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Group Project Lldg Edd 8510 Ppt[1]

Group Project Lldg Edd 8510 Ppt[1]






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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
      Presented by:
      Lifelong Learning Development Group
      Leroy Almendarez, Eugene Cleland, Marjorie Parks,
      Minerva Pinelo, and Rosalia Saldivar
      100 combined years of experience
      Areas of Expertise
      Finance and Accounting
      Customer Services
      Human Resources
      Organizational Development
      Public Service
      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
      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?
    • 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
      We need to learn about
      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
      Procter & Gamble
    • 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
      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:
       Larsen, K., McInerney, C., Nyquist, C., Santos, A., Silsbee, D., & Faerman, S. (1996).
      Learning organizations. Retrieved July 23, 2009, from http://www.leader-
      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
      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,
      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
      Zemke, R. (1999). Why organizations still aren’t learning. Training, 36(9), 40-49.