5 The text discusses that in the learning organization there are external and

5 the text discusses that in the learning

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5. The text discusses that, in the learning organization, there are external and internal sources of learning. What type of learning source prevailed at P&G prior to A. G. Lafley’s appointment, and what type of learning source did he prefer when he became CEO? Organizational learning involves external and internal sources. Externally, an organization can learn from its customers, suppliers, competitors, industry and academic publications, business partners, and consultants. Internally, organizations can learn from their employees. Every employee, especially those who work directly with customers, is a great source of new ideas. Before appointment of A.G. Lafley, there was no learning source prevailed at P&G as traditional organization was practiced in P&G. During P&G was leading by Lafley, external and internal sources were used by Lafley in the organization. For external sources, Lafley joined a list of notable CEOs such as Jack Welch of GE, Andy Grove of Intel, Herb Kelleher of Southwest Airlines, and Bill Gates of Microsoft. He learned from other successful CEO and applied those leadership knowledge in managing P&G. Lafley also communicate with shareholder about the annual sales of P&G and the performance of the company. Lafley also have deep commitment to serving customers that he was named Chief Executive Magazine’s CEO of the Year in 2006. He learn from customer when serving customer and know more in the customer’s need and want from P&G. This able to fulfill the needs of customer effectively and helps in the growth of P&G. For internal sources, Lafley started to relentlessly inquisitive in a calm, respectful manner that builds trust with employees instead of gruff and confrontational toward employee like what Jager done. He emphasized listening more than lecturing. Listening is what facilitates knowledge flow in an organization, and knowledge flow is one of the elements
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in an engaging work environment that unlocks organizational productivity and innovation. Lafley’s order to “tear down the walls” on P&G’s executive floor was both pragmatic and symbolic. These actions signaled his intention to tear down “the walls” that prevented knowledge, the lifeblood of every organization, from flowing throughout P&G. A part of that symbolism was the transformation of P&G into a team culture. This can strengthen the relationship between high management and employee. 6. Describe Lafley’s personality and leadership style. How did it foster or hinder his efforts to transform P&G into a learning organization? Lafley’s personality is that he is a soft-spoken, easygoing, and down-to-earth individual. Task-oriented leadership behavior is the leadership style used by Lafley. Someone who has task oriented leadership behaviors is able to define and structure work roles, clarify employee work duties and procedures, enforce company rules and pushes employees to perform. According to Fiedler’s Contingency Theory, “…task oriented leaders also do
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  • Fall '17
  • A. G. Lafley

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