Organization Learning in IBM Company

A) There are several issues in the case of Mr. J that need to be examined. Using nurse sensitive indicators “reflect patient outcomes that are determined to be nursingsensitive because they depend on the quality or quantity of nursing care” (American Sentinel University, 2011). Mr. J. was not receiving acceptable care, because his daughter noticed a red, depressed area over Mr. J’s lower spine, similar to a severe sunburn. This skin condition is the first stage of a developing pressure ulcer. a. Nurses should be aware that a patient with limited mobility is at risk for skin breakdown, and pressure ulcers.

Nursing-sensitive indicators are important in all aspects of patient care. A great deal of bedside care is given by nurses. Nursing-sensitive indicators are factors that rely directly on the nursing care of the patient. Quality nursing care improves patient care and therefore patient outcomes. Nursing-sensitive quality indicators promote patient safety and quality patient care. Since these quality indicators are reflective primarily on bedside care provided by nursing staff it is important that all nursing staff be aware of these indicators and their role in promoting quality patient care. There are specific indicators that could have been taken into account to promote patient

For an organization to continually grow, innovation must be embedded in its culture. Innovation is a behavior that is required to be a part of every employee’s job. This necessitates an organization to present its employees with platforms wherein they can express their ideas such as the LIG program, as in the case of General Electric, to deliberate organic growth day in and day out. Innovation is effectively advertized in an organization where managers individually and collectively lead by example by way of their behavior, their

A1. The Utah Symphony was recognized as a Group II orchestra. Group I and Group II are distinguished by the endowment amount and level of annual expenditures. For the year of 2001-2002, the average endowment for Group I orchestras was around $76 million and $8.8 million for Group II orchestras. The Utah Symphony came in just shy of $12.2 million in 2000-2001 and was projected to be upwards of $13.7 million for 2001-2002. That being said, the Utah Symphony was considered to be at the top end of Group II symphony orchestras in the United States (Ager & Delong, 2005). However, even with these strengths within the symphony, prior to the proposed merger of the two organizations, the Utah

IBM is a 400,000 strong employee organization working with clients in 170 countries thus making it the biggest consulting and technology corporation in the world (IBM Facebook, 2014)

Innovation is said to be one of the essential aspects in an organization due to the fact that it is key in bringing growth opportunities. Innovation as a whole entails the usage of new knowledge in the transformation of organizational process or the creation of commercially viable products as well as services. Nintendo Company has been on the forefront in terms of promoting innovation in the company and this has played a huge role in making the company be highly competitive in the market. The organization’s innovational team ensures that the products that it brings into the market are of great standards and out of reach from other company’s technological aspect in regards to the products that are produced. The source of the company’s knowledge in relations to innovation includes the latest technology, creative

Learning organizations today must be adequately able to readily adapt to change the mind-sets and behaviors of the people within. Although this sounds like a unified joint statement for each and every organization however, there are so many organizations that yet do not acknowledge the actual truths and current trends that illustrate particular dysfunctional behaviors that exist and occur each day. Learning organization aid and enable companies and business to run, operate, and function with efficiently. As organizations learn together, they attain knowledge, acquire skills and information and evolve at a faster rate. Culture begins to be created after learning organization are established and they are placed

There have four characteristics in the supportive learning environment: Psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The four steps of learning processes: First, generation. Company need to develop and test new products or services. Second, collection. Company need to collect customers, technological and information about competitors. Third, interpretation. Through rigorous analysis to identify and solve problems. At last, dissemination of information. Company should move information into customers' hand and heads quickly and efficiently. Leadership reinforcing learning means leaders should get some feedback from employees in order to motivating employees ask and discuss problems. The authors use learning organization survey to determine the organizations. After survey, authors conclude four principles about learning organization: "Leadership alone is insufficient" - Leaders need open their minded for questioning, cogitative listening, consider a

Learning organizations also promote teamwork and cooperation and an organizational culture that encourages experimentation. The fact that the paper suggests that these five strategic building blocks and the supporting foundations are the key factors in this new organizational archetype called a learning organization. These building blocks and supporting foundations need to be present or to be implemented to have a learning capability. However, if this idea of a learning organization is to take hold in organizations and gain credence and support by practicing managers, it must also have an impact on organizational performance.

Albert Einstein stated, “The mere formulation of a problem is far more essential than its solution, which may be merely a matter of mathematical or experimental skills. To raise new questions, new possibilities, to regard old problems from a new angle require creative imagination and marks real advances in science”. Therefore, in my opinion, change involves the continued exposure to different ways of asking questions, involving others to try to connect situations together, so I can make more informed choices about initiatives and plans. As I was reflecting and writing this document, I received an email from Moravian College’s Office Center for Intercultural Advancement and Global Inclusion, which had three simple, but powerful questions.

The textbook, Exhibit 18-1 (Robbins & Judge, 2011, p. 591), lists some forces for change in the contemporary workplace. These include technology, the nature of the workforce, social trends, world politics, and economic shocks (Robbins & Judge, 2011, p. 604). The most studied innovation source is structural variables. First, organic structures help build innovation. Second, having management in place for a long time improves innovation. Third, having a financial surplus allows organizations to buy innovation. Finally, innovation is high in organizations with good inter-unit communication (Robbins & Judge, 2011, p. 604). Innovation is higher in an organization which learns. Exhibit 18-6 lists characteristics of a learning organization This list includes the members sharing the organization 's vision, giving up old ways of doing things. Other characteristics are having a system of interrelationships, having open communications and putting the good of the

Prior to their cultural change that took place in the early 1990’s, many would have said that IBM was on a fatal downhill slide. At this point they were beginning to become obsolete. IBM at one point was among the leaders within the world for hardware/software development and information technology services, but all divisions within the organization were run independently from one another. They were not a unified enterprise. To solidify this even further, “rather than working together as a team, divisions competed against each other both internally and in the field” (DiCarlo, L., 2002).

Continuing the global integration of IBM, driving productivity gains and higher value in service delivery;

It is concerned with generating co-operation among employees through shared values and standards of bchaviour. IBM seems to subscribe to the cultural view of mission. The company describes its mission in terms of a distinct business philosophy, which in turn produces strong cultural norms and values. In his book, A Business and its Belief, Thomas J. Watson Jr described these beliefs, many of which were established by his father, and insisted that they have been the central pillar of the company’s success. Watson asserted : ‘The only sacred cow in an organization should be its basic philosophy of doing business’. For IBM, ‘the basic philosophy, spirit and drive of the business’ lies in three concepts: respect for the individual, dedication to service and a quest for superiority in all things. The importance ofother factors which contribute to commercial success, such as technological and economic resources, is ‘transcended by how strongly the people in the organization believe in its basic precepts and how faithfully they carry them out’.” Is it possible to reconcile these two different interpretations? Are they conflicting theories or are they simply separate parts of the same picture? We believe these theories can be synthesized into a comprehensive single description of mission. We also believe that some of the confusion over mission exists because of a failure to appreciate that it is ,n

It has constantly outperformed its competitors and has generated higher returns. IBM should continue to be a leader in differentiation by offering product and services through its constant strive of innovation. It should follow unique practices to maintain a strong culture and positively impact customer experiences. It should be open to change and blend itself to the environment adding its own stroke of colour (introducing new technologies according to the changing