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Group Project Lldg Edd 8510 Ppt[1] Group Project Lldg Edd 8510 Ppt[1] Presentation Transcript

  • The Learning Organization Handbook: Tools and Strategies
    Power
    Power
    Presented by:
    Lifelong Learning Development Group
    Leroy Almendarez, Eugene Cleland, Marjorie Parks,
    Minerva Pinelo, and Rosalia Saldivar
  • ABOUT THE AUTHORS
    100 combined years of experience
    Areas of Expertise
    Education
    Finance and Accounting
    Economics
    Management
    Customer Services
    Human Resources
    Organizational Development
    Administration
    Electricity
    Public Service
    Health
    Utility Regulation
    Graduate Degrees and Doctoral Candidates in Organizational Leadership & Higher Education
  • Why the Handbook
    Value of a learning organization to sustain competitive advantage
    Concept of learning organization originated in 1940
    Since 1984 few companies have incorporated thestrategies
    Radical transformation of the work environment
    Rapidly escalating change and organizational chaos
    Globalization and technology
    Emergence of knowledge and learning
  • Handbook Format
    User-friendly
    Senge’s (1990) theoretical framework of a learning organization utilized (Five Disciplines)
    Step-by-step guide (Marquardt, 2000)
    Related learning activities
    Illustrations and learning boxes
    Assessment of organization using a Learning Organization Profile (LOP)
  • Three broad questions
    What is learning?
    What is an organization?
    What is a learning organization?
    5
  • Importance of Becoming a Learning Organization
    Worldwide demands on organizations
    Critical issues facing today’s corporations
    Spiraling need to adapt to change
    Doubling of knowledge every 2 to 3 years
    Global competition
    Increased skill shortages
    Reorganization, restructuring, and
    reengineering for success, not just survival
  • 7
    People
    Organization
    Technology
    Knowledge
    We need to learn about
    Learning
    Passi (2002)
  • Changing Organizational Paradigms
     
    Present Paradigm New Paradigm
    Short-term goal Corporate and individual visions
    Rigid culture Flexible culture
    Product orientation Learning orientation
    Regional emphasis Global emphasis
    Management direction Employee empowerment
    Procedure bias Risk bias
    Analysis only Analysis, creativity, intuition
    Competition Collaboration and cooperation
  • Peter Senge’s Five Disciplines
  • Strategies to Develop a Learning Organization
    Future-search conference to develop vision
    Support from top-level management
    Corporate climate of continuous learning
    Reengineer and incorporate policies, procedures and structures
    Reward individual and team learning
    Establish centers of excellence and demonstration projects
    Measure financial and non-financial areas as a learning activity
    Create time and space for intentional learning
  • Steps to Becoming a Learning Organization
    Commit to becoming a learning organization
    From a powerful coalition for change
    Connect learning with business operations
    Assess the organization’s capabilities on each subsystem of the systems learning organizational model
  • Steps to Becoming a Learning Organization
    Communicate the vision of a learning organization
    Recognize the importance of systems thinking and action
    Leaders demonstrate and model commitment to learning
    Transform the organizational culture to one of continuous learning and improvement
  • Steps to Becoming a Learning Organization
    Establish corporate-wide strategies for learning
    Reduce bureaucracy and streamline the structure
    Extend learning to the entire business chain
    Capture learning and release knowledge
  • Steps to Becoming a Learning Organization
    Acquire and apply the best technology to the best learning
    Create short-term wins
    Measure learning and demonstrate learning success
    Adapt, improve, and learn continuously
  • Success Stories
    Shell Oil Company
    Royal Bank of Canada
    Motorola
    Procter & Gamble
    Boeing
  • Impact of Handbook
    Commences theprocess to becoming a learning organization
    Acquaints employees with concepts and best practices
    Excellent source of reference
    Simplifies the process of becoming a learning organization
    Presents opportunity for assessment of your organization
    Availability of authors to conduct training sessions
  • LLDG - Contact Information
    Leroy Almendarez aleroy@nova.edu
    Eugene Cleland ecleland@nova.edu
    Marjorie Parks mparks@nova.edu
    Minerva Pinelo pinelo@nova.edu
    Rosalia Saldivar saldivar@nova.edu
  • References
    Chawla, S., & Renesch, J. (2006). Learning Organizations. Boca Raton, FL: Productivity
    Press.
     
    Clawson, J. G., (2009). Level three leadership getting below the surface. (4th ed.). Upper
    Saddle River: Prentice Hall.
    Kast, F., & Rozenzweigh, J. (1985). Organization and management: A systems and
    contingency approach (4th ed.). New York: McGraw Hill.
     
    Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press.
    Kouzes, J., & Posner, B. (2007). The leadership challenge (4th ed.). San Francisco:
    Jossey-Bass.
     
     Larsen, K., McInerney, C., Nyquist, C., Santos, A., Silsbee, D., & Faerman, S. (1996).
    Learning organizations. Retrieved July 23, 2009, from http://www.leader-
    values.com/Content/detail.asp?ContentDetailID=186
     
    Marquardt, M. J. (2002). Building the learning organization: Mastering the 5 elements
    for corporate learning. (2nd ed.). Palo Alto, CA: Davies-Black Publishing.
  • References
    Mason, M. K. (n.d.). What is a learning organization? Retrieved August 5, 2009, from
    http://www.moyak.com/papers/learning-organizations.html
     
    Ministry of Finance, National Development, and the Public Service. (2008). Prime
    Minister Barrow announces his new Cabinet. Press Release of 2008. Belize:
    Ministry of Finance, National Development and the Public Service.
    O’Connor, P., & Quinn, L. (2004). Organizational capacity for leadership. In McCauley,
    C. & Van Velsor, E. (Eds.). Handbook of Leadership Development (2nd ed.) (pp.
    417-438).San Francisco: Jossey Bass.
     
    Osland, J., Kolb, D., Rubin, I., & Turner, M. (2007). Organizational behavior: An experimental approach (8th ed.). Upper Saddle River, New Jersey: Prentice Hall.  
    Palus, J., & Horth, D. (2004). Exploration for development. In McCauley, C. & Van
     
    Passi, B. K. (2002). Managing organization change. Retrieved on August 3, 2009 from http://www.prasena.com/public/virtual_u/lectures/oc1.htm
  • References
    Velsor, E. (Eds.). Handbook of Leadership Development (2nd ed.) (pp. 438-464). San Francisco: Jossey Bass.
     
    Rogers, P., & Meehan, P. (2007). Building a winning culture. Business Strategy Series, 8,
    254-261.
       
    Senge, P. M. (1994). The Fifth discipline: The art & practice of the learning
    organization. Massachusetts, USA: Currency Doubleday.
     
    Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The Fifth Discipline
    Fieldbook: Strategies and Tools for Building a Learning Organization. Massachusetts, USA: Currency Doubleday.
     
    Senge, P. M. (1999). Learning organizations. Retrieved July 23, 2009, from
    http://www.solonline.org/res/kr/learningorg.html
     
    Zemke, R. (1999). Why organizations still aren’t learning. Training, 36(9), 40-49.