Exploration Of Organizational Memory - Essay Example

Investigative Theory The theory of identifying, documenting, and finding evidence to support a summary and possible predication of behavior from the subjects contained by the case being studied. Investigative research is conducted using scientific methods to protect the results from biased conclusions and errors in the resulting data. • Interviews • Documents • Observations • Quantitative • Qualitative • Literature • memory trace • memory carrier • Two phases • Longitudinal • Multi-case • Development of a theory Organizational Learning: an Exploration of Organizational Memory and its Role in Organizational Change Processes Exploration Of Organizational Memory Problem: A Dutch electronics company would like to know if two major change processes made in the company during the 1980s and 1990s improved the quality methods aimed at revitalization and improved efficiency of the organization. Research Question: The investigative research should determine if an organization can learn from previous change experiences, summarized in organizational memory traces, in an effort to predict change management. Goal of the Study: The goal was to conduct a correlation study to determine if both changes created an environment of organizational memory and the creation of organizational learning. Critical assumptions: The management team of the organization created the changes with a goal of improving individual organizational memory. Advanced Organizer: The research begins with a broad review of literature on the topic of organizational learning in order to create an in-depth comprehension of organizational memory traces and memory carriers of the individual with respect to the organization’s information (Van Der Bent et. al.). A list of memory carries were chosen from literature used in the 1980s due to the fact that the company had extensive auditing procedures monitoring changes beginning at this time. The auditing procedures were universally recognized thus rendering the list to be scientifically acceptable. The memory carriers where then revised and incorporated into a more updated quality standard practice to enhance in-company quality competition. Participants: The whole research team worked together with the company management and two research members who actually conducted interviews with twenty-eight employees to establish changes in organizational memory which were measured in two stages. Implementation of Study: A proposal of a longitudinal study using an independent group and complex design experiment to conduct a single case design is used for the Dutch electronics firm using data analysis and interpretation that is both quantitative, and qualitative (Van Der Bent et. al.). Determination of whether organizational learning took place at this company was methodized as follows: (a) a qualitative report of a couple of change strategies were identified and analyzed in order to observe changes; (b) a quantitative across-the-board access was secured allowing observation and effective documentation of cases; (c) specific memory carriers or vehicles are listed to create procedures which are measured to detect and develop variations; (d) a measuring tool is devised to establish different forms of learning, unlearning, and non-learning. The first stage (1982-1986) was composed of an in-depth case study where one research member was a participant observer from the beginning to completion of the quality change process. The second stage revisited the original 1980s change process and lasted another two years for a total of eight years of research. The last two years involved qualitative research in which members of the organization where questioned about their learning and memory related to change. The measures of change where accomplished using tools that measured periods of time related to the rules, culture, system, and structure of the organization. Data Collection and Analysis Process: The Memory carriers are used to measure the changes and were regularly refined in an organized manner to represent a list of psychological and rational tools that have consequential effects on performance. The tools have been gradually built over the years and differ in appearance and visibility. Some examples of the memory carriers are the physical appearance of the factory and the norms or values of the company. Measures of the following were used to identify, measure, and understand how different memory carriers affect the company and negotiate change: (a) observation of participants during state one; (b) centered and concentrated interviews; (c) procedural audits; (d) document analysis; and (e) observation of non-participants during stage two. Analysis: After six months into the stage one process, the research team was able to establish that change was not immediate due to the company’s management team learning the new processes. As management learned more the bridge between team goal and employee development of new skills began to form. The continued support of management provided employee confidence in approximately five years from the initial implementation of the first change in the 1980s. The commitment to the changes exhibit company benefits such as: (a) consistent meeting of customer needs; (b) flexible and fast changeover of new products; (c) waste reduction; and (d) lowered employee absenteeism. The stage two process began with difficulty by the researcher in establishing the investigation due to the fact that the company was undergoing a deep-seated change related to universal auditing procedures and re-staffing. Organization memory was challenged and tested as half of the original staff at the beginning of stage one was no longer employed. As soon as the staff became settled, organization memory carriers were prepared for investigation. Memory carriers associated with activities, systems, rules, cultural artifacts, and structures were changed and thus affected the company’s organization memory. The company needed to re-create memory carriers matched with activities that took place during the stage one process. This was accomplished using a learning decision flow chart broken down into four categories as listed; (a) the improvement of learning using a check list which was previously found to work in the past; (b) routine needed to be analyzed where no improvement was made; (c) unlearning of outdated methods needed to established; and (d) No learning of no longer used procedures needed to be determined. Results: Using these factors a goal was established to note the presence or absence of memory carriers in the company. Qualitative interviews of a certain number of respondents were done to examine the following: (a) correlation between the respondent’s function and the subject of the study; (b) correlation between the employees during the original stage and the newly hire employees at this stage; (c) respondents were used from different levels of the company; and (d) each activity was allowed a three reaction minimum within a solid memory carrier. Eighteen employees were interviewed and ten were from the original change process. The decision tree was the tool used to analyze the results. The research team was able to associate causes of the results with existing theories and management practices illustrating patterns in cultural, structural, system changes, rule based changes, and learning. A total of 46 activities were analyzed and dependent upon each other. For example, the establishment of self-supporting work teams influenced employees through changes in culture, rules, and structure (Van Der Bent et. al.). Limitations: Fast employee turnover rates create stagnations in organizational memory. Conclusion: The longitudinal study in an electronics company has illustrated how experimental research helps society build more effective organizations and employees. Reference Van Der Bent, J., Paauwe, J., and Williams, R. (1999). Organizational learning: an exploration of organizational memory and it role in organizational change processes. Journal of Organization Change Management; 12, p.377-404. US: MCB UP Ltd. Retrieved on November 18, 2009, from Emerald: Article Request database. Read More