Dear All In your opinion what are the advantages of service organisations adopting a “learning organisation” or “knowledge based” approach to Human Resource Development? Regards David
From Mexico, Acapulco
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From Mexico, Acapulco
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Hi David,
In this dawn of the knowledge era, the decisive competitive factor in the knowledge society will be the acquisition and application of knowledge. Little wonder then, knowledge management is fast emerging as a core strategy that organizations worldwide are adopting to manage and leverage organizational knowledge for sustainable business advantage.
Microsoft, IBM, Oracle, Xerox, DuPont, 3M, GM, Sony, GE, and many other companies are on their way to become knowledge-intensive organizations.
From India, Ahmadabad
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35In this dawn of the knowledge era, the decisive competitive factor in the knowledge society will be the acquisition and application of knowledge. Little wonder then, knowledge management is fast emerging as a core strategy that organizations worldwide are adopting to manage and leverage organizational knowledge for sustainable business advantage.
Microsoft, IBM, Oracle, Xerox, DuPont, 3M, GM, Sony, GE, and many other companies are on their way to become knowledge-intensive organizations.
From India, Ahmadabad
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Hi David,
I am providing you with the Implementation Strategies for Learning Organisations.
Any organization that wants to implement a learning organization philosophy requires an overall strategy with clear, well-defined goals. Once these have been established, the tools needed to facilitate the strategy must be identified.
It is clear that everyone has their interpretation of the "Learning Organization" idea, so producing an action plan that will transform groups into Learning Organizations might seem impossible. However, it is possible to identify three generic strategies that highlight possible routes to developing Learning Organizations. The specific tools required to implement any of these depend on the strategy adopted, but the initiatives that they represent are generic throughout. These initiatives are ably described using Peter Senge's Five Disciplines of Learning Organizations (Senge, 1990). The three strategies are:
Accidental
For many companies, adopting a learning organization philosophy is the second step to achieving this Holy Grail. They may already be taking steps to achieve their business goals that, in hindsight, fit the framework for implementing a Learning Organization. This is the accidental approach in that it was not initiated through awareness of the Learning Organization concept.
Subversive
Once an organization has discovered the Learning Organization philosophy, they must make a decision as to how they want to proceed. This is a choice between a subversive and a declared strategy. The subversive strategy differs from an accidental one in the level of awareness; but it is not secretive! Thus, while not openly endorsing the Learning Organization ideal, they are able to exploit the ideas and techniques.
Declared
The other option is the declared approach. This is self-explanatory. The principles of Learning Organizations are adopted as part of the company ethos, become company "speak," and are manifest openly in all company initiatives.
From India, Ahmadabad
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I am providing you with the Implementation Strategies for Learning Organisations.
Any organization that wants to implement a learning organization philosophy requires an overall strategy with clear, well-defined goals. Once these have been established, the tools needed to facilitate the strategy must be identified.
It is clear that everyone has their interpretation of the "Learning Organization" idea, so producing an action plan that will transform groups into Learning Organizations might seem impossible. However, it is possible to identify three generic strategies that highlight possible routes to developing Learning Organizations. The specific tools required to implement any of these depend on the strategy adopted, but the initiatives that they represent are generic throughout. These initiatives are ably described using Peter Senge's Five Disciplines of Learning Organizations (Senge, 1990). The three strategies are:
Accidental
For many companies, adopting a learning organization philosophy is the second step to achieving this Holy Grail. They may already be taking steps to achieve their business goals that, in hindsight, fit the framework for implementing a Learning Organization. This is the accidental approach in that it was not initiated through awareness of the Learning Organization concept.
Subversive
Once an organization has discovered the Learning Organization philosophy, they must make a decision as to how they want to proceed. This is a choice between a subversive and a declared strategy. The subversive strategy differs from an accidental one in the level of awareness; but it is not secretive! Thus, while not openly endorsing the Learning Organization ideal, they are able to exploit the ideas and techniques.
Declared
The other option is the declared approach. This is self-explanatory. The principles of Learning Organizations are adopted as part of the company ethos, become company "speak," and are manifest openly in all company initiatives.
From India, Ahmadabad
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Human Resource Development [1].pdf
Human Resource Management.ppt