Learning

organization

Done by:
 Outline
Introduction
Learning organization definition
Features of learning organization
Steps of implementation
Learning organization characteristics enhance
transfer of training
References
 Introduction

An organization 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 organization where people

will accept and adapt to new ideas and changes through a
shared vision.
 Learning Organization Definition

A Learning Organization is one in which people at all levels,

individuals and collectively, is continually increasing their
capacity to produce results they really care about.

What is achieved by this philosophy depends considerably

on ones interpretation of it and commitment to it. The
quote below gives a simple definition that we felt was the
true ideology behind the Learning Organization.
Features of a Learning Organization

Continuous Learning
Continuous learningis the ability to continually develop and
improve skills and knowledge, to adapt to changes in the
workplace, and perform effectively.
Knowledge Generation and Sharing
Today's business environment isdata-driven. Companies
count on being able to quickly gather information to make
decisions and solve problems.
Systems Thinking
Systems thinkingis a framework designed by Peter Senge
that helps us understand how parts, people, and events in a
company influence one another within the system as a
whole.
 Learning Culture
Alearning cultureis a set of organizational values,
processes, and practices that encourage individuals and
the whole organization to increase their knowledge,
performance, and competence.

Work place flexibility

Flexibility is a way to define how and when work gets done
and how careers are organized. It is a critical ingredient to
overall workplace effectiveness.
 Steps to Implementation

1. Develop the business case

Know what problem you hope to address by increasing
flexibility. It is helpful to look at comparable companies and
their experiences with flexibility so that you can provide
evidence about what the companies you benchmark your-
self against are doing and how these efforts have
succeeded.
2. Reviewyour owncompanys experience
Review any existing programs or policies to see how well
they are working, and what needs improving. Identify
employees currently using flexible work policies and talk
with them to assess their experiences.
3.Definepoliciesandpractices
Determine which flexible work options you will create or
improve and how they are to be negotiated and reviewed.
4.Createtoolsandresources
Provide employees and supervisors with examples of how to
think through their options.
5.Helpsupervisorslearntomanageflexibly
Flexibility doesnt work in all types of jobs or for
allindividuals. Supervisors need help withlearning new
ways of managing, including how to problem-solve and look
for win-winsolutions.
 Learning organization
characteristics enhance transfer
of training
Systems Thinking
System thinking is where we treat real world things (objects,
products, situations, organizations, etc.) as systems, to learn
more about them.
System thinking is not the preserve of engineers or
scientists; anybody can apply and use it. It is a tremendously
powerful and universal framework that can be used in many
situations:
To gain understanding of a complex situation.
To gain sufficient understanding to make predictions of future
system behavior.
To solve a problem.
To create a new system.
 Personal Mastery
It is primarily about self awareness. This revolves
around an idea of how much we know about
ourselves. It can be achieved through continuous
learning and self improvement.
Three components of Personal mastery are personal
vision, accept and use creative tension and finally
have a commitment to truth.
If a person is setting up a company, one should have
a vision that is, person should have a clear idea about
what does he wants the company to do and where
does he want to see the company in near future.
 Mental models
A mental model is a construct that combines the previously
described schema with a process for manipulating the
information in the schema.
Norman also points out that mental models evolve
inherently through contact between user and object and
are highly influenced by the nature of that interaction as
well as the users own previous experiences. Keiras and
Bovair point out in their research, when presenting a new
device to a user, even a metaphorically familiar one with
new features, those extra features must be presented in
such a way that they themselves support inferences about
the specific resulting actions.
 Shared Vision
It is ability of a group of individuals to have a shared vision
as it creates a common identity. This creates ability of a
group to have a shared picture of mutually desirable future.
Learners are more likely to perceive training as useful when
they recognize the need to improve job performance or
acquire a new skill and feel that the training will enhance
their performance.
The expectation from supervisors, learners and their co-
workers that the training is important and that the skills
learned in training will be applied at work also has a
positive effect on learner motivation and on the success of
training.
 Team Learning
This is when people in a group start thinking together and share
experience and skills with each other about how to do things better,
these require team members to engage in discussions and have to
believe that collaborative learning is more important than individual
learning and this emphasizes the whole is greater than the sum of its
parts.
This considers in detail nine components of task work that are
relevant to the likelihood of successful training, transfer, and
maintenance in team training:
1. Conceptual understanding;
2. Applying conceptual understanding;
3. Procedural learning;
4. Feedback;
5. Social support;
 Conclusion
Learning involves knowledge acquisition, knowledge
sharing, knowledge utilization and also new success.
Organizational is learning, learning that provided through
set of organizational members.

In organizational learning, leaders must create an

environment that all organizational members as learners,
teachers and leaders flourishing to increase what they
choose, they do and have ability.
 References
Chaluvadi, B. (2004, 7 6). Learning Organization. Retrieved from scribd:
https://www.scribd.com/document/232753408/Learning-Organization
Court, D. (n.d.). Systems Thinking. Retrieved from burgehugheswalsh:
http://www.burgehugheswalsh.co.uk/systems-thinking/
Dejmal, A. (n.d.). Key Features of the Learning Organization. Retrieved
from study: http://study.com/academy/lesson/key-features-of-the-learning-
organization.html
Lall, M. (2009). Learning Organization and Organizational learning. In S.
Sharma, chapter 2.
Mulcahy, A. M. (2005, 4 17). Key Strategies to Value Employees That
Increase Profitability . Retrieved from http://switchandshift.com:
http://switchandshift.com/10-key-strategies-to-value-employees-that-
increase-profitability
Sarabia, M. G. (2015, 10 29). Workplace Flexibility: A Guide for Companies.
Retrieved from www.scribd.com:
https://www.scribd.com/document/287748504/Workplace-Flexibility
Merrill, M. D. (2000). Knowledge objects and mental models. In Advanced
Learning
Norman, D. (1983). Some observations on mental models. Mental models,