"The Future of Organizational Learning" was prepared as a keynote presentation for the Saskatchewan Associated of Human Resource Professionals to be delivered on Sept 25, 2013.
Organizational learning - English
The main Resource:
Integrated Series in Information Systems, Volume 29, Information Systems Theory Explaining and Predicting Our Digital Society, Vol. 2, Springer; 2012 edition
This document discusses the importance of organizational learning and creating a learning organization. It defines a learning organization as one where people at all levels are continually increasing their capacity to produce results they care about. A learning organization promotes information sharing between employees to create a more knowledgeable workforce that is flexible and able to accept new ideas and changes through a shared vision. It also discusses five disciplines that are important for organizational learning: systems thinking, personal mastery, mental models, building a shared vision, and team learning.
Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
Presentation given at Learning Solutions Conference 2016 and for the 702010 Forum. A look at the approach taken to transform organizational learning function with a 702010 Framework.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
Riaz Fida National University Of Modern Languages. Peshawar CampusRiaz Fida
Peter Senge defines a learning organization as one where people continually expand their capacity to create desired results through nurturing new patterns of thinking and collective aspirations. For organizations to excel in times of rapid change, they must be flexible, adaptive, and productive by tapping into people's commitment and capacity to learn at all levels. Senge's five disciplines of a learning organization include personal mastery, where individuals clarify their vision and focus on self-development; mental models, where assumptions are challenged through inquiry; shared vision, where leaders translate personal visions into shared commitments; team learning, where dialogue and thinking together yields new insights; and systems thinking, which integrates the other disciplines by focusing on dynamics, interdependencies, and long-term goals
Learning organizations, ideal organizations, learning, Single loop learning, ...Vikas Tyagi
Please give feedback.
Your feedback is our reward.
Learning organizations, ideal organizations, learning, Single loop learning, Double – loop learning, Organizational Learning, Traditional organization,
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
Organizational learning - English
The main Resource:
Integrated Series in Information Systems, Volume 29, Information Systems Theory Explaining and Predicting Our Digital Society, Vol. 2, Springer; 2012 edition
This document discusses the importance of organizational learning and creating a learning organization. It defines a learning organization as one where people at all levels are continually increasing their capacity to produce results they care about. A learning organization promotes information sharing between employees to create a more knowledgeable workforce that is flexible and able to accept new ideas and changes through a shared vision. It also discusses five disciplines that are important for organizational learning: systems thinking, personal mastery, mental models, building a shared vision, and team learning.
Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
Presentation given at Learning Solutions Conference 2016 and for the 702010 Forum. A look at the approach taken to transform organizational learning function with a 702010 Framework.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
Riaz Fida National University Of Modern Languages. Peshawar CampusRiaz Fida
Peter Senge defines a learning organization as one where people continually expand their capacity to create desired results through nurturing new patterns of thinking and collective aspirations. For organizations to excel in times of rapid change, they must be flexible, adaptive, and productive by tapping into people's commitment and capacity to learn at all levels. Senge's five disciplines of a learning organization include personal mastery, where individuals clarify their vision and focus on self-development; mental models, where assumptions are challenged through inquiry; shared vision, where leaders translate personal visions into shared commitments; team learning, where dialogue and thinking together yields new insights; and systems thinking, which integrates the other disciplines by focusing on dynamics, interdependencies, and long-term goals
Learning organizations, ideal organizations, learning, Single loop learning, ...Vikas Tyagi
Please give feedback.
Your feedback is our reward.
Learning organizations, ideal organizations, learning, Single loop learning, Double – loop learning, Organizational Learning, Traditional organization,
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
From Individual Learning To Organizational LearningKevin McLogan
This document discusses individual and organizational learning. It notes that on average, individuals engage in about 8 learning projects per year, spending 100 hours on each. However, managers are often ambivalent about learning in the workplace. For organizations to thrive, learning must be incorporated at all levels. A learning organization is skilled at creating, acquiring, interpreting, transferring and applying knowledge to modify its behaviors. True organizational learning is an ongoing process of knowledge sharing, interpretation and application to drive new ideas and improvements.
The document discusses three authors - Peter Senge, Ikujiro Nonaka, and Hirotaka Takeuchi - and two of their works. It outlines Peter Senge's five disciplines of a learning organization from his book "The Fifth Discipline": personal mastery, mental models, shared vision, team learning, and systems thinking. It also summarizes Nonaka and Takeuchi's 4-stage model of knowledge conversion between tacit and explicit knowledge and five enablers that support knowledge creation.
The document discusses organizational learning theory and its main concepts. Organizational learning theory states that in order to remain competitive, organizations must learn to change their goals and actions in response to a changing environment. Learning occurs when an organization consciously decides to change actions based on changes in circumstances and links actions to outcomes. Initial individual learning only becomes organizational learning when it is shared, stored in organizational memory, transmitted, and used for organizational goals. The document also examines strengths and weaknesses of organizational learning theory.
Peter Senge popularized the term "learning organization" in his 1990 book. An organizational learning seeks to improve members' understanding and management abilities. There are two principal learning strategies - exploration and exploitation. A learning organization purposefully designs its structure and culture to maximize learning. Key aspects include personal mastery, mental models, teams, shared vision, and systems thinking. Creating a learning organization requires commitment to change, eliminating boundaries, and developing an open culture.
This document defines learning and a learning organization. Learning is defined as a relatively permanent change in behavior or knowledge through practice or experience. A learning organization is defined as an organization that acquires knowledge and utilizes information to adapt to changing circumstances. The key characteristics of a learning organization include systematic problem solving, experimentation with new approaches, transferring knowledge, encouraging people, reviewing and providing feedback on performance, and using on-the-job training. Human resource professionals play an important role in developing collective intelligence, understanding the importance of knowledge, supporting learning and knowledge sharing, and enabling continuous improvement and innovation.
The document discusses the key aspects of building a learning organization. It defines a learning organization as one that is skilled at problem solving, experimentation, learning from experience and others, and sharing knowledge. It identifies three critical factors for effective implementation - meaning, management, and measurement. It provides details on systematic problem solving as the first building block, emphasizing a scientific approach using data, tools, and asking the 5W questions. An example of Xerox's problem solving process is briefly analyzed.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Experiance report on learning organization Agile India 2016Anuradha Gajanayaka
A learning organization is one that seeks to create its own future through team learning, personal mastery, shared vision, and systems thinking. It builds projects around motivated individuals and trusts them to do their work, while developers and business people work closely together. Transforming to a learning organization creates a happy workplace by focusing on lifelong learning and simple performance reviews that improve things. Discussion groups also help foster learning.
The fifth discipline - An overview of Peter Senge's Fifth DiscplineSrinath Ramakrishnan
The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.
Leveraging Capabilities to become a Learning OrganisationJNTU
This document discusses how organizations can become learning organizations by leveraging knowledge. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new patterns of thinking and learning together. The document outlines that learning organizations encourage continuous learning, information sharing, and seeing the big picture. It also discusses how tacit and explicit knowledge differ and examines why knowledge sharing can be challenging. Finally, it provides recommendations for building a learning organization at the individual, team, and organizational levels.
Peter Senge proposes five disciplines that are important for learning organizations: 1) systems thinking which is a conceptual framework to understand how things are interconnected and how to effectively change them, 2) personal mastery which is developing one's vision through spiritual and personal growth, 3) mental models which are the assumptions and generalizations that influence how we see the world, 4) building a shared vision which involves uncovering a common vision for the future, and 5) team learning where learning occurs through dialogue and teams thinking and learning together.
This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.
The document discusses the characteristics of a learning organization and strategies for guiding change processes within such an organization. It states that a learning organization is people-oriented, conducive to learning, and aims to transform and empower its members. It provides guidelines for leading change, such as understanding people's backgrounds and allowing for disagreement. Systems thinking and distinguishing issues from people are also recommended for managing conflict. Learning is positioned as an ongoing personal endeavor central to a learning organization.
Peter Senge "Fifth Discipline" Book Review - Learning Organization BibleFilipe Pinto
This is the review of Peter Senge's "Fifth Discipline".
Peter Senge's "Fifth Discipline" is a road map for any organization trying to find the passage from the industrial age to the information age.
It is also an amazing introduction to some of the concept of new science such as complexity theory and system's theory in general.
Organizations will only survive in the 21st century if they pair up the perpetual state of change of business, with the perpetual state of learning.
If you prefer the video version, please check the following video on YouTube - http://www.youtube.com/watch?v=oBEWrlsl58Q
M2MSys® is an expert on applying new science (chaos, quantum mechanics, evolution, complexity) to business process management.
P.S. - If you use the material, please make sure that you reference the source. Thanks!
The Learning Organization - 10 transformations any organization has to undergoTotal Identity
In this presentation 10 transformations are described that all organizations must undergo to become a true learning organization. This is needed to rapidly adapt to changing contexts. These contexts change faster and faster due to social media. By following these 10 transformations, an organization is more adapted to this new changing (social media) context and can learn just like any individual person can.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
Last parts of a knowledge management course for MBA students. These parts deal with 1) P. Senge's Learning Organization and 2) competitive intelligence
The document discusses innovation and organizational learning. It covers several topics including different levels of learning (single vs double loop), knowledge creation, paradigms of thinking, and patterns that enable innovation and resilience. It also discusses concepts like presencing, open space technology, and developing an architecture that allows for incremental and transformational change. The goal is to promote organizational metanoia or a shift in thinking that enables deeper and continuous learning, innovation, and adaptation to change.
From Individual Learning To Organizational LearningKevin McLogan
This document discusses individual and organizational learning. It notes that on average, individuals engage in about 8 learning projects per year, spending 100 hours on each. However, managers are often ambivalent about learning in the workplace. For organizations to thrive, learning must be incorporated at all levels. A learning organization is skilled at creating, acquiring, interpreting, transferring and applying knowledge to modify its behaviors. True organizational learning is an ongoing process of knowledge sharing, interpretation and application to drive new ideas and improvements.
The document discusses three authors - Peter Senge, Ikujiro Nonaka, and Hirotaka Takeuchi - and two of their works. It outlines Peter Senge's five disciplines of a learning organization from his book "The Fifth Discipline": personal mastery, mental models, shared vision, team learning, and systems thinking. It also summarizes Nonaka and Takeuchi's 4-stage model of knowledge conversion between tacit and explicit knowledge and five enablers that support knowledge creation.
The document discusses organizational learning theory and its main concepts. Organizational learning theory states that in order to remain competitive, organizations must learn to change their goals and actions in response to a changing environment. Learning occurs when an organization consciously decides to change actions based on changes in circumstances and links actions to outcomes. Initial individual learning only becomes organizational learning when it is shared, stored in organizational memory, transmitted, and used for organizational goals. The document also examines strengths and weaknesses of organizational learning theory.
Peter Senge popularized the term "learning organization" in his 1990 book. An organizational learning seeks to improve members' understanding and management abilities. There are two principal learning strategies - exploration and exploitation. A learning organization purposefully designs its structure and culture to maximize learning. Key aspects include personal mastery, mental models, teams, shared vision, and systems thinking. Creating a learning organization requires commitment to change, eliminating boundaries, and developing an open culture.
This document defines learning and a learning organization. Learning is defined as a relatively permanent change in behavior or knowledge through practice or experience. A learning organization is defined as an organization that acquires knowledge and utilizes information to adapt to changing circumstances. The key characteristics of a learning organization include systematic problem solving, experimentation with new approaches, transferring knowledge, encouraging people, reviewing and providing feedback on performance, and using on-the-job training. Human resource professionals play an important role in developing collective intelligence, understanding the importance of knowledge, supporting learning and knowledge sharing, and enabling continuous improvement and innovation.
The document discusses the key aspects of building a learning organization. It defines a learning organization as one that is skilled at problem solving, experimentation, learning from experience and others, and sharing knowledge. It identifies three critical factors for effective implementation - meaning, management, and measurement. It provides details on systematic problem solving as the first building block, emphasizing a scientific approach using data, tools, and asking the 5W questions. An example of Xerox's problem solving process is briefly analyzed.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Experiance report on learning organization Agile India 2016Anuradha Gajanayaka
A learning organization is one that seeks to create its own future through team learning, personal mastery, shared vision, and systems thinking. It builds projects around motivated individuals and trusts them to do their work, while developers and business people work closely together. Transforming to a learning organization creates a happy workplace by focusing on lifelong learning and simple performance reviews that improve things. Discussion groups also help foster learning.
The fifth discipline - An overview of Peter Senge's Fifth DiscplineSrinath Ramakrishnan
The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.
Leveraging Capabilities to become a Learning OrganisationJNTU
This document discusses how organizations can become learning organizations by leveraging knowledge. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new patterns of thinking and learning together. The document outlines that learning organizations encourage continuous learning, information sharing, and seeing the big picture. It also discusses how tacit and explicit knowledge differ and examines why knowledge sharing can be challenging. Finally, it provides recommendations for building a learning organization at the individual, team, and organizational levels.
Peter Senge proposes five disciplines that are important for learning organizations: 1) systems thinking which is a conceptual framework to understand how things are interconnected and how to effectively change them, 2) personal mastery which is developing one's vision through spiritual and personal growth, 3) mental models which are the assumptions and generalizations that influence how we see the world, 4) building a shared vision which involves uncovering a common vision for the future, and 5) team learning where learning occurs through dialogue and teams thinking and learning together.
This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.
The document discusses the characteristics of a learning organization and strategies for guiding change processes within such an organization. It states that a learning organization is people-oriented, conducive to learning, and aims to transform and empower its members. It provides guidelines for leading change, such as understanding people's backgrounds and allowing for disagreement. Systems thinking and distinguishing issues from people are also recommended for managing conflict. Learning is positioned as an ongoing personal endeavor central to a learning organization.
Peter Senge "Fifth Discipline" Book Review - Learning Organization BibleFilipe Pinto
This is the review of Peter Senge's "Fifth Discipline".
Peter Senge's "Fifth Discipline" is a road map for any organization trying to find the passage from the industrial age to the information age.
It is also an amazing introduction to some of the concept of new science such as complexity theory and system's theory in general.
Organizations will only survive in the 21st century if they pair up the perpetual state of change of business, with the perpetual state of learning.
If you prefer the video version, please check the following video on YouTube - http://www.youtube.com/watch?v=oBEWrlsl58Q
M2MSys® is an expert on applying new science (chaos, quantum mechanics, evolution, complexity) to business process management.
P.S. - If you use the material, please make sure that you reference the source. Thanks!
The Learning Organization - 10 transformations any organization has to undergoTotal Identity
In this presentation 10 transformations are described that all organizations must undergo to become a true learning organization. This is needed to rapidly adapt to changing contexts. These contexts change faster and faster due to social media. By following these 10 transformations, an organization is more adapted to this new changing (social media) context and can learn just like any individual person can.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
Last parts of a knowledge management course for MBA students. These parts deal with 1) P. Senge's Learning Organization and 2) competitive intelligence
The document discusses innovation and organizational learning. It covers several topics including different levels of learning (single vs double loop), knowledge creation, paradigms of thinking, and patterns that enable innovation and resilience. It also discusses concepts like presencing, open space technology, and developing an architecture that allows for incremental and transformational change. The goal is to promote organizational metanoia or a shift in thinking that enables deeper and continuous learning, innovation, and adaptation to change.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
Basic Concepts of Organisational Behaviourmanishray
1. The document introduces concepts in organizational behavior including why it is important to study OB to understand, predict, and influence human behavior in organizations.
2. It discusses levels of analysis in OB from the individual to group to organizational levels and lists some dependent and independent variables that are studied.
3. The summary concludes by briefly mentioning some challenges and opportunities for organizational behavior research and practice like managing diversity, change and ethics.
Learning & Development and the Performance managementAhmed Shamim
The document provides information about learning and development and performance management at BASF. It discusses BASF's leadership excellence program, which aims to identify and develop regional managers. It also describes BASF's e-learning system, which allows employees worldwide to access online learning. The performance management cycle at BASF involves setting objectives, ongoing feedback and reviews, and resetting objectives.
This document provides an overview of organizational behavior. It discusses key concepts in the field's history such as scientific management, the Hawthorne Studies, and theories like Theory X and Theory Y. The document also defines organizational behavior and explains its goals of understanding, predicting, and influencing human behavior in organizations. It addresses the individual, group, and organizational levels of analysis and notes challenges facing management today.
This document discusses measuring customer satisfaction using Net Promoter Score (NPS). It begins by providing an overview of NPS, noting its promise to deliver results with minimal effort but also acknowledging criticisms of the method. The document then examines using NPS for small and medium enterprises, discussing how to design a customer satisfaction measurement system and integrate it within an organization's management processes. It also reviews previous studies that have criticized NPS, finding it a poor predictor of loyalty and satisfaction. The document concludes by discussing how to properly define customer satisfaction, customers, and quality to develop an effective customer satisfaction measurement approach.
This document discusses the future of organizational learning. It notes that learning is shifting from an instructor-led model to a more collaborative and social approach, driven by changing demographics, the rise of social media, and dissatisfaction with traditional workplaces. New learning models are more pervasive and continuous rather than isolated events. Learning will involve more informal learning from experiences and others, as well as social learning through interactions. Technologies like social and mobile will continue to change how learning is delivered and supported in organizations.
The document discusses various topics related to groups and teams, including:
- Defining groups as two or more individuals interacting to achieve objectives.
- Classifying groups as formal, informal, task, interest, and friendship groups.
- The five stages of group development: forming, storming, norming, performing, and adjourning.
- Factors that influence group effectiveness such as tasks, structure, composition, and processes.
- Techniques for group decision making including brainstorming, nominal group technique, and Delphi technique.
- Distinguishing characteristics of work groups and work teams.
- Different types of teams like problem-solving, self-managed, cross-functional,
The document discusses the scientific method and its application to process improvement. It begins by discussing key thinkers who helped establish the scientific method, such as Einstein, Pearson, Broad, Popper, Dewey, Simon, and Ackoff. It then covers concepts like the scientific method, theory development and testing, bounded rationality in decision making, and systems thinking. The document concludes by discussing statistical process control pioneers like Shewhart, Juran, and their contributions to using statistics and understanding process dominance to analyze and improve processes, setting up the DMAIC method as a strategic approach.
Explaining Work Group Behavior (cont’d)
Describe the relationships between group cohesiveness and productivity.
Discuss how conflict management influences group behavior.
Tell the advantages and disadvantages of group decision making.
Creating Effective Teams
Compare groups and teams
Explain why teams have become so popular.
Describe the four most common types of teams.
List the characteristics of effective teams
The Learning Organization is a management consulting firm established in 2000 that provides executive search and placement, consulting services, and learning and development programs. It has worked with diverse local and international clients to conduct strategic planning, organizational development, and continuous improvement initiatives. The Learning Organization is led by a team of experienced consultants and is dedicated to helping clients optimize their potential through customized solutions.
This document defines and discusses organizational behavior. It begins by defining an organization as a group of people working together to achieve shared goals. It then discusses the concepts of behavior, organizational behavior, and the importance of understanding behavior in organizations. The document outlines the characteristics, challenges, opportunities, and contributing disciplines of organizational behavior. It provides examples of models and elements of organizational behavior and traces its origins from early Greek and Roman philosophers to modern social science theories. Finally, it discusses common theoretical frameworks used in organizational behavior including cognitive, behavioral, and social learning approaches.
ICT Cost Management And Savings General2control4IT
ICT costs are increasigly becoming an issue. This presentation shows option for getting most value out of your ICT at reasonable cost levels. Transparancy in costs and volumes are key.
ServiceNow Knowledge11 IT Cost Management SessionJohn Roberts
This document discusses IT cost management. It outlines business challenges like IT costs not being tied to value and inability to precisely reduce costs. The current state is described as lacking integrated solutions. The presentation then covers definitions, cost inputs, allocations, budgets and provides examples. It demonstrates how costs can be tracked for configuration items, projects, labor and allocated to cost centers and budgets. In the end, next steps and a Q&A session are outlined.
This document discusses groups and teams in organizations. It defines groups as two or more people who interact to accomplish a goal, while teams work intensively together to achieve a specific common goal. Teams can improve organizational performance by enhancing innovation, motivation, and gaining a competitive advantage through increased responsiveness to customers. Effective groups and teams are impacted by factors such as their size, tasks, roles, development stages, norms, cohesiveness, and managing social loafing. Managers should consider these dynamics to help groups and teams achieve peak performance levels.
This report summarizes an IT organizational assessment and improvement project conducted at a company. Key findings include that the IT department is not well integrated with business strategy and priorities finance requests over others. Recommendations are to restructure IT reporting lines, define roles, create an IT strategic plan, improve processes, and potentially outsource some infrastructure. A roadmap is provided to implement changes over three quarters focused on organizational restructuring, governance improvements, and defining technology needs.
Driving Organisational Efficiencies - Microsoft Dynamics NAV Intergen
This session looks at the roadmap for Dynamics NAV and takes a closer look at its projects and resource management capabilities, providing you an insight as to how Dynamics NAV can meet the needs of a diverse
range of project- and services-based organizations.
Future of organizational learning, csse, nov 25Brett Elmgren
The document discusses the future of organizational learning. It predicts that by 2020, organizational learning will be characterized by three main developments:
1. The rise of gamification, which applies game design techniques to non-game experiences to drive user behavior and motivation.
2. The "flipped classroom" model, where traditional lectures are replaced with self-paced video lessons as homework, allowing class time to be used for practical application and collaboration.
3. The ARC model of organizational learning, which emphasizes accessing learning resources, recommending relevant content to learners, and curating high-quality learning materials.
The document argues that learning in organizations will shift from formal, instructor-led training to informal,
The document discusses the evolution and future of organizational learning. It notes that learning has shifted from formal classroom-based training to informal social and blended approaches, driven by changing demographics, the rise of social media, and new work models. The future of learning is predicted to involve greater gamification, flipped classrooms, and an "access, recommend, curate" or ARC model to support continuous, collaborative, and connected learning through both formal and informal approaches.
Sask Mining Association Presentation, April 10, 2014Brett Elmgren
The document discusses the evolution and future of organizational learning. It summarizes that learning has shifted from formal classroom training to informal social and collaborative learning. The future of learning will be personalized and continuous through gamification, flipped classrooms, and curating learning through recommendation and access to resources. Organizational learning is moving from events to a process involving learners.
The document discusses the future of organizational learning. It notes that learning is shifting from formal classroom-based training to informal learning through collaboration and social networks. Drivers of this change include shifting demographics with more millennials entering the workforce, the rise of social media, and dissatisfaction with traditional workplace cultures. The future of learning is predicted to include greater use of gamification, flipped classrooms where learning is done independently before class, and the ARC model of providing access to learning resources, recommending materials, and curating content.
Primer for Accounting Students on how CPAs are using social media to connect, collaborate, learn, and establish themselves as thought leaders.
Using examples from across the CPA Profession and business, Tom Hood provides guidance on tools, techniques, and people worth following.
Should CEOs blog? and Tweet?
You will learn why the answer is yes and see examples of social media for learning, communicating and possibly changing our organizations in major ways. We are truly experiencing a social media revolution (Eric Qualman)
This preso is my latest on Social Media & the Role of the Chief Executive given to the CPA-SEA meeting of State Society CEOs and the AICPA at the mid-winter meeting 2012.
Full of links and resources, including the five steps to get started now, reading list, and videos to inspire you and provoke you to action!
Growing future leaders with social technologiesTodd Nilson
The nature of mentoring in the enterprise has changed, largely thanks to the advent of social technologies being implemented in business settings that allow for meaningful connection, interaction, collaboration, and coaching online. This has allowed enterprises to scale their mentoring efforts, enabling many-to-many rather than one-to-one or one-to-many mentoring relationships. These technologies also provide greater visibility for leaders and human resources to see standout performance and contributions from employees who might otherwise be overlooked. This presentation outlines the trends and technologies that are enabling mentoring to evolve in the workplace and the process for igniting this change in your own.
An update of the work of the U.S. Social Media Advisory Committee at Boehringer Ingelheim Pharmaceuticals, Inc. This was presented at the Social Media for Pharma. conference in Philadelphia, May 23rd 2012
Why is social media important for CPAs? and how can accounting students jumpstart their careers by developing their own brand and set of digital footprints? Tom Hood discusses the latest trends and uses with an accounting class at Loyola University (Baltimore).
The art of letting go: Supporting informal and social learningBrightwave Group
Including social and informal learning in your digital technology strategy is now a common theme - but how can you go from the ideas to action - and success? This presentation discusses the latest approaches adopted by forward-thinking organisations, together with practical tips and suggestions on how to plan, execute and sustain informal learning initiatives.
This presentation was first delivered at the eLearning Network's conference "Beyond 'click next'…digital learning solutions come of age" event on Wednesday, 11th November 2015. Brightwave sponsored the event and contributed to the programme.
This document provides an overview and introduction to the Digital Business module. It discusses key themes like digital transformation, new business models, and implications for employees. The module will examine these issues at an individual, organizational, and societal level. Students will develop digital literacies and evaluate online sources of information. A hybrid model combines online asynchronous learning with optional real-time sessions. Resources include a free MOOC on the future workplace and reports on digital trends. The first week will include attending an intro session, joining a MOOC, and completing an introductory activity.
Social Strategies for Successful Student EngagementSalesforce.org
Engage in a discussion about how leading institutions are applying social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni.
The document discusses strategies for engaging and retaining volunteers from different generations, particularly baby boomers and millennials. It explores the characteristics and motivations of each generation and provides suggestions for bridging the gap between them. These include assigning long-time boomer volunteers as mentors, recognizing contributions of both generations, and enlisting millennials in leadership opportunities to encourage participation and ownership. The goal is managing volunteers in a way that appeals to all generations.
The document discusses how Gravity Thinking leverages social intelligence to develop effective social media strategies and campaigns for its clients. It provides examples of social media campaigns Gravity Thinking developed for several clients across different industries, which analyzed social media conversations, identified influencers and communities, and created targeted campaigns to address clients' business goals. The campaigns engaged influencers, optimized content and messaging for different social platforms, and measured results to inform ongoing strategies.
Infusionsoft Socially Enabled Internal Communication ProposalKimberle Morrison
The document outlines plans to implement a social enterprise platform at Infusionsoft to improve collaboration, communication, and knowledge sharing among a growing employee base. It discusses research on best practices, identifying target user benefits, demoing potential solutions, and next steps of selecting a platform, launching an initial phase, and driving adoption. The goal is to preserve culture and connectivity as the company scales by tapping into employees' cognitive surpluses through a social workplace.
Social Media - Passing Fad or Valuable Tool - Update for NYSSCPA Higher Education Conference on March 25, 2011.
Using case studies from CPAs using social media, MACPA's experience with three major benefits - communication, marketing, and learning. Also featuring our groundbreaking work in Second Life with the AICPA Tech + Conference adn XBRL International
The document discusses defining a social learning strategy and provides three examples of social learning initiatives. It describes the audiences, challenges, approaches, instructional design considerations, tools/technologies, and culture for each initiative. The initiatives include a sales team training rollout, training bank examiners, and ongoing sales team training.
Similar to The future of organizational learning (20)
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
4. 4
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5. Fire exit procedures
1. Exit to the hallway
2. Exit to 1st avenue
3. Proceed to muster point
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www.slideshare.com
Follow on Twitter at #SAHRP0925
Join the group “The Future of Organizational Learning” on LinkedIn
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“We spend the first three years
of a child’s life teaching them to
walk and speak, only to have our
school systems teach them to sit
down and shut up.”
- Sir Ken Robinson
8. 8
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“It’s much more important to
focus on what is going right with
education, rather than what is
going wrong.”
9. What is one thing you learned in the
past 24 hours?
11. Pre-2000
Classroom
Instructor-led training
(ILT)
2000-2008
Classroom (ILT)
E-learning
Blended (E + ILT)
2008-2013
Classroom (ILT)
E-learning
Blended learning
Collaborative
Formal learning
Individual focus
Social learning
Group focus
Sources: Bersin, From E-Learning to We-Learning, The Conference Board of Canada.
1. Shifting demographics
2. The explosive rise of social media
3. Dissatisfaction with traditional organizational cultures
Drivers:
12. 1. Shifting Demographics
• Traditionalists (born 1925 – 1945)
• Baby Boom Generation (born 1946 – 1964)
• Generation X (born 1965 – 1976)
• Millennial Generation (born 1977 – 1997)
Generational breakdown
Generations
Traditionalists
Baby Boomers
Generation X
Millennials36%
45%
17%
The rise of the millennials
• 50% of the workforce by 2020
Traditionalists
Baby boomers
Generation X
Millennials
Generation 2020
51%
20%
22%
6%
Sources: Bureau of Labor Statistics Employment Projections.
15. 3. Dissatisfaction with the workplace
“A move from command and control, to
encourage and engage.”
- Jane Hart
16. Learning 1.0 to Learning 2.0
A shift from viewing learning as a product created for
learners to a collaborative and connected process involving
learners.
Sources: Learning and Development: 2011, The Conference Board of Canada.
17. Flat Army
Pervasive Learning
“The switch from a “training is an
event” fixed mindset to “learning is
a
collaborative, continuous, connecte
d and community-based” growth
mindset. - Dan Pontefract
- Source: Dennis Callahan
18. Imagine it is 1996, and you are presented
with two business plans…
- Current leader
- Large and
profitable
- Team of highly
paid professionals
- A strategic
marketing plan to
sell to the masses
- Start-up
- No money or
resources
- All contributions
are made
voluntarily
- Revenue is
generated
through donation
- Source: Daniel Pink. Drive, 2009
20. Formal Learning
“A self-contained learning
event, occasionally
scheduled, typically
tracked, providing a comprehensive
approach to a topic.”
Informal Learning
“An opportunity without
conventionalism that provides
guidance, inspiration, expertise and
acumen typically in a non-formal
environment.”
Social Learning
“An exchange of ideas, knowledge or
information that provides initial or
supplemental understanding through
personal and professional networks.”
3-33: Pervasive
Learning Model
Source: Dan Pontefract, Flat Army 2013
21. Formal Learning
“A self-contained learning event, occasionally scheduled, typically
tracked, providing a comprehensive approach to a topic.”
Source: Dan Pontefract, Flat Army 2013
25. Informal Learning
“Learning that occurs primarily
spontaneously and outside of
formal, designed activities.”
Source: Dan Pontefract, Flat Army 2013
“Learning on demand!”
“Learning at the speed of need!”
28. Social Learning
Source: Dan Pontefract, Flat Army 2013
“Social learning can either be
formal or informal, and involves
learning through interactions
with others.”
29. Social learning is NOT social
media. Social media provides
a tool through which social
learning can thrive.
30. What is an enterprise social network?
Enterprise social networking is an
organization's use of internal social media, to
connect individuals within the organization for
the purpose of collaboration.
• Access is restricted
• Environment is open and collaborative
• 92% of fortune 500 companies have
implemented an enterprise social network
31. Why Enterprise Social?
• Breakdown Silo’s
• Drive innovation
• Foster learning (informal & social)
• Support a culture of collaboration
32. Use Cases for Cameco
Phase One:
1. Webjams
2. Leadership alumni groups
3. Video-based learning
4. Collaborative innovation
Phase Two:
• Onboarding
• Knowledge Transfer
36. A 3-33 approach to onboarding at Cameco
1 2 3
“The process of acquiring, accommodating, assimilating and
accelerating new talent in alignment with our overall business
strategy.
- Yammer group
- Specialist support
- After 5, under 1
- “All about U”
- “Total Rewards and U!”
- “Start-up” E-learning
- “Discovery Day”
- New-hire Talent Portal
- Youtube channel
- Uranium101.com
- Cameco.com
Informal
37.
38. What will learning look like in 2020?
1. The rise of gamification
2. MOOCs
3. The “flipped” classroom
39. Gamification
“A business strategy which applies game design techniques to non-
game experiences to drive user behavior.”
Source: Gamification.org
Source: @DanPontefract
41. “Flipping the classroom”
“Assign the lessons as homework, and take what
used to be homework and have students practice
in the classroom.”
- Sal Khan
42.
43. “Itunes saved the music industry.”
- Wall Street Journal
• $2.4 billion worth of downloads in Q1, 2013
• Average consumer spends $40/year on Itunes
• 63% of music purchases are made through Itunes
• Over 25 billion songs downloaded
44. The Future for L&D: ARC
ACCESS
RECOMMEND
CURATE
Source: Brown, Conner, Pontefract. 2013.
Thank you!This is really exciting. And I must admit, I am absolutely terrified of this microphone.I was recently at a workshop and the facilitator was wearing one of these and at one point she forgot she had it on and she slipped out to use the bathroom.Could you imagine?Don’t. Don’t imagine it!Long story short, I’ll go easy on the water over the next hour.Seriously though, can everybody hear me at the back? Perfect.Well thank you very much, this is wildly exciting. I am super pumped up about this, because I love talking about all things involving “learning”. And I truly believe there has never been a more exciting time in the history of the world to be involved in the field of organizational learning.
So in the words of the great Simon Sinek, shown here…Let’s start with why.Why are we here?Aside from the buffet and the CHRP credits.The reason I am here is because over the past 5 years rapid changes in the nature of work have led to changes in the way that learning is conceptualized within organizations. And, in the future, the pace at which learning will evolve will only become more rapid. In addition I firmly believe that as HR professionals, we will have tremendous influence over whether or not our organizations, and ultimately the people within them, thrive or fall behind based on the learning cultures we have built.And this, for lack of a better term, excites the crap out of me! There has never been a better and more exciting time in the history of the world be involved in the field of learning and development.
So that is why we are here. Just breifly, who I am, what I do, and what I believe in.My name is Brett Elmgren. I work as a leadership development specialist, although I am still trying to figure out what that means. I probably shouldn’t admit that because my boss is here, but then again his boss is also here, so now we are both probably in trouble…I should probably just move on….I work at a company called Cameco. We are global uranium mining company with roughly 5000 employees and our mission is to bring the multiple benefits of nuclear power to the world. On a personal level, I am extremely passionate about leadership, culture and ultimately organizational learning. And finally, my purpose is driven by my beliefs, and I personally believe that through positivity, collaboration and passion we can change our work and change our lives. This is the core reason why I am extremely excited to share this information with you today.
Before we begin our journey, I want to pause for a moment to talk about safety.Safety is Cameco’s first value and our primary focus. As a result, we have built a strong safety culture in part due to the fact that we have incorporated the concept of the “safety moment.”At Cameco, we begin every meeting with a safety moment, which is time to reflect and discuss a relevant safety topic to ensure we focusing on safety first.I would be remiss if I didn’t transfer our safety attitudes with me outside of the workplace, so if you will indulge me, I would like to begin this presentation with a brief safety moment.Our safety moment today will focus on the facility in which we are located. We have gathered many times at the Hilton to enjoy these luncheons, but it is important that we all understand the proper emergency exit procedure in the event that we have to evacuate the facility. So to demonstrate what can happen if you aren’t properly prepared, I scavenged our good friend YouTube for a clip on what can go wrong if you aren’t properly prepared.Please take a moment to direct your eyes to the screen.
I want to set the stage for our discussion with a story.Does anybody know who this is? This is a picture of Sir Ken Robinson, who is a leading figure in the movement to revolutionize education systems around the world. If you haven’t seen his TED talk on how “schools kill creativity” I strongly recommend investing 15 minutes and watching it. It has been viewed by over 30 million people around the world, and truly has put a wrinkle in the universe.Anyway, I was fortunate enough to hear Ken speak recently
Thank you!This is really exciting. And I must admit, I am absolutely terrified of this microphone.I was recently at a workshop and the facilitator was wearing one of these and at one point she forgot she had it on and she slipped out to use the bathroom.Could you imagine?Don’t. Don’t imagine it!Long story short, I’ll go easy on the water over the next hour.Seriously though, can everybody hear me at the back? Perfect.Well thank you very much, this is wildly exciting. I am super pumped up about this, because I love talking about all things involving “learning”. And I truly believe there has never been a more exciting time in the history of the world to be involved in the field of organizational learning.