The Learning Organization Handbook: Tools and Strategies<br />Power<br />Power<br />Presented by:<br />Lifelong Learning D...
ABOUT THE AUTHORS<br />100 combined years of experience<br />Areas of Expertise <br />Education<br />Finance and Accountin...
Why the Handbook<br />Value of a learning organization to sustain competitive advantage<br />Concept of learning organizat...
Handbook Format <br />User-friendly<br />Senge’s (1990) theoretical framework of a learning organization utilized (Five Di...
Three broad questions<br />What is learning?<br />What is an organization?<br />What is a learning organization?<br />5<br />
Importance of Becoming a Learning Organization<br />Worldwide demands on organizations<br />Critical issues facing today’s...
7<br />People<br />Organization<br />Technology<br />Knowledge<br />We need to learn about<br />Learning<br />Passi (2002)...
Changing Organizational Paradigms<br /> <br />Present Paradigm		New Paradigm<br />Short-term goal		Corporate and individua...
Peter Senge’s Five Disciplines<br />
Strategies to Develop a Learning Organization<br />Future-search conference to develop vision<br />Support from top-level ...
Steps to Becoming a Learning Organization<br />Commit to becoming a learning organization<br />From a powerful coalition f...
Steps to Becoming a Learning Organization<br />Communicate the vision of a learning organization<br />Recognize the import...
Steps to Becoming a Learning Organization<br />Establish corporate-wide strategies for learning<br />Reduce bureaucracy an...
Steps to Becoming a Learning Organization<br />Acquire and apply the best technology to the best learning <br />Create sho...
Success Stories<br />Shell Oil Company<br />Royal Bank of Canada<br />Motorola<br />Procter & Gamble<br />Boeing<br />
Impact of Handbook<br />Commences theprocess to becoming a learning organization<br />Acquaints employees with concepts an...
LLDG - Contact Information<br />Leroy Almendarez	aleroy@nova.edu	<br />Eugene Cleland		ecleland@nova.edu<br />Marjorie Par...
References<br />Chawla, S., & Renesch, J. (2006). Learning Organizations. Boca Raton, FL: Productivity <br />	Press.<br />...
References<br />Mason, M. K. (n.d.). What is a learning organization? Retrieved August 5, 2009, from <br />	http://www.moy...
References<br />Velsor, E. (Eds.). Handbook of Leadership Development (2nd ed.) (pp. 438-464). San Francisco: Jossey Bass....
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Group Project Lldg Edd 8510 Ppt[1]

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