Submitted to: Prof.

Ranga

Submitted by: Aanchal srivastava Anant pandey Manjula Pawan saini Sampa sharma Richa kanodia MBA (FT) 3RD SEM 2010-2012

WHAT IS LEARNING?
Learning is acquiring new or modifying existing knowledge, behaviors, skills, values, or preferences and may involve synthesizing different types of information.

WHAT IS ORGANISATION?
An organization is a collection of people working together in a division of labor to achieve a common purpose.

ORGANISATIONAL LEARNING:
Organization learning is the process through which managers seek to improve organization members desire and ability to understand and manage the organization and its environment so that they make decision that continuously raise organizational effectiveness. - PETER M SENGE Organizational learning is the process of acquiring knowledge and utilizing information to adapt successfully to changing circumstances.

NATURE OF ORGANISATIONAL LEARNING

Learning organizations actively infuse their organizations with new ideas and information. Learning organizations strive to reduce structural, process and interpersonal barriers to the sharing of information, ideas and knowledge. Learning organizations encourage employees and foster an environment to use information, ideas and knowledge to achieve corporate goals.

CORE AREAS OF A LEARNING ORGANISATION

PERSONAL MASTERY

MENTAL MODELS

WORKING IN TEAMS

SYSTEMS THINKING

PREREQUISITES FOR LEARNING ORGANIZATIONS

Self-directed, self-initiated learning should pervade the organization (SDL). Not focuses on simply adding skills. Every individual at every level engaged in ongoing, jobrelated learning. SDL is necessary for developing a learning organization.

CHARACTERISTICS OF SDL ENVIRONMENTS

Tolerance for errors, support for experimentation and risk-taking, with an emphasis on creativity and innovation Use of a participative leadership style and delegation of responsibility to organizational members Support for learning initiatives that are linked to the organizations goals/values Encouragement of open communication and of information systems that provide for collaboration and teamwork Provision of opportunities and situations for individual learning

PSYCHOLOGICAL ASPECTS OF SDL:

Self-directed learners share the following: Self-confidence Self-awareness Self-reflectiveness Strong goal orientation Aptitude for systematic procedures

IMPERATIVES FOR ORGANIZATIONS TO BENEFIT FROM LEARNING

Creating continuous learning opportunities Promoting inquiry and dialogue Encouraging collaboration and team learning Establishing systems to capture and share learning Empowering people to have a collective vision Connecting the organization to its larger environment

TYPES OF LEARNING ORGANISATION

EXPLORATION: In this method, organizational
members search for and experiment with new kinds and forms of organizational activities and procedures.

EXPLOITATION: this involves organizational members

learning of ways to refine and improve existing organizational procedures.

LEVELS OF ORGANISATION LEARNING

INDIVIDUAL LEVEL: at this level managers must facilitate the learning of new skills ,norms and values to build individual competences. GROUP LEVEL: at the group level manager need to encourage learning by promoting the use of groups so that individuals can share or pool their skills and abilities to solve problems.

ORGANIZATION LEVEL: at his level managers can promote organizational learning through the way they create an organization structure and culture.

ORGANISATION STRUCTURE: can be designed to facilitate

inter group communication and problem solving mechanistic structure facilitate exploitative learning while organic structure facilitate explorative learning.

ORGANIZATION CULTURE: shared vision is the ongoing

mental model that all organizational members use to frame problems or opportunities that bind them to an organization.

INTER- ORGANIZATIONAL LEVEL: IT is important because

organizations can improve their effectiveness by copying and imitating each others distinctive competence.

CREATING A LEARNING ORGANISATION

All employees from top management to the rank and file workers must establish a commitment to change for bringing about changes for improvements of the organization. To accept change more readily formal boundaries between people are to be eliminated.

REASONS FOR CREATING LEARNING CAPACITY IN ORGANISATION

FINANCIAL CAPABILITY MARKETING CAPABILITY TECHNOLOGY CAPABILITY

FACILITATING FACTORS
SCANNING IMPERATIVE CONCERN FOR MEASUREMENT EXPERIMENTAL MIND-SET CLIMATE OF OPENNESS PERFORMANCE GAP CONTINUOUS EDUCATION OPERATIONAL VARIETY MULTIPLE ADVOCATES INVOLVED LEADERSHIP SYSTEMS PERSPECTIVE

LEARNING MODE
ANALYTICAL LEARNING SYNTHETIC LEARNING EXPERIMENTAL LEARNING INSTITUTIONAL LEARNING INTERACTIVE LEARNING STRUCTURAL LEARNING

Analytical Learning
Learning 0cure through systematic gathering of internal and external information tend to be quantitative and analyzed via formal system

Synthetic Learning
synthetic learning is more intuitive and generic than the analytic mode it emphasizes the synthesis of large amount of complex information by using system thinking

Experimental Learning
This mode is a rational methodological approach that is based on conducting small experiments and monitoring the results

Interactive Learning
This mode is a involves is a involves learning by doing rather than using systematic methodological procures learning occur primarily through the exchange of information

Structural Learning The mode is a methodological approach that based on the use of organization routines organization routine represent standardized process and procedural that special how to carry out tasks and role people from routine because they direct attention institutionalize standard and create consistent vocabularies.

Institutional Learning
This mode represent an inductive process by which organization share and mode is value their external environments or from senior execution. BIBLIOGRAPHY: Organization structure and design, p g aquinas. Www.Slideshare.Com Wikipedia