management of change and development
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what is learning organization and its characteristics

what is learning organization and its characteristics

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management of change and development management of change and development Presentation Transcript

  • MANAGEMENT OF CHANGE AND DEVELOPMENT Learning organization and its best practices PRESENTED BY M.BHARATHI MBA
  • CONTENTS
    • what is learning organization?
    • Characteristics of learning organization
    • Benefits of learning organization
    • How to create a learning organization
    • Best practices in learning organization
    • conclusion
  • what is learning organization?
    • An organization that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgeable workforce. This produces a very flexible organization where people will accept and adapt to new ideas and changes through a shared vision.
    • " A Learning Organization is one in which people at all levels, individuals and collectively, are continually increasing their capacity to produce results they really care about."
  • Characteristics of learning organization
    • Systems thinking:
    • Learning organizations use this method of thinking when assessing their company and have information systems that measure the performance of the organization as a whole and of its various components
    • Personal mastery:
    • The commitment by an individual to the process of learning is known as personal mastery
    • Mental models:
    • The assumptions held by individuals and organizations are called mental models
    • Shared vision:
    • He development of a shared vision is important in motivating the staff to learn, as it creates a common identity that provides focus and energy for learning
    • Team learning:
    • The accumulation of individual learning constitutes Team learning . The benefit of team or shared learning is that staff grow more quickly and the problem solving capacity of the organization is improved through better access to knowledge and expertise
  • Benefits of learning organization
    • Maintaining levels of innovation and remaining competitive
    • Being better placed to respond to external pressures
    • Having the knowledge to better link resources to customer needs
    • Improving quality of outputs at all level
    • Improving corporate image by becoming more people oriented
    • Increasing the pace of change within the organization
  • How to create a learning organization
    • The Building Blocks :
    • · Awareness
    • · Environment
    • · Leadership
    • · Empowerment
    • · Learning
    • Implementation Strategies :
    • Accidental
    • Subversive
    • Declared
    • The Golden Rules :
    • Thrive on Change
    • Encourage Experimentation
    • Communicate Success and Failure
    • Facilitate Learning from the Surrounding Environment
    • Facilitate Learning from Employees
    • Reward Learning
    • everybody
    • A Proper Selfishness
    • A Sense of Caring
    • People Behaviour :
    • · Team Learning
    • · Shared Visions
    • · Mental Models
    • · Personal Mastery
    • · Systems Thinking
  • Example for learning organization
    • Nokia as learning Organization : Nokia which started as a pulp meal in 19 th century in Finland has metamorphosed into a multi national giant which is known for its mobile handsets. The brand name Nokia was also used for manufacturing of rubber. However, it was in the 1912 that Nokia entered into a business which was related to telecommunication and since then it has been making innovations to maintain lead position in the telecommunication world.
    • GE as learning organization: General Electrical which started as manufacturer of bulbs and household gadget has metamorphosed into a multi national giant having interests in finance, chemicals and nuclear technologies.
    • Wipro as a learning organization:
    • Wipro was a FMCG giant which diversified into the world of Information Technology. Such is the success of this diversification that people know it more for information technology and software rather than FMCG.
    • These organizations are standing all just because they always kept in touch with the changes happening around them whether the government policy , change of taste of people or change in technology. In short we can say that they followed the method of Systems Thinking
  • Best practices of learning organization
    • Leadership and Governance: What role should the CLO play? What are the backgrounds and characteristics of a highly effective CLO? How do you establish a sound organization and governance model? How do you build a business plan for learning?
    • Learning Culture: One of the biggest drivers of impact is what we call the "learning culture" of an organization. In this research we specifically studied the 50 keys to a learning culture and discuss what role L&D plays to drive a strong learning culture.
    • Centralized vs. Federated approach : What functions should be centralized? Which functions should be distributed? What are best practices in each model? Should you consider a corporate university model? Why and how is L&D becoming more centralized?
    • Resource Allocation: What % of your staff should be in different roles? How much investment should you make in performance consulting, content development, technology, measurement, management, content delivery, and administration? Are you overweighted or underweighted in certain areas?
    • LMS and Infrastructure: What is the changing role of an LMS? How can you evolve your LMS into a learning on-demand solution? How should you support and administer the technology? What skills and roles are needed? In this research we identify the changing role and value propositions of the LMS investment.
    • Measurement: How should you measure your training function? What should you measure? Does measurement improve effectiveness? How can you make measurement easy and repeatable? In this research we highlight Bersin's Impact Measurement Model®
    • Relationship with HR: How closely aligned should enterprise learning be with HR? What programs and initiatives should be tightly aligned? How should training be seperate and distinct? What is the impact of a tight alignment? Does it create value or reduce value?
    • Talent Management: What is the role of the modern L&D organization within integrated talent management? How do you build talent-driven learning solutions while remaining close to ongoing business problems? What are example of new leadership development, career development, onboarding, and other talent driven learning programs?
    • E-Learning and Content Management : How should you organize to manage the development, deployment, and integration of e-learning? Does e-learning truly improve effectiveness? What functions should be outsourced? How do you build a learning architecture? How do organizations build content reuse and sharing?
    • Collaborative Learning: Collaborative learning is now one of the most important "new elements" of L&D disciplines. How does collaborative learning change the role of training? And what are the techniques, tools, and methodologies for building collaborative learning experiences and programs?
    • Learning Architecture : What is a "learning architecture" and how do you build one? Why is this new approach so critically important to L&D in the coming decade?
    • Learning On-Demand: How do you build an "on-demand" learning solution? How do you deal with new solutions like social networking, wikis, RSS, and podcasting? What is the "new generation" of blended learning?
    • Multi-generational workforce and younger workers: How do you deal with the multi-generational workforce? What are the tips and techniques for reaching the millenial and GenX workforce?
    • Globalization: Globalization is now a critical best-practices for almost every organization. How do you globalize your L&D function and programs? What are top five high-impact solutions for the globalization of learning programs and the L&D function?
    • Informal Learning: What are the key elements of an informal learning strategy? How do you build a strong learning culture? (This research identifies 50 key characteristics of a strong "learning culture," which is one of the top 18 high-impact practices in corporate training.
  • conclusion
    • Most managers today understand the value of building a learning organization. But in moving from theory into practice, managers must realize there's no one-size-fits-all strategy applicable to every company and every situation, so all ways try to learn new things according to the present trends.
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