Organizational_Learning
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The document discusses organizational learning and defines a learning organization as one that continuously transforms through developing all members. There are four propositions about organizational learning: an organization must learn faster than its environment changes; the degree of needed change depends on environmental instability; few managers can no longer keep pace with changes; and the workforce must be involved in identifying and implementing changes. It also outlines a systematic approach to organizational learning and discusses relationships between organizational learning, structure, culture, and change.
Organizational_Learning
- 1. Organizational Learning “Management Paradigm & Conceptual Cycle” Suresh A M
- 3. Definition A Learning Organization is the highest state of Organizational Learning, in which an organization has achieved the ability to transform itself continuously through the development and involvement of all its members. ~ Tsang
- 4. There are 4 common propositions that underpin the concept of Organizational Learning P1: In order to survive, an organization must learn at least as fast as its environment changes. P2: The degree to which an organization needs to move away from traditional forms of learning to organizational learning is dependent on the degree of instability in its environment. P3: In the past, maintaining alignment with the organizations environment was the responsibility of a few senior managers; however, the environment is now changing so fast that it is beyond the ability of a small elite of manages to keep pace with the necessary changes. P4: The entire workforce needs to be involved in identifying the need for change and implementing it.
- 5. Systematic Approach to Organizational Learning 1. Knowledge acquisition 2. Information distribution 3. Information interpretation 4. Organizational Memory
- 6. Reservations & Relationships 1) Organizational Structure 2) Organizational Culture 3) Organizational Change 4) Organizational Learning, Environment & Choice
- 7. In terms of their structure, organizations need to consider carefully the nature of environment in which they operate.
- 8. There is a parallel cultural continuum ranging from role to task.
- 9. A fourth continuum to parallel the environmental, structural and cultural ones: a change continuum ranging form plan to emergent
- 10. Proponents put Organizational learning on the same end of the spectrum as network structures, task culture and emergent change. It puts traditional learning on the same camp as bureaucracy , role culture and planned change
- 12. Learning Styles HONEY & MUMFORD 4 LEARNING STYLES ARE STANDARD 1. Activists: People who learn best when they can use trial an error to discover something 2. Reflectors: People who learn best when they are given adequate time to digest, consider and prepare. 3. Theorists: People who learn best when there is sound structure and pattern or purpose 4. Pragmatist: People who learn best when they can be given real life practical issues, tips and suggestions KOLB EFFECTIVE LEARNING ABILITIES 1. The ability to be involved fully, openly and without bias in new experience 2. The ability to reflect on and observe experiences from different perspectives 3. The ability to create concepts that integrate reflection and observation into logical theories 4. The ability to use theories to make plans and implement action
- 13. Cycle of Individual Learning Reflective Observation Abstract Conceptualization Active Experimentation Concrete Experience
- 14. Integrating the Cycle of Individual Learning