International Journal of Knowledge Management and Practices

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

A Study on Organisation Interventions from it Industry Perspective


Affiliations
1 Institute for Technology & Management-ITM Business School, Mumbai, Maharashtra, India
     

   Subscribe/Renew Journal


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 organisation to be learning organisation in order to adapt to current challenges because changes and improvements in technology are constantly driving the need for learning as organisation, 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 organisation 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 organisational development. A learning organisation aims at aligning interventions with the Organisation's 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.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Conger, J. A. (2010). Leadership development interventions: Ensuring return on investment. Harvard Business Press Chapters, 33.

  • Agarwal, S. (2011). Retrieved from http://www.slideshare. net: http://www.slideshare.net/surabhi786/od-interventions- and-their-implications(n.d.). Retrieved en.wikipedia. org: http://en.wikipedia.org/wiki/IBM Belasen, A. T. (1999). Suny series, Human communication process. 532.

  • Building Brand Infosys (2012). Capgemini Consulting. (2012). Transformation Trends 2012. Dasgupta, M. (2012). Organizational Learning and Its Practices. Sage Journals.

  • David, A., & Garvin, A.C. (2008). Is yours a learning organization. Harvard Business Review.

  • Dehinbo, J. (2010). The learning Organization, Change Management and Information technology:a three way relationship using case study of South African Organizations. EdITLib .

  • Denison, D. R. (1990). Corporate Culture and Organizational Effectiveness. New York, NY: Wiley.

  • Deshpande, R., & Muthuram, V. (2012). Building Brand Infosys. Harvard Business Review, 21.

  • Frank, E. A., & Sander, R. C. (2005). Early Intervention:How to minimize the cost of confl ict. Harvard Business, 3.

  • Goekwee, B. (2010). Tata Consultancy Services: Sustaining Growth Momentum in China 2010. ABCC at Nayang Tech University, 19.

  • Davenport, T. H. (2005). Organizational Technology for knowledge workers. Harvard Business Press Chapter, 30. H. V. D. (2007). Sumedhas. Retrieved from Sumedhas.org: sumedahs.org/new3cont/The OD Journey.pdf

  • Heifetz, R., & Grashow, A. (2009). Design effective interventions:Mobilizing people to tackle an adaptive challenge. Harvard Business Press chapters , 18.

  • Justo, A. (2009). Organizational development (OD) interventions: Managing systematic change in organizations.

  • Kongalla, R. (2013). Retrieved from www.slideshare. net: http://www.slideshare.net/artistramakrishna/05-orgnl -dev-interventions Levitt, B., & March, G. (1988). Organizational learning. Annual Review of Sociology, 14, 319-340.

  • Lynda, M., & Applegate, R. A. (2009). IBM's Decade of Transformation:Turnaround to Growth. Harvard Business School, 1-31.

  • Mcguire, J. B., & Charles, J. P., William, P., & Garry, B. R. (2009). Transforming your organisation. Centre for creative leadership. Retrieved from www.ccl.org/leadership/ pdf/solution/TYO.PDF.

  • Mitchell, A. (2012). Interventions for effectively leading in a virtual setting. Business Horizons, 9.

  • Nadir Masood, H. B. (2005). Infosys. Retrieved from Infosys.com: http://www.infosys.com/global-sourcing/ white-papers/Documents/OCM.pdf

  • PH, V. D. (2007). Organizational Development. Organization Development by Design-Perspective & Pragmatic (p. 39). Anandita.

  • Parmar, B. (2012). A Framework for Improving Organizational Interventions. Harvard Business Review.

  • Pedler, M., Burgoyne, J., & Boydell, T. (1991). The Learning Company. A strategy for sustainable development, London: McGraw-Hill.

  • Peter Massingham, K. D. (1994). Organizational commitment, knowledge management interventions, and learning organization capacity. Emerald, 142.

  • Rahul Mittal, T. B. (2012). Retrieved from Effective Change Management (White Papers).

  • Robert, A., & Burgelman, A. C. (2006). Infosys consulting in 2006: Leading the next generation of business and information technology consulting. Harvard Business Review, 29.

  • Romme, G. (2011). Organizational Development Interventions: An Artifaction Perspective. The Journal of Applied Behavioral Science, 32.

  • Sagepub. Whole Organization and Multuple Organization Interventions. In Organization Development.

  • Senge, P. (1999). The Dance of Change (2nd ed.). Naperville, IL, USA: Nicholas Brealey Publishing Limited.

  • Thomas, C. G. (2009). Organization Developement & Change. CENGAGE Learning, 150-163.

  • Villardi, B. Q. (n.d.). Warwick. Retrieved from warwick. ac.uk: Retrieved from http://organisationdevelopme-nt.org: http:// organisationdevelopment. org/the-od-cycle/the-intervention- phase/od-interventi onsintervention-categories-new/ Retrieved from http://www.sagepub.com/upm-data/41239 _12.pdf

  • Retrieved from http://infed.org/mobi/thelearningorganization/ http://www.studymode.com/essays/Od-Interventions- 641602.html. (n.d.). Retrieved from http://www.studymode. com/:

  • Retrieved from http://en.wikipedia.org: http://en.wikipedia. org/wiki/Tata_Consultancy_Services

  • Retrieved from http://en.wikipedia.org: http://en.wikipedia. org/wiki/Infosy

  • Standford, M. Retrieved from http://www.imd.org/uupload/ IMD.Website/MicroSites/partnerships/pdfs/Trying-to transform-your-organization-by-Mike-Standford.pdf

  • Retrieved from 4AiMS: http://www.4aims.com/it_ite.php


Abstract Views: 1026

PDF Views: 2




  • A Study on Organisation Interventions from it Industry Perspective

Abstract Views: 1026  |  PDF Views: 2

Authors

Raisa De
Institute for Technology & Management-ITM Business School, Mumbai, Maharashtra, India
Abhiti Tiwari
Institute for Technology & Management-ITM Business School, Mumbai, Maharashtra, India

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 organisation to be learning organisation in order to adapt to current challenges because changes and improvements in technology are constantly driving the need for learning as organisation, 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 organisation 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 organisational development. A learning organisation aims at aligning interventions with the Organisation's 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.

References