The increasing need for learning in organisations is one of the latest isms' of current management literature. Not only is the ability to learn expected to create the major source of competitive advantage age for organisations in the future (Senge, 1990), but learning itself is seen as a prerequisite for the survival of today's organisations…
What is really meant by this definition has usually been clarified by offering a list of the various elements of a learning organisation. In other words, a learning organisation is defined via the existence of organisational conditions that favour learning per se.
NORDEF is a Defence communication provider; it began making equipment for strategic defence communications systems in Australia in 1988. The company has come a long way since initial conception, remaking itself as a major defence communication provider, a change that hasn't gone unnoticed. NORDEF was recently called the poster boy for companies making the transition into the new economy. Major changes began at NORDEF when James Plant, the company's current president and chief executive, took office in 1997. He saw that the marketplace of defence communications was shifting from a traditional line based technology to sensor to shooter, or satellite based systems. The trick was figuring out how to speed up the process of getting new products and services into the defence market so NORDEF could keep ahead of the fast-paced defence orientated procurement world. In the past, it often took as long as 10-15 years to complete a research and procured developed project to actual in-service usage.
Pedler, Burgoyne and Boydell's (1991) model of a lea...
Processes for Transformation
The literature regarding learning organisations is largely prescriptive in nature and proposes how organisations should be designed and managed in order to promote effective learning.
Pedler, Burgoyne and Boydell's (1991) model of a learning organisation is seemingly the most penetrative of the competing models and probably has therefore become the most popular and widely referred-to model in recent literature. This is the area where theory building has clearly reached the point of synergetic models. There are 11 characteristics of a learning organisation identified in this model and even though these traits are organized differently, they also appear as similar ideas to the five main disciplines': mental models, shared vision, personal mastery, team learning and systems thinking -- which form the foundation of the learning organisation' according to Senge (1990).
According to Pedler, Burgoyne and Boydell (1991), learning approaches to strategy and participative policy-making are closely connected to policy- and strategy-forming processes referring to the sharing of involvement in these processes. Information systems, formative accounting and control systems, internal exchange of information and reward flexibility are elements within the organisation that may either be a help or hindrance to learning. Equally important factors are enabling structures with loosely structured roles and temporary departmental and other boundaries which create opportunities for individual and business development. The ability to learn by benchmarking in external relationships by using boundary workers and to promote inter-company learning by engaging in a number of ...
Cite this document
(“Transform an Organisation into a learning organisation Essay”, n.d.)
Retrieved from https://studentshare.net/education/298321-transform-an-organisation-into-a-learning-organisation
(Transform an Organisation into a Learning Organisation Essay)
“Transform an Organisation into a Learning Organisation Essay”, n.d. https://studentshare.net/education/298321-transform-an-organisation-into-a-learning-organisation.
The concept of organisational culture has evolved to be one of the most major and controversial issues in the 21st century management approach. It has frequently been envisaged to play a crucial role in shaping the organisational structure and has a significant influence upon the policies and performances of the company.
If a climate of learning is fostered in the organizational matrix then it is possible to eradicate the employees’ mindset issue (Smith, 1999, p.217). Management in 20th century has come up with various developments and practices from which learning organizations is one.
Instead, such a development is facilitated by certain factors. With the growth of organization and structuring of the company, individuals tend to assume more strength and power and their rigidity subdues the organization’s capacity to learn as it grows.
The organization is therefore dependent on how well its resources are being deployed and the manner under which success is achieved in entirety. It is significant to comprehend how the organizational value will come about more so when the employees are focused on getting the job done, making use of resources that are available at their disposal.
A description of the knowledge management strategy for Speedo 7 5. A description of the knowledge management system proposed to support the KM strategy 8 6. Conclusion - An evaluation of how the suggested knowledge management strategy and system support the firm’s overall business strategy 10 References 11 Appendix 12 1.
Leadership can be defined as the ability of the management to provide inspiration, objectives, operational oversight and administrative services to a business that enables it to grow and change into a major institution in the business world. A strong leader is one who can inspire confidence and support among the people that work under him in order to improve service delivery within the learning institution.
This is because organizations continuously need to change internally, as well as adapt to changes they meet in their operational environment. So it is quite understandable that there is a growing need to know more about the most favorable conditions for learning, as well as to understand the processes of both organizational learning and change, in order to improve learning effects.
Aside from this, rise to fame of management concept has eroded the notion of leadership.
This paper seeks to depict the precise connotations of relative terms, such as leadership, management, and learning organisation.