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Chapter
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1
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Introduction
to the Learning Organization
The "learning organization" is the generic term given to strategies
and initiatives for improving organizational effectiveness.
The precise nature of the learning process varies between
organizations. The approach requires expertise and commitment
in each of the elements that constitute the total strategic
approach. |
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2
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What
is the Learning Organization?
Learning organizations adopt strategic approaches to long-term
organizational security, continuity, viability and effectiveness.
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3
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Evolution
of the Learning Organization
The evolution of learning organizations is studied here under
the headings:Cadbury; The Hawthorne studies; The Tavistock
studies; Rensis Likert; Learning organization research; Japanese
experience; McKinsey:in search of excellence. |
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4
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The
E-Dimension of Learning Organizations
The e-dimension of learning organizations is discussed here
under the headings: The support function; The primary function;
Other uses. Best-practice case: Schlumberger SA. |
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5
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The
Global Dimension of Learning Organizations
Learning organization approaches to globalization are discussed
here under the following headings: The Japanese; The niche;
Mass production and services; Culture. Best practice case:
Canon Inc. |
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6
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The
State of the Art
The support of top management is required Business development
requires that the implementation of strategy and the evaluation
of opportunities and potential be institutionalized from the
point of view of collective and individual learning, as well
as attention to customer and client needs Effective problem-solving
is possible only if there is a fundamental corporate openness
and honesty, and collective and individual willingness to
learn from errors. Effective appraisal and analysis depends
on a continuous positive relationship between supervisors
and subordinates, punctuated with regular formal reviews.
A strategic view must be taken of the collective present,
desired and required staff expertise. It is then essential
to decide how the gaps between each are best addressed.
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7
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Success
Stories in Practice
The chapter looks at the following case studies: P&O European
Ferries Plc; Patagonia Inc.; Sanyo Inc.; Semco Inc.
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8
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Key
Concepts and Thinkers
Glossary of terms. Related concepts and thinkers.
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9
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Resources
for the Learning Organization
The chapter looks at the contributions of: Hofstede; Drucker;
; Argyris and Schon; Senge. |
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10
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Ten
Steps to Making Learning Organizations Work
The 10 steps to a successful learning organization are in
summary: Resources; Induction and orientation; Attitudes to
success and failure; Problem-solving; Project work; Employability;
Understanding how and why people learn; The whole person and
the organization; Human capital; Corporate attitudes and management
style. |
