Learning ion
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Transcript of Learning ion
8/3/2019 Learning ion
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earning earningOrganisationrganisation
Lecture 13Lecture 13
Organization Team
Self
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The Concept of LearningOrganisation
In a Learning Organisation, the focus is on learning asa tool for sustainable change and renovation inorganizations in a fast-changing world (Bui and Baruch,2010).
In these learning organisations, people (individually andcollectively)strive each moment to reach their fullpotential (Senge, 1990; Kreitner & Kinick, 2001; Vemic 2007; Mitleton2011)
Learning starts with the individual (Personal mastery)moving through the collective level (team learning,mental models) leading up to organizational level(shared vision, system thinking).
Bui and Baruch (2010) and Yeo (2002)
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The Five Disciplines
Personal Mastery
Mental Models
Shared Vision
Team Learning
Systems Thinking
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Personal Mastery
Personal Mastery is the first discipline and acornerstone for learning organization
This discipline implies the personal growth andlearning of the employees, which is an individual
choice that cannot be imposed on by leaders;there should be a quest for continual learning(Senge, 1990; Cope, 1998)
The two principal aspects of Personal Mastery:Sticking to truth and not being on the defensivemode (senge, 1994)
People with a high Personal Mastery are moreinitiating, independent, creative which wouldcontribute to the strength of the organization;“they know what are their strengths andweaknesses and at same have a deep self-confidence” (Senge, 1994).
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Mental Models
Blurred Perception
Preconceived Idea
False Knowledge
Assumptions
If people were able to observe their mentalmodel, they would be able to analyzetheir line of thought and take the right
decision (senge, 1994).
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Shared Vision
Shared Vision can be a leading force as itcomes from within; that would provide afocus and energy for learning. (Senge ,1990)
Vision is a common term in managementpractices; however the discipline SharedVision involves that the employees aregenuinely convinced and committed, and
not just comply with a vision decidedby the leaders (Senge, 1994).
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Team Learning
Synergy
Sharing of competencies, knowledge andunderstanding among the different team
members
Proper Communication
Selflessness
Collective discipline
However hard a person may try to do hisbest to work in a team, a collective effortis needed (Senge, 1990).
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Systems Thinking
Senge (1994) states that “People often thinkthat they can exist independently of others and do not think of the
organisation as a whole.” It implies seeing the organization as a
whole, not as parts; this sense of onenesswould happen through a shift of mind
(Senge, 1990) so that the right decision couldbe taken. (Bui and Baruch, 2010)
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Systems Thinking