The Learning Organisation
Question: What is meant by 'the learning organisation'? to what extent do u regard this concept as realism and significant?The idea of the learning organisation is one which has captured the imagination of trainers and a whole host of others. Organisational learning means the process of improving actions through better knowledge acquisition, clearer understanding and improved performance. It is a method of detecting and correcting errors. A learning organisation is not just an organisation which carries out extensive training but rather an organisation which facilitates the learning of all it's members and continuously evolves itself. Thus a learning organisation could be defined as 'an organisation that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgeable workforce. This produces a very flexible organisation where people will accept and adapt to new ideas and changes through a shared vision.'The idea of the learning organisation is based on three main issues which are referred to as the 3 M's:-Meaning: here the organisation needs to pocess the well grounded definition, it must be actionable and easy to apply.
Leadership would also have to be looked at. The old hierarchical communication barrier between manager-worker has devolved into more of a coach-team member scenario. All opinions are treated equally and with respect. It also ensures that any individual will be able to cope rapidly with a changing environment, such as those that exist in modern times. The perfect Learning Organisation is not an attainable goal, it is merely a desirable concept: there is no correct implementation of the Learning Organisation. An active learning organisation will have at its heart the concept of continuous learning. Before a Learning Organisations can be implemented , a solid foundation should be laid and this can be achieved by taking into account some certain factors: Firstly, awareness. This makes for higher productivity within teams and between teams as they build on each others strengths. Life cycles of products are shortening dramatically, sometimes ending prematurely and permanently as new products replace them. anisation needs to have clearer guidelines for practice, filed with operational advice as to high aspirations also shows evidence of learning in a double-loop manner, systematic problem solving, experimentation and internal information transfer. This thus leads to interdependency. Communication between and across all layers of the company gives a sense of coherence, making each individual a vital part of the whole system. Workers perform better as they feel more a part of the company; they are not just pawns in a game. The reality is, all too often, that two plus two equals three or less! This is referred to as 'negative synergy'. People are appreciated for their own skills, values and work.
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