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A learning organisation

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roy seo

on 2 December 2013

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Transcript of A learning organisation

A Learning Organisation
Week 10
Five disciplines of learning organisation (Senge, 1990)
(The ELM, Kolb, 1984 and Honey and Mumford, 1989)

Knowledge-based sectors

Failed to create centralised databases of good ideas and lessons
Interpersonal relationships
Challenge to ownership of the expertise
Tension between the organisation and open access

Presented by Oluwagbemisola Ade - Odunuga (oaa47)
Shuangran Zeng (sz204)
Jin Ho Seo (jhs26)

(Behaviourist and cognitive theories of learning, Beckett and Hager, 2002, p.98)
Knowledge management of Pharmaceutical company
What is a learning organisation?
“Leaning organisation is an organisation which facilitates the learning of all its members or the process of improving the actions of members through better knowledge and understanding ”

“Learning organisation is a concept of representing an ideal of whole organisation learning by all employees and the use of learning to transform the organisation”

"The notion of a learning organisation is to maintain competitive advantage, organisations through the collective interactions of their employees need to learn faster than the rate of change and faster than their competitors"

“The learning organisation is seen as a strategy for performance improvement and competitive advantage”

Roles of leaders in the learning organisation?
“Leaders as special people who set the direction, make key decisions and energise the troops as deriving from a deeply individualistic and non-systemic worldview (Senge, 1990: 340)”
Definition of a learning organisation

Identify roles of leaders in the learning organisation

Theoretical frameworks

Application in practice with examples


The learning company profile
(11-point diagnostic jigsaw, Pedlar, 1991, 1997)
Application in practice with examples
Toyota manufacturer
Three key elements of Toyota’s learning organisation:

Identify root causes and develop countermeasures
Use Hansei: responsibility, self-reflection, and organisational learning
Utilise policy deployment

Beardwell, J and Claydon, T. (2010). Human resource development: the organisational and national framework. In: Watson,M Human Resource Management: A Contemporary Approach. 6th ed. London: Pearson Education Ltd. 306-327.

Boselie, P. (2010). Development. In: anon Strategic Human Resource Management: A Blanced Approach. Croydon: McGraw-Hill Education. 221-227.

Bratton, J and Gold, J. (2012). Human Resource Development and Workplace Learning. In: Human Resource Management: theory and practice. 5th ed. Hampshire: Palgrave Macmilan. 310-323.

Caldwell, R. (2005). Leadership and Learning: A Critical. Systemic Practice and Action. 18 (4), 10.

Darren,D. (2006). A look into Toyota's learning organisation. Available: http://www.reliableplant.com/Read/13439/toyota-learning-organization. Last accessed 21th Nov 2013.

Liker,J (2005). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer . Michigan: McGraw-Hill . p147-173.

Millmore, M, Lewis, P, Saunders, M, Thornhill, A and Morrow,T. (2007). Strategic human resource development: pot of gold or chasing rainbows?. In: Anon Strategic Human Resource Management: contemporary issues. Ashford: Pearson Education Ltd. 371-392.

Renesch, J and Chawla, S. (2006). The DNA of Learning Organisation. In: Anon Learning Organisation:Developing cultures for tomorrow's workplace. Portland: Productivity Press. 178-196.

Smith, M. K. (2001) ‘Peter Senge and the learning organization’, the encyclopedia of informal education.

Warren,W. (2006). What Are Learning Organisations, and What Do They Really Do?. Chief Learning Offier. 1 (1), 1-7.
Ability to network

Ability to be initiative and to be flexible

Ability to think outside the box

Ability to have vision and attitude

Ability to distribute multiple tasks
Characteristics of leaders in Los:
Commitments of leaders
Estblish mearuable targets

Enhance professional qualifications

Encourage equal opportunities

Ensure annual reporting
Policies, strategies and systems

Building shared-vision
Leaders as designers
Leaders as stewards
It is not about "teaching" people how to achieve their vision

Define reality
Leaders as teachers
Purpose stories relating their organisation

Responsible for the vision
Kolb's Learning Cycle
Concrete Experience
Reflective Observation
Abstrat Conceptualisation
Active Experimentation
The learning organisations build on notions of business exellence through organisational learning.

A significant impact on the effectiveness of HRD policies, especially the relationship between managers and employees.

Has become a key field of interest

Knowledge management is an approach for stimulating the sharing of knowledge and experience among employees in an organisation.
(A source of encouragement for the learning organisation)
Traditions of learning
Traditional view
Current view
Learn on an everyday basis

Theory of human development

Emerging Paradigm
(Holman et al., 1997)
(Vygotsky, 1978)
(Martin, 2007)
(Senge, 1990:11)
(Ashton and Felstead, 2001; Greer, 2001)
(Weldy, 2009)
A learning organisation has the ability of and is more than willing to self-changing and develop to achieve organisational goals. Also, it has the capability to change its fundamental purposes, visions and opertional procedures to accept the changes arising.
A learning organisation is:
ToPdesk Software
Team work and team learning as essential

Egalitarian culture, little hierarhy and substantial employee autonomy

"Learning budget of $2000" offered

Consistent effort in helping students and graduates develop personal skills
(Liker, J: 2005)
Q & A
Thanks for your attention
Full transcript