Learning Organizations
All organizations including the lifelines of the structure of the country including general industries, banks, ministries, government organizations, etc. play a role in changes of the society from time to time. These are the organizations to decide the direction of movement of the labor market, changes in different organizational models, choose the direction in which the society will move, take advantages of the new forms of connectivity now achievable through the Internet, and all other matters for taking the society forward. Thus their learning will finally determine what the society will learn. This is why it becomes how the entire exercise of learning takes place within the organizations and that also includes business organizations. There is also a requirement to know how though this learning process, information transfers and knowledge management effects take place on management. The importance is thus on factors within the organization which help or slow…...

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REFERENCES

Cain, David. A. "Creating a Learning Organization Environment for the Facilities Professional"

Retrieved from  http://www.appa.org/FacilitiesManager/articleDetail.cfm?ItemNumber=537 

Accessed 18 September, 2005

Gluck, Julia. (October 29, 2001) "What Are the Principle Characteristics of a Learning

Learning Organization
In the globalized environment of today, organizations must continually learn and adapt. his is particularly true, as organizations are now under intense competition from firms outside their geographic region. Learning organizations are characterized by their ability to continually learn and innovate. Competitors, particularly those from emerging markets, are learning from their more develop counterparts in the United States and Europe. Aspects such as product know how, and product innovation continue to come under intense pressure from emerging communities. his pressure results in still further innovation from market leading companies to better maintain their overall position. One such example of a learning organization is that of the British Airport Authority. his organization displayed many of more common characteristics of a learning organization to help facilitate its growth. he BAA displayed all five feature of a learning organization. he firm facilitating systems thinking, accomplished personal mastery, utilized mental models, shared its…...

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To help alleviate the concerns mentioned above, the BAA developed the balance scorecard to facilitate learning and innovation within the organization. This scorecard allowed the BAA, a governmental organization, to learn and adapt with its private sector partners. For example, a quadrant within the traditional scorecard is "Financial Focus." The metrics used to evaluate the "Financial Focus" metric will vary between a private contractor and a government entity. Another quadrant within the balanced scorecard is "Internal Focus" which is also different between organizations. As such, the BAA could learn and alter the overall plan to better coincide with the objectives of all the involved parties.

From a training and development perspective, the organization was in a better position to collaborate with independent third parties on a shared vision. This shared vision, ultimately allowed both the government and private enterprise to learn from one another. This shared perspective, better allowed the human resources department to align incentives, learning, and training to achiever the overall goal of the BAA.

In addition to the shared learning and systems thinking mentioned above, a large amount of collaboration was needed to successfully implement the project. The project was delivered by BAA working in partnership with suppliers and the airline operator British Airways. By 2008 around

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 changes and change with the times (Smith 2001) . Only by learning from the exterior environment can an organization be effective, and that means creating a workforce that is similarly responsive, teachable, and able to 'learn' in a dynamic fashion.

However, the extent to which such a concept can be realized and what constitutes a learning organization has been hotly debated. "While there has been a lot of talk about learning organizations it is very difficult to identify real-life examples. This…...

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Bibliography

Bersin, Josh. 2012. 5 keys to building a learning organization. Forbes. Available:

  / [23 Jan 2013]http://www.forbes.com/sites/joshbersin/2012/01/18/5-keys-to-building-a-learning-organization 

Fenwick, Tara. n.d. Questioning the learning organization concept S.M. Scott, B.

Spencer, & A. Thomas (Eds.). Learning for life: Readings in Canadian adult education.

Learning Organization
Critically reflect on your organizational context (procurement department) and how it contributes to or hinders a learning organization

Enhancing Individual Learning at the Procurement Department

Unlike traditional organizations, which were static, organizations are becoming dynamic with the consistent changes that are taking place in the market, and in order to take a competitive advantage constant learning is essential. This has formed the basis for a learning organization, whose idea is to gain a competitive advantage through learning. According to Saw, Wilday, and Harte (2010), a learning organization is one that not only appreciates and promotes learning from its own practices, but also looks further than its own systems for lessons, and avoids self-satisfaction. This means that the learning process should be both an internal and external process with the organization appreciating that learning from daily experiences is critical. Learning organization gets its basis on the idea that both individual and collective…...

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Bibliography

Garavan N.T., & McCarthy A. (2008). Collective Learning Processes and Human Resource Development. Advances in Developing Human Resources. 451 (10).New York: SAGE.

Giannakis, M. (2008). Facilitating learning and knowledge transfer through supplier development. Supply Chain Management, 13(1), 62-72. Available at:  http://dx.doi.org/10.1108/13598540810850328 

Ji, H.S. & Thomas, J.S. (2008). A Theoretical Approach to the Organizational Knowledge Formation Process: Integrating the Concepts of Individual Learning and Learning Organization Culture. Human Resource Development Review, 7(4), P. 424 -- 442.

Jones, P., & Robinson, P. (2012). Operations management. Oxford: Oxford University Press.

The organization must define what competencies will be necessary in the future, and continually build upon existing employee skills to avoid obsolescence. "If employees do not possess the competence to handle a new strategy, a company should provide training to enhance the skills of its managers and employees. Without adequate training and support, the relationships between employees and managers will suffer and the organization will lack flexibility" (ichards-Gustafson 2013). This requires continual strategic reassessment of future needs. Training programs must be regularly assessed to see if they are meeting their desired benchmarks. Just as the company keeps track of financial data in terms of sales, it must also document the degree to which learning-based organizational initiatives have increased employee productivity, satisfaction, and enhanced retention.
A learning organization must be willing to learn from its employees, as well as strive to inculcate them in its values and ideas. When an organization…...

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References

Camps, Mark. (2011). How Kaiser Permanente became a continuous learning organization.

Kaiser Permanente. Retrieved:  http://xnet.kp.org/newscenter/pressreleases/nat/2011/111711tjccontinuouslearning.html 

Chapter 1: Context for training and development, 1-52.

Fostering a learning organization. (2009). OPM.gov. Retrieved:

In the present environment of rapid technological change, it is essential for knowledge workers to continuously be in a learning mode. Metrics need to be put into place to assist managers in focusing training funds where they can be of most use.
Kaplan and Norton (1996) emphasize that learning is not the same as training. It consists of factors such as mentoring and tutoring within the organization, in addition to openness of communication among workers that gives them the opportunity to easily get assistance on a problem when needed. It also includes technological tools or what the Baldrige criteria call "high performance work system. The internal business process provides metrics that help managers know how well their business is running and whether its products and services conform to customer requirements. This organizational learning measurement also recognizes the importance of customer service. Poor performance is a leading indicator of future decline…...

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References

Demers, D.L. (2007) Organizational change theories: A synthesis. Thousand Oaks, CA: Sage.

Dodgson M. 1993. Organizational learning: A review of some literature.Organization Studies

14: 375 -- 94.

Garvin, D. (1993). Building learning organizations. Harvard Business Review, 71 (4), 78 -- 91.

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 economic environment to remain healthy and vital.
Judgments about the capacities and performance

The work practices that define a learning organization include investing in employees, team learning, and existing in a state of mutual interdependence so that employee's rights to be heard, to have decent wages and benefits, and to make a contribution to the organization are honored. Soliciting input, informing employees about necessary changes well in advance, and rewarding excellent levels of performance are common practices in most 'learning' organization such…...

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References

Apple. (2011). The New York Times. Retrieved August 30, 2011 at  http://topics.nytimes.com/top/news/business/companies/apple_computer_inc/index.html 

Apple. (2011). Official website. Retrieved August 30, 2011 at  http://www.apple.com/contact/ 

Argyris, C., & Schon, D. (1978) Organizational learning: A theory of action perspective.

Reading, Mass: Addison Wesley.

Organizations then do have inherent strengths they can build on to stay agile enough to be learning organizations over the long-term. There are core attributes of their business models that force agility, make reliance on passionate people very necessary (as is the case in service industries), and continually reinforce a culture of being externally focused and willing to risk new strategies in serving their existing customers and earning new ones.

Organizations have varying degrees of ability in rising to the challenge of becoming a learning organization. For those organizations who are managed by patriarchal and often myopic founders who are more interested in securing their place in history than securing wealth for their employees, shareholders, and ultimately customers, there is little chance of their surviving past the founder's years as the organization gets melded into a monument itself. Yet for those CEOs and founders willing and focused on their legacy being…...

Learning Organizations
A great deal of research has been undertaken regarding the concept of learning organizations. The 2001 article with the title "The learning organization in health-care services: Theory and practice" by Leda Vassalou was published in the Journal of European Industrial Training. The article was written seeking to add to the existing literature regarding learning organizations, by first clarifying the concept of the learning organization and then examining barriers which may prevent or hinder a firm becoming a learning organization. In order to achieve this aim Vassalou (2001) identified four research questions the first involved identifying the difference between individual learning and organizational learning. The second research question was the identification of the type of learning that would be required to take place in a learning organization. The third research question asked what building blocks or other foundations were necessary for learning organizations. The last question, and possibly one…...

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Reference

Pyrczak, F, (2004), Evaluating research in Academic Journals (4th Ed), Pyrczak Publishing

Vassalou, Leda, (2001), The learning organization in health-care services: Theory and practice, Journal of European Industrial Training, 25, 6/7, 354

found in the literature review

.....gather and use in planning a change initiative? Why? How can the data gathered most effectively be harnessed to support the timing of change initiatives? Explain. Which of the models of change and intervention is most effective at balancing interests, ideas, and other relevant data when implementing change? Why?
Dealing with and managing rapid change in technology, are norms for organizations in the modern world. They also have to confront communication dynamics among stakeholders, customers, and challenges in strategic capacities (Shah, Irani, & Sharif, 2016).

The team of researchers provided a lot of literature that showed a range of factors that illustrate the attitude, beliefs and intention of human beings; as a result of their unique life experiences. The development of human resource data base, however, by use of advanced IT could be of help in understanding such human behavior and attitudes in the period of change within organizations. A range of…...

Learning Organization
eflect upon the concept of 'the learning organisation' and discuss the claim that it is an 'undelivered promise'

Learning organizations refers to an organization that obtains knowledge and uses it innovatively to thrive and survive in a rapidly changing business environment (Senge 2006). Learning organizations critically think and take risks with new ideas; they create an organizational culture that encourages employees' skill development and knowledge acquisition. Moreover, the firms value employees' contribution and incorporate the new information or knowledge in the operations of the company. Learning organizations develop due to the competitive business environment (Senge 2006). This organization need to be creative and relevant to sustain long-term profitability.

Development of learning organizations is not achieved by internal organic growth of an organization alone. esearch indicates that the there are a number of factors that prompt the development of a learning organization. As most organizations grow, it becomes difficult for learning…...

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References

Senge, P.M. (2006). The fifth discipline: the art and practice of the learning organization. New York, N.Y., Currency Doubleday.

Koontz, H., & Weihrich, H. (2007). Essentials of management: an international perspective. New Delhi, Tata McGraw-Hill.

Marquardt, M.J. (2011). Building the learning organization achieving strategic advantage through a commitment to learning. Boston, MA, Nicholas Brealey Pub.  http://site.ebrary.com/id/10478037 .

learning organization. *Consolidate research definitions organization learning. *Explain organization a learning organization (teaching federal government hospital). *Discuss advantages disadvantages organizational learning.
The learning organization

The modern day business climate is more challenging and dynamic and it forces the economic agents to seek alternative sources of strategic advantages. One example in this sense is represented by the enhancement of the emphasis placed on supporting learning and the continuous development of the organization of learning. While this concept is gaining more and more interest within the economic agents, it is also highly applicable within public entities, such as hospitals.

This project then starts at the premises that the concept of the learning organization is highly applicable in the context of the teaching federal government hospital. The purpose of this paper is that of supporting a higher understanding of the learning organization, in order to lead to a superior application within the real life situations.…...

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References:

Appelbaum, S.H., 2000, The competitive advantage of organizational learning, Journal of Workplace Learning, Vol. 12, No. 2

Dowshen, S., 2010, Questions and answers, Kids' Health,   last accessed on August 6, 2012http://kidshealth.org/parent/question/parenting/hospitals.html 

John, D., 2002, Organizational learning and effectiveness, Routledge

Karash, R., Why a learning organization?   last accessed on August 6, 2012http://world.std.com/~lo/WhyLO.html 

2. True learning organizations allocate the time and resources that are required to develop a competitive advantage based on the lifelong learning and training opportunities that are provided to everyone in the organization.

3. A learning organization not only develops the opportunities for learning but it also provides a corporate culture that encourage all of its members to become self-actualized, thereby contributing to the advancement of the larger society in which the organization competes. .

4. The leadership of true learning organizations ensure that the corporate vision is communicated to all members and provides a framework in which their feedback is welcomed and acted upon, as well as ensuring that an environment exists in which there "are no bad questions" concerning the direction in which the enterprise is headed.

5. Learning organizations make it possible to consolidate work and learning as well as encouraging all members of the enterprise to embrace the need…...

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References

Albert, M. 1998 "Shaping a Learning Organization through the Linkage of Action Research

Interventions." Organization Development Journal, vol. 16, no. 3, pp. 29-31.

Avolio, B.J., & Bass, B.M. 2002 Developing potential across a full range of leadership:

Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence

This way of thinking and taking action has been evolving over many decades, but it reached its widest audience with the 1990 publication of 'The Fifth Discipline' by Peter Senge." (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."…...

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Bibliography

Five Disciplines: Peter Senge (2008) Value-Based Management 25 Mar 2008. Online available at  http://www.valuebasedmanagement.net/methods_senge_five_disciplines.html 

Larsen, Kai, et al. (1996) the Learning Organization. Leader Values. Online available at http://www.leader-values.com/Content/detail.asp?ContentDetailID=186

Senge, P (1990). The Fifth Discipline. New York: Currency Doubleday.

Senge, Peter M. (1997) Communities of Leaders and Learners. Harvard Business Review September-October 1997. 75th Anniversary Edition. Reprint Online.

This is especially critical since this ensures effectiveness in the workplace when the environment provides a viable atmosphere for members thereto to continually improve themselves professionally and personally. The end result of which is further and continuous improvement in individual and organizational performances.
Third Student: When most people hear about learning organizations, the first thing that may come to their minds is the school or college they are going to or have gone to. ut the reality of which is that learning or the acquisition of knowledge never stops and even if people are already working or at the peak of their careers, they have to continually improve so as not to remain stagnant or complacent. Thus, they have to be a part of a learning organization that "provides continuous learning opportunities, uses learning to reach their goals, links individual performance with organizational performance, fosters inquiry and dialogue, making it…...

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Bibliography:

Mason, M.K. (2011). What is a learning organization? Retrieved September 12, 2011 from  http://www.moyak.com/papers/learning-organization.html 

Serrat, O. (2009, May). "Building a learning organization." Asian Development Bank Knowledge Solutions. Retrieved September 12, 2011 from  http://www.adb.org/Documents/Information/Knowledge-Solutions/Building-a-Learning-Organization.pdf 

Smith, M.K. (2001). The learning organization. Retrieved September 12, 2011 from  http://www.infed.org/biblio/learning-organization.htm

The Grandmaster of Resilience and Innovation
My journey to success will be marked by a tireless pursuit of resilience and innovation, earning me the title of "Grandmaster of Resilience and Innovation." This title encapsulates the unwavering spirit, adaptability, and groundbreaking ideas that will define my path.
Resilience: The Unbreakable Spirit
Resilience is the bedrock of success, enabling us to overcome adversity and bounce back stronger. As I navigate the inevitable challenges and obstacles that lie ahead, I will cultivate an unbreakable spirit. I will not be deterred by setbacks but will instead embrace them as opportunities for growth and learning. Like a willow....

1. Systems thinking provides a comprehensive framework for understanding the interconnectedness of corporate strategy and projects, enabling organizations to make more informed and holistic decisions.

2. By considering the relationships between projects and the broader corporate context, systems thinking enhances project alignment with strategic goals, reducing the risk of misallocation of resources and project failures.

3. Systems thinking empowers organizations to anticipate and mitigate potential risks and dependencies across projects, ensuring a more integrated and efficient project portfolio management approach.

4. Adopting a systems thinking mindset fosters collaboration and communication among project teams, breaking down silos and promoting a shared understanding of strategic....