Learning Organizations

The ways in which the aims of this mission are going to be achieved will be specifically outlined in the vision statement provided. The importance of hitting our mark is paramount, for our children are our future, and making sure that they are successful, competitive citizens should be our highest concern.  Sometimes this process can be more challenging when put into practice.

In this course, students identify, explore, and question prevailing assumptions about education in the United States. The objectives of the course are for students to develop both a deeper understanding of the system’s historical, structural, and philosophical features and to look at schools with a critical eye. We examine issues of power and control at various levels of the education system. Participants are encouraged to connect class readings and discussion to personal schooling experiences to gain new insights into their own educational foundations. Among the questions that are highlighted are: How should schools be organized and operated? What information and values should be emphasized?

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

A learning organization is an organization that can change quickly, adapting to the new rules that the market environment has created. Businesses that know how to learn and develop quickly and effectively will thrive; those that don’t will not survive. It is easy to think of newer companies like Apple and Google as being the best learning organizations. Yet, some of the best examples of organizational learning practices are found in more mature organizations, such as the U.S. military. Throughout our lives we collect tidbits of information, knowledge through what we experience, we try to apply the lesson from these experience as we grow, we are curious by nature, adventurous we are learners and for many of us the process of learning never stops.

There are many interpretations as to what defines a learning organization. But taking the sage

Just as students are learning at Post, organizations and the personnel within them need to continue to learn. Organizations need to continue to refine processes and focus on innovation. Organizational learning gives companies the ability to create, remember, and share knowledge within an organization. In order for an organization to be an effective learner they need to make it a focus on everyday work, practice it through all levels of the organization, create a focus on the creation, retention and transfer of knowledge through the organization, and solve problems where they begin, Organizational learning provides an opportunity to effect positive change throughout the organization. A company that is an organizational learner is one that is innovative, continually refining its processes and learns from its mistakes. Personal learning within an organization greatly enhances the organizations core competencies. It can be done through education and training programs. Such programs consist of schooling, training seminars, mentorships and on

Marquardt (2011) determined three different types of learning present in a learning organization. These learning types are adaptive, anticipatory, and action and their application can be seen within rural community colleges.

Week 9 lecture on Individual learning we came across that in an organization learning derives from the individual learning from each member of the organization. Consequently, individual learning is crucial for organizational learning. Learning is defined as gaining knowledge or skill. Thus, learning incorporates two meaning 1) knowing how-to which is implies the ability to act and 2) Know-why, which shows the

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

     In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning.

This paper, therefore, explores, discusses and analyzes the integrated role of Learning organization (as a structural entity) and the organizational learning (as an intrinsic know-how process) that

Cooke and Rousseau, in their article Problems of Complex Systems: A Model of System Problems Solving Applied to Schools, agree that a study of school culture and leadership behaviors, along with organization commitment and social identity (identities affecting beliefs, values, and assumptions) will assist educators to think sophisticatedly in “comprehending complex relations in schools, processing inputs, determining the obstacles in front of change, and problem solving” (Recepoglu 2013 p. 43).

Jashapara (2011) defines organisational learning as the processes of improving organisational actions through better knowledge and understanding.

Peter Senge is a Senior Lecturer at the Massachusetts Institute of Technology. He is the author of the widely-acclaimed book The Fifth Discipline: The Art and Practice of the Learning Organization (1990). He can be said to be responsible for the popularity of the concept of a ‘learning organization’ today.

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).