Toward learning organization
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Toward learning organization

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Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment

Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment

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  • 1. TowardLearning Organization Character
    www.humanikaconsulting.com
  • 2. “…is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment“
    What is Learning Organization ?
  • 3. WHY ?
    “To create a competitive advantage, companies need to learn faster than their competitors and to develop a customer responsive culture. Organizations need to maintain knowledge about new products and processes, understandwhat is happening in the outside environment and produce creative solutionsusing the knowledge and skills of all within the organization. This requires co-operationbetween individuals and groups, free andreliable communication, and a culture of trust”
  • 4. Maintaining levels of innovation and remaining competitive
  • 5. Being better placed to respond to external pressures
  • 6. Having the knowledge to better link resources to customer needs
  • 7. Improving quality of outputs at all levels
  • 8. Improving corporate image by becoming more people oriented
  • 9. Increasing the pace of change within the organization
  • 10. Characteristics
  • 11. Systems Thinking
    “Learning organizations use this method of thinking when assessing their company and have information systems that measure the performance of the organization as a whole and of its various components”
    - Argyris, C. 1999 -
  • 12. “The commitment by an individual to the process of learning is known as personal mastery. A learning organization has been described as the sum of individual learning, but there must be mechanisms for individual learning to be transferred into organizational learning”
    Personal mastery
  • 13. Mental models
    “The assumptions held by individuals and organizations. In creating a learning environment it is important to replace confrontational attitudes with an open cultures that promotes inquiry and trust. To achieve this, the learning organization needs mechanisms for locating and assessing organizational theories of action.”
    - Argyris, C. 1999 -
  • 14. “is important in motivating the staff to learn, as it creates a common identity that provides focus and energy for learning. “
    - Senge, P.M., 1990 -
    “The most successful visions build on the individual visions of the employees at all levels of the organization[5], thus the creation of a shared vision can be hindered by traditional structures where the company vision is imposed from above”
    - McHugh, D., Groves, D. and Alker, A. 1998. -
    Shared vision
  • 15. “The benefit of team or shared learning is that staff grow more quickly and the problem solving capacity of the organization is improved through better access to knowledge and expertise.”
    - O’Keeffe, T., 2002-
    Team Learning
  • 16. Barriers
  • 17. In some organizations a lack of a learning culture can be a barrier to learning
  • 18. Resistance to learning can occur within a learning organization
  • 19. organizational size may become the barrier to internal knowledge sharing.
  • 20. References
    O’Keeffe, T. 2002. Organizational Learning: a new perspective. Journal of European Industrial Training, 26 (2), pp. 130-141.
    Senge, P.M. 1990. The Fifth Discipline. London: Century Business.
    Argyris, C. 1999. On Organizational Learning. 2nd Ed. Oxford: Blackwell Publishing.
    McHugh, D., Groves, D. and Alker, A. 1998. Managing learning: what do we learn from a learning organization? The Learning Organization. 5 (5) pp.209-220.