Learning Organization
Globalization putting lots of effect
on working requirement and conditions in every field so that the globalization
and the competition influence the procedure of working of organizations, where
only those organizations can succeed which provided learning environment
According to the Boydell (1989), Leaning
organization as an organization which facilitates the learning of all its
members and continuously transform itself. A learning organization is a company
that has an enhanced capacity to learn, adapt, and change, and holds the
culture of lifelong learning, enabling all employees to continually acquire and
share knowledge
Key features of learning organization
are, Continuous learning and improvements, Knowledge Generation and Sharing, Systematic
changes, Learning
Culture, Encouragement of Flexibility and Experimentation and Valuing of
Employees
Figure 1: Learning
Pyramid
Source: (Honey and Mumford , 1996)
According to the Honey &
Mumford(1996) develop Learning Pyramid shows clearly that individual learning
and/or self-development must underpin the learning organization
Figure 2: Learning
Processes
Source : Kolb (1984)
Steps/ Activities to implement
Learning Organization
As mentioned by Marquardt &
Reynolds (1994), following steps can be used for building the organization
capacity to learn in order to change the present situation.
· Transform the individual and
organizational image of learning;
- · Create knowledge-based partnerships;
- · Develop and expand team learning
activities;
- · Change the role of managers;
- · Encourage experiments and risk
taking;
- · Create structures, systems, and time
extract learning;
- · Build opportunities and mechanisms to
disseminate learning;
- · Empower people;
- · Push information throughout the
organization to external associates (customers, vendors, suppliers, and so
forth);
- · Develop systematic thinking;
- · Create the culture of continuous
improvement;
- · Develop a powerful vision for
organizational excellence and individual fulfilment;
- · Root out bureaucracy
Principles of Leaning Organization
According to the Goh (1998) following
five key components are identified as principles when implementing learning
culture within organization.
a) Mission and vision.
b) Leadership.
c) Experimenting culture.
d) Transfer of knowledge.
e) Teamwork and co-operation.
The five principles cannot operate
without two supporting foundations. These are:
a) The organizational design.
b) Employee skills and competencies.
Example
IMPROVEMENT
TEAMS IN A DUTCH ELECTRONICS COMPANY
As cited in
Each group has a team leader who
manages activities on a day-to-day basis. There are several different written
guidelines for the groups to follow. Each team has the responsibility to divide
tasks among the members, to present their plans and progress to their ‘clients’
in the organization, to get and use feedback from them, and to formally present
the outcomes of their improvement efforts to the management.
Conclusion
The development process has the
potential to make a strong positive impact on the performance of individuals,
teams and the organization as a whole
According to research findings of
References
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M., 2009. Armstrong's Handbook of Performance Management. 4th ed.
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B. & Calus, L. M., 2008. Employee Performance Management: policies
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dawoood, D.
S., D. M., D. F. & Ahmed, D. A., 2015. LEARNING ORGANIZATION–Conceptual
and Theoretical Overview. International Journal of Humanities Social
Sciences and Education (IJHSSE), II(04), pp. 93-98.
Kumpikaite,
V., 2008. Human resource development in learning Organization. Journal of
Business Economics and Management, i(9), pp. 25-31.
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V., 2008. HUMAN RESOURCE DEVELOPMENT IN LEARNING ORGANIZATION. Journal of
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Hi thanuja, well said about continuous learning.. very few understand that, even though we have years of experience in a certain field, yet there’s much more to learn to fit the the rapid changes taking place due to globalization.. worth reading 👍
ReplyDeleteHi Nimra, Agree with your comment.
ReplyDeleteNowadays a global world is characterized by constant changes in society, technical development,legislation, and the economy. This puts pressure on the development of the employee’s work skills andon his ability to flexibly adapt to changing conditions. In order to function as a fully valued workforce,one must constantly expand one’s abilities, knowledge, and skills.
Education and the formation ofwork skills are becoming a lifelong process in modern society. The characteristics of sustainablehuman resource management (HRM) can be various: long-term orientation, care of employees, care ofenvironment, profitability, employee participation and social dialogue, employees’ development,external partnership, flexibility,compliance beyond labor regulations, employee cooperation, fairness,and equality (Stofkova & Sukalova, 2020)
Hi Thenuja, Agreed with you. Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory the learning organization as an ideal into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process acquiring, interpreting, and applying knowledge then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met (Garvin, 2003).
ReplyDeleteHi Thenuja, Agreed with you. Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory the learning organization as an ideal into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process acquiring, interpreting, and applying knowledge then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met (Garvin, 2003).
ReplyDelete