The involvement of executives and the promotion time it takes are the key factors of organizational change. On many cases, failure results from program abandoned by executives too early just because it did not work as plan going. In the other hand, low of employees retention also cause the program not easy to sustain. This study is mentioned about how does the involvement of executives influence the changes of organization by case study approach: The first,why executives devote himself to the changes ? ¡]1¡^The change type of SH company is an enterprise need, have to respond an enterprise to beg continuously to beg to change lately. ¡]2¡^"Systems thinking" unties a dilemma of perplexing the SH company executive several years price war mire Nao, providing a different thinking method, promoting a SH company significantly, the executive fixs to practice continuously of motive. ¡]3¡^The executive would like to wait for because of the function of understanding"time delay", endure patiently.And feel five benefits which fix to practice by set oneself up as an example, even become one part of its value. The second,what are the factors disturbing the changes? ¡]1¡^ The biggest resistance comes from the executive oneself's mental models. ¡]2¡^ Time delay and time not enough influence. The third,what are the reflections of this study? ¡]1¡^From discipline to practice a beginning personally. ¡]2¡^Look for an of one mind friend, can keep on a deep ploughing. ¡]3¡^The structure suggestions which the fifth discipline to carry on.

Abstract Knowledge Management is always a mission critical task. There has been over thousand thesis about Knowledge Management (KM) published in Taiwan. Eight of these thesis adopted KM activities of China Steel Corporation (CSC) as case studies. However, we seldom see someone analyze KM activities by the approach of Systems Thinking in Taiwan. In early , Forrester defined Systems Thinking as ¡§an approach of studying and managing complex feedback systems.¡¨ Sherwood (2002) adds on holistic point of view: ¡§If you wish to understand a systems, and so be in a position to predict its behavior, it is necessary to study the system as a whole. , Peter Senge (1991) proposed the concept of Systems Archetype in The Fifth Discipline. The connection between Systems Thinking and Knowledge Management is worthy to pay attention. In this thesis, the author used the methodology of interviews. By interviews, the author fond three critical challenges of CSC KM activities: lack of executive support, indifferent peer attitude and communication obstacles. Furthermore, the author applied Causal Loop Diagrams to find the cause of the above three challenges. By Causal Loop Diagrams, the causes are conservative culture, not enough time and lack of full recognition of KM. Based on the CSC organization activity research of Professor G. Gary Hu¡Fthe theory of ¡§Strategic Surplus,¡¨ was created by Professor Showing H. Young in the department of Business Administration , National Sun Yat-sen University¡Fthe U Theory of the Fifth Discipline, the author would like to give CSC the following recommendations: 1. Insert fresh air to the conservative working culture of CSC. 2. Help knowledge worker to do time management or employ more knowledge worker. 3. Apply U theory. Helps people in CSC to establish proper mindset toward change and KM.

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Made available in DSpace on 2015-05-14T12:20:16Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2846020 bytes, checksum: a2ae69daecdae71875e45726c712e6bf (MD5) Previous issue date: 2014-09-29 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / This work had as theorethical contribution the model of Fifth Discipline, developed by the author Peter Senge. This research searched to analyse how management activities are developed at the Instituto Federal de Educação, Ciência e Tecnologia do Rio Grande do Norte Campus São Paulo do Potengi (IFRN SPP) and how they approach the model proposed by Senge. For this purpose, the research acquired a quantitative and qualitative approach with descriptive focus based on case study. Interviews were conducted and administered questionnaire with 17 managers and responsibles for units. Some variables were chosen with the purpose to characterize the institute as a Learning Organization. The results indicated the practices of managers of IFRN-SPP are not in complete agreement with the proposed model, since it was identifield an unbalance among the five disciplines, especially the Fifth Discipline which exposed the worst performance being followed by the Shared Vision. However, since were two disciplines with High Degree of agreement and with a Medium Level of agreement if the theme is well worked in the institution, the performance of subjects who had unfavourable outcomes could be improved and the IFRN-SPP will have chances to be a Learner Institution. / Este trabalho teve como aporte teórico o modelo da Quinta Disciplina, desenvolvido pelo autor Peter Senge. Essa pesquisa buscou analisar como as atividades gerenciais são desenvolvidas no Instituto Federal de Educação, Ciência e Tecnologia do Rio Grande do Norte Campus São Paulo do Potengi (IFRN SPP) e como elas se aproximam do modelo proposto por Senge. Para tanto, a pesquisa assumiu uma abordagem quantitativa e qualitativa, com enfoque descritivo, baseado em estudo de caso. Foram realizadas entrevistas e aplicado questionário com 17 gestores e responsáveis por unidades. Algumas variáveis foram escolhidas visando caracterizar o instituto como uma Organização que Aprende. Os resultados indicaram que as práticas dos gestores do IFRN SPP não estão plenamente de acordo com o modelo proposto, pois se identificou que existe um desequilíbrio entre as cinco disciplinas, sobretudo, a Quinta Disciplina apresentou o pior desempenho, seguida da disciplina da Visão Compartilhada. Entretanto, como existiram duas disciplinas com Alto Grau de concordância e uma com Médio Grau de concordância, caso o tema seja bem trabalhado na instituição, o desempenho das disciplinas que apresentaram resultados desfavoráveis poderá ser aperfeiçoado e o IFRN SPP terá chances de ser uma Instituição Aprendente.

Dagens arbetsmarknad präglas av flexibilitet och ständiga förändringar som ställer höga krav på organisationers förmåga till omställning och utveckling. Syftet med studien är att undersöka hur chefers ledarskap kan främja organisatoriskt lärande mot visionen lärande organisation inom en statlig myndighet. Studien genomfördes i en organisation där det finns ett krav på ständigt lärande för att klara av sitt uppdrag. Genom en kvalitativ metod med djupintervjuer och fenomenologisk analysmetod klargjordes åtta respondenters upplevelser av ledarskapets främjande av medarbetarens lärande och utveckling. Resultatet visade att chefers ledarskap kan främja medarbetarens lärande och utveckling genom att ge individuellt stöd, vara lyhörd samt främja dialogen både på grupp- och organisationsnivå. Slutsats: De tre essenserna: ge individuellt stöd, vara lyhörd samt främja dialogen går att ställa mot huruvida de kan tillämpas på individuell- eller organisationsnivå. Individuellt stöd och lyhördhet berör främst ledarens agerande på individnivå. Dialogen däremot behöver främjas av ledarskapet både på individuell- och organisationsnivå för att bidra till en högre nivå av lärande i organisationen. / The labor market of today is characterized by flexibility and constant changes that place high demands on organizations' ability to change and develop. The purpose of the study is to investigate how the leadership by managers can promote organizational learning towards the vision learning organization within a state authority. The study was conducted in an organization where there is a requirement for continuous learning to fulfill its mission. Through a qualitative approach with deep interviews and phenomenological analysis method, eight respondents' experiences of leadership's promotion of employee learning and development were clarified. The results showed that the leadership by managers' can promote employee learning and development by  providing individual support, being responsive and promoting dialogue at both group and organizational levels. Conclusion: The three essences:  providing individual support, being responsive and promoting dialogue can be asked whether they can be applied at individual or organizational level. Individual support and responsiveness primarily concern the conduct of the leader at the individual level. Conversely, the dialogue needs to be promoted by leadership at both individual and organizational levels to achieve a higher level of learning in the organization.

Bakgrund: En av vår tids största omställningar är digitaliseringen. Den digitala innovationen har varit avgörande och öppnat möjligheter för kommunikation och samarbete hos företag runt om i världen. Virtuella team har kommit att blivit en stor del av dagens arbetssituation. Digitaliseringen har skapat större utmaningar för ledare att engagera och motivera medarbetare. För att främja varje individs begåvning, kreativa idéer, drivkraft samt prestationer finns det ett ramverk, kallat performance management som främjar denna typ av arbetskraft. En viktig aspekt av performance management anses även vara “lärande”. Så långt det är praktiskt möjligt bör lärande och arbete integreras. Syfte: Studiens syfte är att undersöka digitaliseringens påverkan på digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Metod: Studien använder både kvalitativ och kvantitativ data men har främst ett kvalitativt fokus där en multipel fallstudie hos fyra företag gjorde det möjligt att uppnå syftet. I uppsatsen benämns dem som Företag A, B, C och D. Det genomfördes en triangulering som bestod av intervjuer med personer i ledande positioner, en enkätundersökning med medarbetare på samtliga företag samt insamling av dokumentation från företagen och deras hemsidor. Slutsats: I undersökningen har Företag A, B, C och D blivit exempel på hur digitaliseringens påverkan sett ut för olika företag och branscher vad gäller digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Studien visar att digitaliseringen i stor utsträckning har påverkat det digitala teamledarskapet. Däremot var digitaliseringens påverkan vad gäller arbetet med performance management inte särskilt påtaglig då samtliga företag arbetar med digitala verktyg och system sedan innan. Vad gäller organisatoriskt lärande visar studien slutligen att digitaliseringen haft en inverkan på processen att bli en lärande organisation. / Background: One of the biggest changes of our time is digitalization. Digital innovation has been crucial and opened opportunities for communication and collaboration with companies around the world. Virtual teams have become a big part of today's work situation. Digitalization has created greater challenges for leaders to engage and motivate employees. To promote each individual's talent, creative ideas, driving force and performance, there is a framework, called performance management, that promotes this type of labor. An important aspect of performance management is also considered to be “learning”. As far as is practically possible, learning and work should be integrated. Purpose: The purpose of the study is to investigate the impact of digitalization on digital team leadership, performance management and organizational learning. Method: The study uses both qualitative and quantitative data but mainly has a qualitative focus where a multiple case study at four companies made it possible to achieve the purpose. In the thesis, they are referred to as Company A, B, C and D. There, a triangulation was carried out which consisted of interviews with people in leading positions, an employee survey at all companies was implemented and collection of documentation from the companies and their websites. Conclusion: In the survey, Company A, B, C and D have become examples of how the impact of digitalization looked for different companies and industries in terms of digital team leadership, work with performance management and organizational learning. The study showed that digitalization has greatly affected digital team leadership. On the other hand, the impact of digitalization in terms of work with performance management was not very significant as all companies have been working with digital tools and systems before. In terms of organizational learning, the study finally shows that digitalization has had an impact on the process of becoming a learning organization.