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¶ … beliefs and ideas regarding a learning organization, including the definition of a learning organization, its characteristics, and what theory supports the philosophy of the learning organization. Today, many business leaders know organizational behavior has transformed offices and corporations to make them more competitive and profitable in the global economy. One form of organizational behavior that has become increasingly popular is the learning organization model.
Today, the theory of creating learning organizations is extremely popular. Some excellent examples of learning organizations include Honda, Rockwell, and General Electric, because they continually create innovation and an acceptance of change in their organizations. What exactly is a learning organization? One OB expert defines it this way: "A learning organization is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights" (Goh, 1998). Thus, the most important elements of a learning organization are change and the ability to change their culture and their outlook.
Another expert continues, "To be successful, companies...
'If you don't approach it seriously, and don't look at it systematically, then you will waste time and effort and upset a lot of people,' O' Brien said. 'It's not something you can play around with'" (Bencivenga, 1995, p. 74). For a learning organization to be successful, the entire workforce, from the CEO on down, must be open and willing to change and grow.
The successful learning organization exhibits numerous characteristics. Primarily, the organization must be open to change. In addition, many experts agree that certain characteristics are essential for any organization to implement the learning ideal. Other characteristics of these organizations include opportunities to continually learn and acquire knowledge, reaching goals with learning, a strong link between individual and organizational performance, fostering investigation, and discussion, allowing the workforce to communicate honestly without fear of reprisal. They also welcome creative conflict as a foundation for creativity, power, and revitalization, and the organization should be constantly aware of and interrelate with their situation and environment (Rowden, 2001,…
References
Bencivenga, Dominic. (1995, 1 Oct.) Learning organizations evolve in new directions. HR Magazine, Vol. 40. pp 69(5).
Bonebright, D.A. (2003, August). Built to learn: The inside story of how Rockwell Collins became a true learning organization. T& D, 57, 67+.
Drejer, A. (2002). Strategic management and core competencies: Theory and application. Westport, CT: Quorum Books.
Gilley, J.W., & Maycunich, A. (2000). Organizational learning, performance, and change: An introduction to strategic human resource development. Cambridge, MA: Perseus Books.
2. True learning organizations allocate the time and resources that are required to develop a competitive advantage based on the lifelong learning and training opportunities that are provided to everyone in the organization. 3. A learning organization not only develops the opportunities for learning but it also provides a corporate culture that encourage all of its members to become self-actualized, thereby contributing to the advancement of the larger society in which
Learning Theory: The process through which humans learn has been an issue of significant concern since the emergence of formal education thousands of years ago. In attempts to understand the process of human learning, there have been several theories and concepts that have been developed from time to time. These concepts and theories have particularly been a reflection of the various paradigm shifts in thought and practice. The most significant shift
Organizational Change and Development This is an article on various aspects of change with special emphasis on the factors for change and subsequent OD activities. It has 11 sources. Change is invariable in any management setting though it is concerned with the whole organization or only certain key management roles. Even though change in any form is one of the most contentious issues to deal with, it must be said that change
Smith provided the appropriate managerial direction which struck the right balance between creativity, performance and productivity. His farsightedness which encompassed a wide vision was long-term, ambitious and the same time entirely practical and feasible. (Section 7: Leadership and Management, p. 243) Having earlier steered a floundering company towards a successful path, Smith's work was uphill. He had to drastically change the organizational culture and structure while reducing conflict within the
3.8-3.85 Spend time teaching and coaching. 2.4-3.2 Make clear what one can expect to receive when performance goals are achieved. Show that I am a firm believer in "If it ain't broke, don't fix it." Go beyond self-interest for the good of the group. 3.9-4.0 Treat others as individuals rather than just a member of a group. Demonstrate that problems must become chronic before I take action. Act in ways that build others' respect for me.
Learning Mathematics Acquisition of numeracy has been an issue that has attracted a lot or research .The research is mostly aimed at finding out the personal and social factors that affect the acquisition of numeracy as well as the impact the public or popular perceptions of mathematics on a learner. The paper will look at some of the social and personal factors that might have an impact of the acquisition of