6q1 and 6q2

6q1and 6q2

6q1and 6q2

6q1

Itis without a doubt that a better performing organization end uphaving better non-financial and financial results for five years ormore. Achieving the best results happens through continuousimprovement (CI) strategies (Obeidat, Hashem, Alansari, Tarhini &ampAl-Salti, 2016). According to these strategies, there are quite someefforts that are put in place to help in improving differentproducts, services or even processes (Milner, Milner, Savage &ampSavage, 2016). The organizations, in the end, get to a point wherethey can respond to different activities in effective and efficientmanner. Different methods of doing CI exist and they include sixsigma, lean manufacturing and balanced scorecard (Larsson, Säfsten &ampSyberfeldt, 2015). Most companies have been employing the use of CIstrategies and case in point are the banks. However, for thefast-moving competitive markets, CI strategies have not been thrivingto the best (Larsson, Säfsten &amp Syberfeldt, 2015). For anyorganization to achieve success, it has to adopt agility managementto help it keep up with chaotic markets. Through agility management,there is competitive improvement as sustained improvements are valuedprogressively and waste eliminated.

6q2

Organizationallearning ideally entails the process of creating, transferring andretaining knowledge within an organization (Bartsch, Ebers &ampMaurer, 2013). The learning within most of the institutions isdynamic in nature given its cross operation in an organization. Atype of learning mechanism is the Crossan, Lane, and White, whichdescribes organizational learning as a cognitive map that allowsorganizations to take action and gain renewed creative insights (Wang&amp Huang, 2013). The Crossan, Lane and White System inorganizational learning is progressively applied in the market placecurrently. The learning mechanism is used in Google. Google usessensing, pattern recognition, and proactive experimentation todevelop innovations. Over time, organizations have to come up withbest strategies to help in building organizational learning, innovateand interact with the different digital consumers (Ahearne, Lam,Hayati &amp Kraus, 2013).

References

Ahearne,M., Lam, S. K., Hayati, B., &amp Kraus, F. (2013). Intrafunctionalcompetitive intelligence and sales performance: a social networkperspective.&nbspJournalof Marketing,&nbsp77(5),37-56.

Bartsch,V., Ebers, M., &amp Maurer, I. (2013). Learning in project-basedorganizations: The role of project teams` social capital forovercoming barriers to learning.&nbspInternationalJournal of Project Management,&nbsp31(2),239-251.

Larsson,C., Säfsten, K., &amp Syberfeldt, A. (2015). Performancemeasurement follow-up supporting continuous improvements inmanufacturing companies: A systematic review. In&nbsp22ndEuroma conference, Operations management for sustainablecompetitiveness.

Milner,C. D., Milner, C. D., Savage, B. M., &amp Savage, B. M. (2016).Modeling continuous improvement evolution in the service sector: Acomparative case study.&nbspInternationalJournal of Quality and Service Sciences,&nbsp8(3),438-460.

Obeidat,B. Y., Hashem, L., Alansari, I., Tarhini, A., &amp Al-Salti, Z.(2016). The Effect of Knowledge Management Uses on Total QualityManagement Practices: A Theoretical Perspective.&nbspJournalof Management and strategy,&nbsp7(4),p18.

Wang,Y. L., &amp Huang, S. (2013). Organizational Learning and HumanResource: A Review of the Theory and Literatures.&nbspInternationalProceedings of Economics Development and Research,&nbsp61,56.