the flow of fundamental resources in public organizations. Political administrators can control the outcome of designed change by producing a vision, which explains the requirement for change, also choosing political appointees who are concerned to the change and have the skills and knowledge which are important for transformation and managing those visions (Fernandez, 2006). Fernandez, (2006) mention that multiple political masters in public organizations following multiple objectives, and executives appointed politically have weak relations with career public servants. In spite of these changes, managers from public organizations must show skill in getting support from dominant external actors in order to implement those changes. Mangers and subordinates must efficiently set in changes, keeping changes durable members of the organizations must integrate with innovations and new policies into their work