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A Study on Organisation Interventions from IT Industry Perspective

International Journal of Knowledge Management and Practices

Volume 2 Issue 1

Published: 2014
Author(s) Name: Raisa De, Abhiti Tiwari | Author(s) Affiliation: Institute for Technology & Management - ITM Business School, Mumbai, Maharashtra, India.
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Abstract

In a fast-paced, continually shifting environment resilience to change is often the single most important factor that distinguishes those who succeed from those who fail. - Tom Peters The current knowledge economy requires organization to be learning organization in order to adapt to current challenges because changes and improvements in technology are constantly driving the need for learning as organization, need to respond to new technologies in order to remain competitive. Introduction of the technology should be supported by various different factors in order to manage the demand effectively, that the new change brings with it, thus help it to survive and flourish (Dehinbo, 2010). Change is not always easy to implement in an organization but changes are required to survive and flourish. When changes are made, it is an opportunity for learning and if the changes are comprehensive, emphasis should be placed on learning. Interventions, i.e. the structured activities are the principal learning processes in the action-stage of organizational development. A learning organization aims at aligning interventions with the Organizations main features which are systems thinking, personal mastery, mental models, shared vision and team learning (Senge, 1999). As a part of change management, in IT sector, both the operator culture and engineering culture act as a facilitator to adapt the change.

Keywords: Interventions, Learning Organization, IT Organization, Culture, Change, Transformation, Organizational Development

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