PAPER                                         ON  EXPERTISE AND LEADERSHIP THE KEY FOR LEARNING                  ORGANIZAT...
Significance:Why do we need Learning Organization?      Because we want superior performance and competitive advantage    ...
Learning OrganizationA Learning Organization is an organization that learns and encourages learningamong its people in an ...
argued that organizations need to „discover how to tap people‟s commitment andcapacity to learn at all levels‟ and that “t...
3.   Innovation &   Organization learning is the process by      Facilitation of learning         Creativity     which the...
promote the success of experts. Such programs tell the organization that “expertisematters” and “we are willing to invest ...
What happens in your organization when someone fails or makes a mistake? Doyou punish the participants? Or do you take the...
organization develop systemic understandings. Accepting this responsibility is theantidote to one of the most common downf...
CONCLUSIONWe could say that while there are some issues and problems with hisconceptualization, at least it does carry wit...
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Expertise and leadership

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Expertise and leadership

  1. 1. PAPER ON EXPERTISE AND LEADERSHIP THE KEY FOR LEARNING ORGANIZATIONAbstract:This paper is exploring about the learning of organization for the knowledgemanagement of the company. Learning organization is a group of people who arecontinually enhancing their capabilities to create what they want to create has beendeeply influential. We discuss the five disciplines he sees as central to learningorganizations and some issues and questions concerning the theory and practice oflearning organizations.Knowledge management (KM) comprises a range of strategies and practices usedin an organization to identify, create, represent, distribute, and enable adoption ofinsights and experiences. Such insights and experiences comprise knowledge,either embodied in individuals or embedded in organizations as processes orpractices.A learning organization combines the essential elements of strategy developmentand personal development. It creates a space for people to achieve tremendousbusiness and personal results. It values the scientific method of hypothesisdevelopment, testing and validation, as well as the personal development pathwayfound in the concepts of "personal mastery."
  2. 2. Significance:Why do we need Learning Organization? Because we want superior performance and competitive advantage For customer relations To avoid decline To improve quality To understand risks and diversity more deeply For innovation For our personal and spiritual well being To increase our ability to manage change For understanding For energized committed work force To expand boundaries To engage in community For independence and liberty For awareness of the critical nature of interdependence Because the times demand itBecause we need a different way of viewing the process of conducting activity in abusiness environment and of achieving change within that environment. Ourexisting views and ways of understanding are not keeping up with the realities ofthat environment or with our own belief system which defines that environment.Answer is? It‟s more fun to go to work in learning organizations. Learning organizations give people hope that things can be better Learning orgs provide a playground for creative ideas Learning orgs provide a safe place to take risks with new ideas and behaviors and the challenge needed to stretch beyond perceived limits In learning organizations everyones opinions are valued and amount that people can contribute is not determined by position in the organizationBecause its in touch with a fundamental part of our humanity -- to learn, toimprove our environment, to be active actors, not passive recipients.
  3. 3. Learning OrganizationA Learning Organization is an organization that learns and encourages learningamong its people in an effort to create a more knowledgeable and flexibleworkforce capable to adapt to cultural changes.Definition"Organizations where people continually expand their capacity to create the resultsthey truly desire, where new and expansive patterns of thinking are nurtured,where collective aspiration is set free, and where people are continually learning tolearn together" (Peter Senge, 1990).Learning Organizations CharacteristicsThe following are some common characteristics found in Learning Organizations: Are adaptive to the external environment Continually enhance their capability to change and adaptation Develop collective as well as individual learning Embrace creative tension as a source of energy and renewal Foster inquiry and dialogue, making it safe for people to share openly and take risks Link individual performance with organizational performance Provide continuous learning opportunities Use the results of learning to achieve better results Use learning to reach their goalsThe basic rationale for such organizations is that in situations of rapid change onlythose that are flexible, adaptive and productive will excel. For this to happen, it is
  4. 4. argued that organizations need to „discover how to tap people‟s commitment andcapacity to learn at all levels‟ and that “the pressure of change in the externalenvironments of organizations... is such that they need to learn more consciously,more systematically, and more quickly than they did in the past... they must learnnot only in order to survive but also to thrive in a world of ever increasing change” Learning Organization ConceptsThe major Learning Organizational concepts focus on “Continuous Improvement”, “Culture” and “Innovation and Creativity”. Focus The concept of Learning Organization Practices 1. Continuous “A learning organization should The adoption of Total Development consciously and intentionally devote to the Quality Management facilitation of individual learning in order practices to continuously transform the entire organization and its context “ 2. Culture “A learning organisation should be viewed Creation and maintenance as a metaphor rather than a distinct type of of learning culture: structure, whose employees learn adopting to cultural conscious communal processes for change, collaborative continually generating, retaining and team working, employee leveraging individual and collective empowerment and learning to improve performance of the involvement, etc. organizational system in ways important to all stakeholders and by monitoring and improving performance”
  5. 5. 3. Innovation & Organization learning is the process by Facilitation of learning Creativity which the organization constantly and knowledge creation; questions existing product, process and focus on creative quality system, identify strategic position, apply and value innovation various modes of learning, and achieve sustained competitive advantageORGANIZATION LEARNING VS LEARNING ORGANIZATIONThere is a difference between Organizational Learning and Learning Organization.Argyris (1977) defines Organizational Learning as the process of "detection andcorrection of errors" while Senge (1990) defines Learning Organization as "agroup of people continually enhancing their capacity to create what they want tocreate". He further remarks that "the rate at which organizations learn may becomethe only sustainable source of competitive advantage". Ang & Joseph (1996)contrast Organizational Learning and Learning Organization in terms of processversus structure. TOPIC FOR DISCUSSIONPromote and reward expertise.Today‟s workforce is more specialized than ever. Your most talented people insales, manufacturing, engineering, and design are not in management – they aredoing their jobs. High-impact learning organizations unleash these experts and putin place programs to promote and reward even greater levels of expertise.You should also reward such expertise. Give engineers career progression in theirdiscipline; give people time to study and improve their own skills; publicize and
  6. 6. promote the success of experts. Such programs tell the organization that “expertisematters” and “we are willing to invest in your own skills.”Remember that corporate learning is “informal” and HR doesn‟t own it.If you ask any business leader “how people learn,” their most common answer is“on the job.” And this is correct – sales people learn by making sales calls,engineers learn by doing design, customer service people learn by solvingproblems. The key to success then is not to provide a lot of formal training, butrather create an environment that supports rapid on-the-job learning.Unleash the power of experts.And remember that experts are everywhere, so let people share what they‟velearned easily.A great example of such knowledge sharing is the Cheesecake Factory‟s videolearning portal. The head of corporate training for this fast-growing food chain putin place a YouTube-like learning portal which lets any employee upload a video ofthemselves doing their job well. Employees can share “how to make a hamburger”or “how to best clean the floor” and share it in any way they wish. Within only afew weeks of building this system people rapidly started using their cell phones tocreate instructional videos and share hilarious stories about how they solveproblems on the job. The system went viral in a few weeks.Demonstrate the value of formal trainingFormal training has not gone away, and it still plays a huge role in careerdevelopment and professional networking. If you have lots of formal trainingavailable, managers should be incented to promote such opportunities and helppeople make time to learn. Yes, it might take them away from their jobs for a fewdays, but ultimately the return is much greater productivity and satisfaction.Allow people to make mistakes.The best organizational learning (and individual learning) occurs right after youmake a huge mistake. These are the most important learning opportunities yourcompany has.
  7. 7. What happens in your organization when someone fails or makes a mistake? Doyou punish the participants? Or do you take the time to diagnose what happenedand put formal programs in place to improve? One of the tenets of six-sigma iscontinuous improvement – and the foundation of continuous improvement is aculture of “learning from mistakes.”In a learning organization, leaders are designers, stewards and teachers. They areresponsible for building organizations were people continually expand theircapabilities to understand complexity, clarify vision, and improve shared mentalmodels – that is they are responsible for learning…. Learning organizations willremain a „good idea‟… until people take a stand for building such organizations.Taking this stand is the first leadership act, the start of inspiring (literally „tobreathe life into‟) the vision of the learning organization.Leader as designerThe functions of design are rarely visible, yet no one has a more sweepinginfluence than the designerThe organization‟s policies, strategies and „systems‟ are key area of design, butleadership goes beyond this. Integrating the five component technologies isfundamental. However, the first task entails designing the governing ideas – thepurpose, vision and core values by which people should live. Building a sharedvision is crucial early on as it „fosters a long-term orientation and an imperative forlearning‟Leader as stewardOne of the important things to grasp here is that stewardship involves acommitment to, and responsibility for the vision, but it does not mean that theleader owns it. It is not their possession. Leaders are stewards of the vision, theirtask is to manage it for the benefit of othersLeaders have to learn to listen to other people‟s vision and to change their ownwhere necessary. Telling the story in this way allows others to be involved and tohelp develop a vision that is both individual and shared.Leader as teacher“Leader as teacher” is not about “teaching” people how to achieve their vision. It isabout fostering learning, for everyone. Such leaders help people throughout the
  8. 8. organization develop systemic understandings. Accepting this responsibility is theantidote to one of the most common downfalls of otherwise gifted teachers – losingtheir commitment to the truth.Leaders have to create and manage creative tension – especially around the gapbetween vision and reality. Mastery of such tension allows for a fundamental shift.It enables the leader to see the truth in changing situations.Politics and VisionTo think through and define the specific purpose and mission of the institution,whether business enterprise, hospital, or university.To make work productive and the worker achieving.To manage social impacts and social responsibilities. (op. cit.)He continues:None of our institutions exists by itself and as an end in itself. Everyone is anorgan of society and exists for the sake of society. Business is not exception. „Freeenterprise‟ cannot be justified as being good for business. It can only be justified asbeing good for society. (Drucker 1977: 40)
  9. 9. CONCLUSIONWe could say that while there are some issues and problems with hisconceptualization, at least it does carry within it some questions around what mightmake for human flourishing. The emphases on building a shared vision, teamworking, personal mastery and the development of more sophisticated mentalmodels and the way he runs the notion of dialogue through these does have thepotential of allowing workplaces to be more convivial and creative. The drawingtogether of the elements via the Fifth Discipline of systemic thinking, while notbeing to everyone‟s taste, also allows us to approach a more holistic understandingof organizational lifeIf you build a culture which gives people time to reflect, develop and shareexpertise, stay close to customers, and learn from mistakes you will outdistanceyour competition and thrive in the face of huge market change. Take a lesson fromcompanies like Apple, IBM, and Google: build expertise and promoteorganizational learning, it will pay off big time.REFERENCE:PETER SEGE BILIOGRAPYWORLD STARDARDSFORBES.COMAMBN AMBRO PROJECT DONEhttp://www.infed.org/thinkers/senge.htmHOME LINETHINKERS READERS

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