HR MODELS

INTRODUCTION

Because of conceptual vagueness, the vast body of literature on organisational change and learning frequently is unhelpful for guiding either research or practice. this guideline attempts to clean up some of the conceptual clutter regarding organisational learning by presenting a series of simple models that highlight the four distinguishing characteristics of adaptive systems:

1. Feedback
2. Coordination
3. Reactive learning
4. Generative learning.

The framework presented is descriptive in nature, and does not dictate what should be done to improve the study or operation of organisations. Rather, it provides a definition of adaptation and a conceptually precise way to categorize certain phenomena related to organisational learning.

The Burke-Litwin model, which provides a complex causal model of organisational functioning, is used to guide organisational diagnosis and change efforts. The work of organisational learning theorists is reviewed as a pragmatic approach for building a "learning organisation."

 

FURTHER IN THIS DOCUMENT - SUBSCRIBERS ONLY

• Organisational Adaptation
  • The Adaptive Systems Framework
  • Orientations Toward Use of Feedback
  • Applying the Adaptive Systems Framework
• Studying Organisational Effectivness And Adaptation
  • Levels of Analysis: Micro variables and Macro Patterns
  • A Systems Theoretic Approach
  • Transformational Dynamics in Organisations
  • The Burke-Litwin Model of Individual and Organisational Performance
  • Organisational Learning
  • Conclusions
• Adaptations
  • Factors Affecting Change in Substance Abuse Treatment Organisations
  • Implications
  • Suggestions for Future Research
  • Conclusions
  • References

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