" (2003)
The Charter school has a unique opportunity to implement the principles of Peter Senge, and most particularly the principles associated with the 'learning organization' and from a perspective noted in the statement of Senge that it is very unlikely that the "deep systemic problems that afflict our institutions and society..." will find correction until "the ability to honor and integrate theory, personal development and practical results..." has been rediscovered since it is seemingly a lost ability. (Senge, 1997)
Senge states that change may very well involve "returning to an older model of community: traditional societies that gave respect to elders for their wisdom: teachers for their ability to help people grow, and warriors, weavers, and growers for their life skills." (1997) it is important to note the statement with which Senge concludes this work in writing as he states: "Our responses may lead us, ironically, to a future based on more ancient -- and more natural -- ways of organizing: communities of diverse and effective leaders who empower their organizations to learn with head, heart, and hand." (1997) This requires that each individual community school take the responsibility that older generations previously took in their systems and that community members shift the burden back to themselves for the state of affairs in their local schools.
Peter M. Senge, in the work entitled: "Communities of Leaders and Learners" published in the 75th Anniversary Issue of the Harvard Business Review (1997) states: "Increasingly, successful organizations are building competitive advantage through less controlling and more learning -- that is, through continually creating and sharing new knowledge. The implications this change will have for the theory and practice of management are impossible for us to overestimate." Senge states that the myths surrounding leadership roles must be put aside and specifically those which view leaders as "isolated heroes commanding their organizations from on high." (1997)
Today's leaders must work in gaining compliance from those whom they lead and must understanding that "top-down directives, even when they are implemented, reinforce an environment of fear, distrust and internal competitiveness that reduces collaboration and cooperation." (Senge, 1997) Building 'a community of leaders' within the organization that is a 'learning organization' requires that the following types of leaders are first recognized and then secondly developed:
1) Local line leaders, managers with significant bottom-line responsibility, such as business unit mangers, who introduce and implement new ideas;
2) Executive leaders, top-level managers who mentor local line leaders and become their "thinking partners," who steward cultural change through shifts in their own behavior and that of top-level teams, and who use their authority to invest in new knowledge infrastructures such as learning laboratories; and 3) Internal networkers, people, often with no formal authority, such as internal consultants or...
organization "that is able to change its behaviors and mind-sets as a result of experience" is referred to as a learning organization (Milton-Kelly, n.d.). The concept of learning is, in reality, not as easy as it sounds, and organizations often find themselves having to grapple with the negative consequences of repetitive dysfunctional behaviors brought about by the refusal to accept and acknowledge certain truths (Milton-Kelly, n.d.). The tendency to
Learning Organization Analyze Concept Learning Organization, • The Organizational Conditions Suited A Managerial Intervention; • Its Implications Managing People; • Its Likelihood Success Under what conditions is it likely to be successful? The idea of a 'learning organization' has become one of the most popular concepts in managerial theory. It originated with the theorist Donald Schon, who stressed that given the mutability of the exterior environment, business organizations must likewise be responsive to
Strategizing is required, but the learning fostered is not necessarily pre-determined and linear in fashion. After all, life and the way that the economic marketplace shifts and changes are often unpredictable in the extreme. Similar in the ways that the parts of a body must adjust to unexpected changes in the exterior environment, such as changes in temperature, the different components of the organization must adjust to the external
Fifth Discipline," authored by Peter Senge, is a book that deals with the concept of cultivating "learning organization." According to Senge, "learning organization" is a continuous process of learning, where each idea is continually developed and freed, and where people continuously learn from each other. This notion can be guided in building a successful "learning organization" with Senge's five discipline: personal mastery, mental models, shared vision, team learning, and
Hewlett-Packard Redefines the HP Way Learning Organizations "Coming together is a beginning; keeping together is progress; working together is success." Henry Ford The case study, Human Resources at Hewlett-Packard, presents a portrait of an evolving organization that moved from its earliest base as a small privately owned company, with a single manufacturing focus, to a multinational conglomerate with multiple lines of business. Like many start-ups, in the early years, the company ethos exemplified that
Peter Senge (the fifth discipline), what must leaders do to create learning organizations, including shared vision and team learning? Learning organizations are considered as organizations that will dominate the future because of the significance of discovering people's commitment and developing the learning capacity at every organizational level. As a result of their likelihood to dominate the future, leaders must take the necessary steps to create learning organizations. There are five
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