1
Very Beautiful
Morning To All Of
U
If an organIzatIon
wants to survIve In an
era of rapId and
complex changes – It
has to be a ‘learnIng
organIzatIon’*
3
Env...
‘learnIng organIzatIon
Is an organIzatIon
whIch facIlItates the
learnIng of all Its
members and
contInually
transforms Its...
Human-oriented cultural values of
learning organization
• Everyone can be a source of useful ideas – so free
access to inf...
Tracing the roots
The roots of the term ‘learning
organization’ can be traced to the
Chris Argyris concept of
1. First ord...
Single loop learning
First order learning
Involves
Achieving known
objectives
With routine behavioral
learning
No sig...
8
Organizational Learning Learning Organization
Single-loop learning Double-loop learning
Incremental Transformational
Low...
Differences
Function Traditional organization Learning organization
Determination of overall
objectives
Vision provided by...
Characteristics of learning
organization
(According to Madhukar Shukla)
10
Industrial paradigm Learning paradigm
Target fo...
Learning Organizations
Characteristics
Are adaptive/ flexible to the external environment
Continually enhance their capa...
Needed in learning
organizations
 Presence of tension
Gap between vision and reality
Questioning/inquiry
Critical reflect...
Components of learning
organizations:
13
Personal mastery
The commitment by an individual to the process
of learning is known as personal mastery.
There is a com...
Mental modals
The assumptions/ Images/ stories/ memories
held by individuals and organizations are
called mental models.
...
Building a shared vision:
Sets up creative tension that pulls individuals.
Helps in motivating the staff to learn, as it...
Team learning:
Team learning requires individuals to
engage in dialogue and discussion
open communication, shared
underst...
Systems learning:
Understanding the inter-
relationships rather than simply
seeing the things that are related
It helps ...
Systematic problem solving
Reliance on scientific methods rather than the guesses or
hunches , data rather than assumptio...
Experimentation:
Different from problem solving
which is responding to current
difficulties.
Experimentation for expansi...
Learning from experience:
lessons of experience documented for employees.
Documents accessible and understandable
21
Learning from others:
What’ others do and ‘how’ they do it rather than
results they achieved.
Can be inter/intra departm...
Transference of knowledge:
Knowledge documented and
transferred quickly & easily to
everyone in the organization
23
Barriers to it:
If individuals do not engage with a shared vision,
personal mastery could be used to advance their own
pe...
Benefits
Maintaining levels of innovation and remaining
competitive
Being better placed to respond to external pressures...
26
GOD BLESS U ALL D STUDENTS
THANK YOU SO MUCH MAM
FOR GIVING ME THIS OPPORTUNITY
I OWE U MORE THAN GOD
LOVE YOU MAM
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Learning organizations, ideal organizations, learning, Single loop learning, Double – loop learning, Organizational Learning, Traditional organization,

  1. 1. 1 Very Beautiful Morning To All Of U
  2. 2. If an organIzatIon wants to survIve In an era of rapId and complex changes – It has to be a ‘learnIng organIzatIon’* 3 Environment changing Human being's unwillingness to change
  3. 3. ‘learnIng organIzatIon Is an organIzatIon whIch facIlItates the learnIng of all Its members and contInually transforms Itself’ 4
  4. 4. Human-oriented cultural values of learning organization • Everyone can be a source of useful ideas – so free access to information important • The people closest to the problem usually have the best idea regarding how to solve it – empower them • Learning flows up and down the hierarchy – keep mind open • New ideas are important – encourage and reward them • Mistakes should be viewed as learning opportunities – let people experiment 5
  5. 5. Tracing the roots The roots of the term ‘learning organization’ can be traced to the Chris Argyris concept of 1. First order or single-loop learning 2. Double-loop learning 6
  6. 6. Single loop learning First order learning Involves Achieving known objectives With routine behavioral learning No significant change in basic assumptions of company Double – loop learning Second order learning Involves Creativity and innovation ‘Learning how to learn’ Change in organization’s culture 7 Unwanted values need to be discarded in a process called ‘unlearning’ Wang and Ahmed refer to this as ‘triple loop learning.’
  7. 7. 8 Organizational Learning Learning Organization Single-loop learning Double-loop learning Incremental Transformational Lower-level Higher-level Tactical Strategic Occasional Continuous Process of "detection and correction of errors" Structure- A group of people continually enhancing their capacity to create what they want to create
  8. 8. Differences Function Traditional organization Learning organization Determination of overall objectives Vision provided by top management Shared vision of team members – management nurtures it for goal achievement Conflict resolution Conflict resolved through power Conflict resolution through collaborative learning and integration of diverse view points Leadership and motivation Leader provides vision, rewards and punishment, maintains control Leader builds shared vision, empowers personnel, inspires commitment, encourages effective decision making etc. 9
  9. 9. Characteristics of learning organization (According to Madhukar Shukla) 10 Industrial paradigm Learning paradigm Target focused Vision based Focus on competition Focus on collaboration Market dominance Market Creation Shareholder returns Customer satisfaction Individual focused Team focused Regulate behavior Enable initiative Power of position Power of Knowledge Use information to control Use information to empower Control through rules and procedures Control through vision, culture and technology
  10. 10. Learning Organizations Characteristics Are adaptive/ flexible 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 Link individual performance with organizational performance Provide continuous learning opportunities 11
  11. 11. Needed in learning organizations  Presence of tension Gap between vision and reality Questioning/inquiry Critical reflection  Management support/commitment/ reinforcement  Open communication  Constructive dialogue  Necessary climate 12
  12. 12. Components of learning organizations: 13
  13. 13. Personal mastery The commitment by an individual to the process of learning is known as personal mastery. There is a competitive advantage for an organization whose workforce can learn quicker than the workforce of other organizations Individual learning acquired through staff training and development personal interest/motivation Learning in the context of personal mastery is not acquiring information. It is rather expanding the ability to produce the results one truly wants in life. 14
  14. 14. Mental modals The assumptions/ Images/ stories/ memories held by individuals and organizations are called mental models. • To become a learning organization, these models must be challenged & to replace confrontational attitudes with an open culture that promotes inquiry and trust. Jack Welch same information was reaching all the decision makers 15
  15. 15. Building a shared vision: Sets up creative tension that pulls individuals. Helps in motivating the staff to learn, as it creates a common identity that provides focus and energy for learning . Common aspiration binds all the people who share common vision. 16
  16. 16. Team learning: Team learning requires individuals to engage in dialogue and discussion open communication, shared understanding Learning organizations typically have excellent knowledge management structures, allowing creation, acquisition, dissemination, and implementation of this knowledge in the organization among all employees as whole as a team. 17
  17. 17. Systems learning: Understanding the inter- relationships rather than simply seeing the things that are related It helps in identifying the effects and trade-offs of the actions. It employs a body of methods, tools, and principles aimed at understanding interrelatedness of forces that influence performance of organizations and seeing them as part of common process. 18
  18. 18. Systematic problem solving Reliance on scientific methods rather than the guesses or hunches , data rather than assumptions used for decision- making. Statistical techniques used for analysis 19
  19. 19. Experimentation: Different from problem solving which is responding to current difficulties. Experimentation for expansion of knowledge. Failure of experiments accepted as a way of gaining knowledge 20
  20. 20. Learning from experience: lessons of experience documented for employees. Documents accessible and understandable 21
  21. 21. Learning from others: What’ others do and ‘how’ they do it rather than results they achieved. Can be inter/intra departmental Inter/intra organization Inter/ intra industry From 360 degree Benchmarking encouraged 22
  22. 22. Transference of knowledge: Knowledge documented and transferred quickly & easily to everyone in the organization 23
  23. 23. Barriers to it: If individuals do not engage with a shared vision, personal mastery could be used to advance their own personal visions If training and development is compulsory, it can be viewed as a form of control, rather than as personal development Resistance to learning can occur within a learning organization It consumes lot of time, money, involvement. 24
  24. 24. Benefits Maintaining levels of innovation and remaining competitive Being better placed to respond to external pressures Having the knowledge to better link resources to customer needs Improving quality of outputs at all levels Improving corporate image by becoming more people orientated Increasing the pace of change within the organization 25
  25. 25. 26 GOD BLESS U ALL D STUDENTS THANK YOU SO MUCH MAM FOR GIVING ME THIS OPPORTUNITY I OWE U MORE THAN GOD LOVE YOU MAM

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