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)
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 firstname.lastname@example.org Eugene Cleland email@example.com Marjorie Parks firstname.lastname@example.org Minerva Pinelo email@example.com Rosalia Saldivar firstname.lastname@example.org
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