Smilevski, Gorazd and Smilevski, Cvetko (2022) ACHIEVING THE VITALITY OF THE ORGANIZATION THROUGH ORGANIZATIONAL CHANGE AND ORGANIZATIONAL LEARNING. In: PRIMENA NOVIH TEHNOLOGIJA U MENADŽMENTU I EKONOMIJI, Beograd.
Full text not available from this repository.Abstract
This paper has a conceptual character. In it we present the conceptual cause-and-effect
relationships between the three phenomena in organizational life: organizational vitality, organizational
change and organizational learning illustrated with qualitative empirical findings from our consulting
practice.
The initial motive for the academic treatment of organizational vitality are the findings of numerous
previous researches in the world as well as the concrete indicators of the success of the profit organizations in
Northern Macedonia in the last 10 years: in the period 2010-2020 from the top 100 most successful companies
in 2010, in the year 2020 as many as 31 fell to the rank in the range of 2 to 49 places and 4 of them went
bankrupt. Since they all operated in the same external environment, the first assumption is that the internal
environment with its vitality should be considered the main reason for such a decline.
This phenomenon in the organizational life of Isaac Adizes is shown by his 10 phases of the life cycle of
organizations: with growth from birth to top form and with aging from stability to death (bankruptcy).
According to his theory and rich consulting experience, the external support (therapy) of the treatment of
organizational life should enable nurturing of organizational vitality in all phases until achieving top form
and keeping the organization in that phase as long as possible, as a phase in which there is constant nurturing
of a balance between internal flexibility and control.
For this process of external support of organizational development in our country, in the period 1997-
1999 we have developed a participatory consulting methodology that we have been practicing for over 25 years.
This paper presents the experiences from that practice, with a special look at its contribution to the treatment of organizational vitality as well as its coverage through the prism of academic concepts and models. Although
this methodology (SCITOC - an acronym for Synergetic Creation and Integral Transfer of Organizational
Change) is nominally a tool for organizational change, its 6th phase – Transfer of Learning and Change is
actually a process of implementing the spiral of organizational development through executive transfer of
knowledge and experience (organizational learning and development transfer as a new phase of
organizational change). Thus organizational change and organizational learning appear as two
organizational interventions in achieving organizational vitality.
| Item Type: | Conference or Workshop Item (Paper) |
|---|---|
| Subjects: | Scientific Fields (Frascati) > Social Sciences > Economics and Business |
| Divisions: | Faculty of Education |
| Depositing User: | Josif Petrovski |
| Date Deposited: | 08 Apr 2025 09:19 |
| Last Modified: | 08 Apr 2025 09:19 |
| URI: | https://eprints.uklo.edu.mk/id/eprint/10882 |
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