ON
(LEARNING ORGANIZATION)
SUBMITTED TO
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ACKNOWLEDGEMENT
us with all the facilities. We are highly thankful to Ms. Tannu Badhwar
during the project, their help, it would have been extremely difficult for
Regd.No 10906034
INDEX
ABSTRACT S…………………………………………………………....
FOUNDERS....……………………………………………………………
INTRODUCTION ……………………………………………………
LEARNING ORGANIZATION............………………………
EMERGENCE OF ORGANIZATIONAL
CULTURES.........................…………………………………………
ORGANISATION.............................................................
LEVELS OF LEARNING.........………………………………...
TYPES OF LEARNING......................………………………..
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EXCELLENCE..................................................................
ORGANISATIONS............................................................
.....
LEARNING........…………………………................................
ORGANISATION..............................................................
.........
LEARNING
ORGANISATION..............................................................
........
CASE
STUDIES........................................................................
.....
BIBLOGRAPH…………………………………………………………….....
....
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organization
Article Abstract:
chief training officer and provide him or her with enough authority to
Article Abstract:
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perform activities that directly affect customer satisfaction but have been
Article Abstract:
influence and learn their strengths and weakness with respect to market
their customers and market trends and articulate a vision based on the
ARTICLE ABSTRACT :-
one another’s data sets using the authors’ respective original frameworks,
thus intending to build reflexivity into the latter. The study identifies
Abstract:
organization principles.
organization
Abstract
facility.
how and why people cooperate intellectually. After submitting his résumé
and completing the interview process, Rogers is offered the position for a
term appointment of three years. After one month on the job, Rogers
opportunity Rogers has looked forward to for many years, but what will his
plan of attack look like? How can he help this collection of rocket scientists
together with input from NASA engineers, scientists and other key players.
Article Abstract:
studied.
ARTICLEABSTRACT:
Inc., Boeing Co. and Lear Seating Corp. A Learning Organization Quiz that
provided.
FOUNDERS:-
Peter Senge
growth and prosperity holds strong appeal for today's business leaders.
His research centre at MIT, the Centre for Organizational Learning, started
organization pilot programs with the help of Senge and his colleagues.
Chris Argyris
Chris Argyris is also lauded for disseminating pioneering ideas about how
learning.
In his article "Good communication that blocks learning," Argyris says that
action and fix whatever is wrong. Worse yet, they discourage double-loop
learning, which is the process of asking questions not only about objective
facts but also about the reasons and motives behind those facts. Argyris's
take responsibility for their action and inaction, and make conscious the
INTRODUCTION:-
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learning
their capacity to create the results they truly desire, where new and
set free, and where people are continually learning to see the whole
directed towards shared values or principles. (Watkins and Mar sick 1992:
118)
Learning Organisation
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organisation’s shared vision. Many books have been published about the
• Competitive Culture
• Learning Culture
• Bureaucratic Culture
• Participative Culture
• Team Learning
high
low
another.
organisation.
Organisations that learn faster will be able to adapt quicker and thereby
There are four major areas, which have changed profoundly over the last
years:
globalisation
quantum physics means that one cannot predict with absolute certainty,
architecture.)
customisation)
4. Workers (Those who thrive will have problem identifier skills, problem
own the means of production and they can take it out of the door with
empowers people within and outside the company to learn as they work.
opportunities to learn.
conceptualisation.
It possesses the ability to continuously adapt, renew, and revitalise itself
the subsystems in their own chapters so I won’t go into the details here.
Our mental models of the world and of ourselves grow out of our
Levels
include:
guarantee them lifelong employment but that they can assist them in
Development.)
structured way.
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Group/team learning means that work teams must be able to think and
create and learn as an entity. They must learn how to better create and
ensures that teams share their experiences with other groups in the
organisation. Team learning will occur more fully if teams are rewarded
Watkins and Mar sick’s team learning model that shows the learning
overlap,
The discipline of team learning begins with dialogue that allows the
learning.
Types
loop (questioning the system itself and why the errors or successes
Skills
Changes in one part of the organisation can affect other parts with
surprising consequences.
activity or concept
of a team to create the learning and results that its members seek. The
22 | P a g e
team involved must learn to tap the potential of many minds to become
and effort!)
leanings
10. Change the mental model relative to learning (most people retain a
The organisation subsystem refers to the setting and body in which the
learning occurs. The four key dimensions are vision, culture, strategy, and
structure.
it cannot achieve its vision. A shared vision provides the focus and energy
for learning. It can lead multiple strategies and procedures into a common
goal.
Structure. Although form should follow function, the opposite is often the
support, and resources in the hands of the people who need them:
applicable learning.)
Networking (networks differ from teams or task forces in that they are not
temporary, do not only solve problems that have been defined for them,
but take their own initiatives, can make substantive operating decisions of
their own.)=
organisation
boundaries are minimised so that knowledge and ideas can quickly move
5. Recognise and reward individual and team learning. (That which gets
rewarded gets done. Rewards should cover learning actions, such as risk
need time to plan and reflect; they need physical, social and mental space
People are the pivotal part of learning organisations because only people,
itself. Each of these groups is valuable to the learning organisation, and all
enablement of employees:
empowered them.)
workers are able to make decisions as good as, if not better than, the
best information).
Knowledge manager
Co-ordinator
Engaging in systems thinking (they must help people see the big picture,
knowledge for customers, after all, have expertise in what they do or buy.
organisations:
knowledge about financial, technical, and other data so that they can
organisation
Individuals may come and go, but valuable knowledge cannot be lost or
knowledge.
means learning from what other parts of the organisation are doing. It
must first determine what is important to retain and then how best to
Structured and stored so the system can find and deliver it quickly and
different manners)
learning-need basis
user
etc.).
Four factors may limit the transfer: cost, cognitive capacity of receiving
unintentionally.
transferring knowledge
knowledge
8. Develop a knowledge base around the values and learning needs of the
organisation
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10. Transfer classroom learning to the job (less than 10 percent of the
learning that occurs in the classroom is ever transferred to the job. This
Strategy).
gather code, process, store, transfer, and apply data between machines,
transfer in organisations:
It can improve the ability of people to communicate with one another,
because it blurs the boundaries of the company and increases the range
It makes it easier for people to communicate directly with one another
It reduces the number of management levels needed; yet at the same
and the storage of knowledge in open databases rather than in the minds
of individuals
based multimedia training for the delivery and sharing of knowledge and
skills away from the job site. The future learning environment will be
be under the control of the employee, because most jobs are becoming
ever more complex and require higher levels of skills. In addition, the skill
? Help improve the learner’s job performance, not just their knowledge
? Provide this help just in time, when and where the worker needs it
tests
components:
3. On-line help
9. System information
1. Encourage and enable all staff to connect into the information highway
(Internet)
4. Use technology to capture knowledge and ideas from people within and
technology
resources staff.
organisations:
people)
learning model.
others)
improvement
employees’ skills not only in present job but also for future, unforeseen
challenges.
organisation)
organisation levels
committed. But it is possible to begin in any part that has the potential to
affect the others. Start where the energy is! Things to consider include:
department
? Start with one department and Focus on one of the key business issues.
organisation. The idea is to make the status quo seem more dangerous
? Create short-term wins. Most people won’t stay on the long march
Declaring the war won can be catastrophic until changes sink deeply into
the culture.
Ten facilitating factors that support and sustain the learning organisation:
solving problems.
vision.
Transfer
preparing for the future. They called The Adele Lynn Leadership Group for
solutions.
knew that they believed that the “younger generation of engineers” were
just not as motivated and dedicated as they were. We also knew that the
learning curve for the type of work these master engineers performed was
very long.
The solution:
We knew that the key was to shorten the learning curve AND create a
were engineers and they valued the structure.) But, central to the success
leadership to help the mentors believe that this contribution was part of
their legacy. Then, we worked extensively to give both the mentors and
the mentees the tools they needed to succeed. These tools included how
Result:
Nearly 100 new engineers have been hired and are in the mentoring
process. These engineers are all assigned mentors and the mentor, the
enthusiasm for the mentors. Turnover rate for the new engineers is lower
than at any other time in the last 10 years, and the company is in the
Case Study:2
Organisation
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million losses into large profits ($56 million) in the early 1990’s by
culture.
REFERENCES:-
http://www.scribd.com/doc/17290572
www.lynnleadership.com/learning.htm
www.squidoo.com/educationalimportance
www.faqs.org/.../From-ideas-to-actions-creating-a-learning-
organization-Globalization-of-the-business-environment-imp.html
www.infed.org/thinkers/senge.htm
en.wikipedia.org/wiki/Learning_organization
en.wikibooks.org/wiki/Learning Theories/Print_version
www.msu.edu/~sleightd/trainhst.html
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1281854