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SABERGROUP

PRESENTS

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LEARNING

ORGANIZATION

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TEAM MEMBERS

1. DEEPMALA RATHOD

2. CHINTAN TRIVEDI

3. ALPA PARMAR

4. ALPESH PARMAR

5. MOKSHADA GHODKE

6. SAMINA GANAM

7. SUNIL PANCHAL

8. ANUJA PURANDHARE

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Flowof the presentation

INTRODUCTION AND THE HISTORY

BENEFITS & STRATEGIES OF LEARNING ORGANISATION

HOWTO CREATE LEARNINGORGANISATION

FIFTH DISCIPLINE

ROLE OFHR INLEARNINGORGANISATION

BARRIERS ANDFUTURE OFORGANIZATION TOWARDSLEARNINGORGANISATION

CASE STUDIES

BOOK REVIEW

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LEARNINGORGANISAITON

The learning organization is a conceptthat is becoming an increasinglywidespread philosophy in the moderncompanies fromlarge MNC to eventhe small ventures.

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LEARNINGORGANIZATION

A Learning Organization is one in which people at alllevels, individuals and collectivel y, is continuall y

increasing their capacity to produce results they reallycareabout.

Richard Karash

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KEY TO SUCCESS

They are adaptive to external environment

Continually enhancing their capacity tochange/adapt

Develop collective and individuallearning aswell

Use the result oflearning to achieve better results

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HISTORY

1950-System ThinkingDSS Decision Support System

1970- OrganizationLearning Chris Arygris

1980- Capabilities based competition

Nowits TheLearning Organization.

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BENEFITS &STRATEGIES

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Benefits ofL.O.

Why should an organization develop a systemwhichwill develop its human recourses? There are manyanswerwhich make sense:

The Power ofKnowledge: Thosewho acquire and continuously improve it can stay

in business and thosewho dont, must say good-bye tothe businessworld.

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Realizing people full potential:

Once this is done peoplewilloptimally applytheir abilitieswhichwill in turn help theorganization itself to growand achieve itsobjectives.

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Quality and ProductivityImprovement:

There is always a faster, a cheaper and a betterwayofdoing things but people should find out how.

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Survival:

People and companieswhich do not keep pacewith thepervasive business changes become obsolete and in the

businessworld another name for obsolesce is death.

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Increasing Commitment:An organizationwhich takes care of the learning needs ofits people is sending a strong message of we care to itsemployees.

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Improving NationalCompetitiveness:

In globalmarketplace nations are competing against oneanother and only those survive,who have the competitiveadvantage in terms of price, quality, productivity, and good

services.

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STRATEGIES FOR CREATINGL.O.

The Knowledge Audit:

Knowledge audit is an exercisewhere a systematic inquiryinto the peoples knowledge, skills and attitude is carried out.

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Creating aLearning Culture:

By creating an environmentwhere everyone is provided

with the necessary skills to performon their jobs anorganizationwill be able to encourage a learning culture.

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Make use ofLearning:

When people learn newthings the immediate thought coming totheir mind iswhere and howto use it.

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Rewarding thosewholearn:

Rewardswill reinforce the beliefof people that if theylearn

theywill in turn get benefit from it. itwill take care of theuniversal question What is in it for me?

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Insisting on endlessLearning:

To keep upwith the rapid changes and meet newer and

higher challenges companies must insist that peoplecontinuously enhance their knowledge.

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HOWTOCREATELEARNING

ORGANIZATION

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Building Blocks The Golden Rules

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Awareness

Environment

Leadership Empowerment

Learning

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The best companies know, without a doubt,where the realproductivitycomes from. It

comes fromchallenged, empowered, excited,rewarded teams ofpeople. It comes from

engaging every single mind in theorganization, making everyonepart of the

action, and allowing everyone tohave a voice

in the success of the enterprise.

- JackWelch

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Thrive on Change

Encourage Experimentation

Communicate Success and Failure

Facilitate learning from the SurroundingEnvironment

FacilitateLearning form Employees

RewardLearning

AProper Selfishness

A Sense ofCaring

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In times of drasticchange, it isthe learners whoinherit thefuture.

The learned usuallyfindthemselves equipped to live in

a world that no longer exists.

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FIFTHDISCIPLINE

& ITS ASPECTS

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ROLE OFHR

INLEARNING

ORGANIZATION

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What is a Learning Organization?

Alearning organizationisan organizationthatisskilledat creating, acquiring, interpreting, transferring, andretaining knowledge, andatpurposefullymodifying its

behavior to reflectnewknowledge and insights.

Garvin,DavidLearning in Action: AGuide toPutting theLearning Organization toWork, Harvard Business SchoolPress,(2000)

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Role of HR in Learning Organization

Development oforganizationalleadership

HRD structure, policy and strategy

Effective Intervene

Playing competitive role in forming mix of competencies

Career development & boundary spanning InformalLearning

Networking

Mentoring

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Development ofOrganizational Leadership

Strong base for developing Flexible Structures enabling

boundary spanning and interfaces tooperate

Communicate vision effectively & articulates values

Development ofLeadership skills to develop structures &

resolve uncertainly & ambiguity

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HRD Structure, Policy & Strategy

Management of boundary spanning

Demonstrate commitment to be flexible, adaptive and

innovative

To achieve this, specific policy and structure initiatives incl.

Decentralize HRD activities Increasing responsibilityof employees for learning & devt

Developing skills in Managers to be effective learners

(personalmastery)

Promoting continuous & professional development policies

Provide support mechanism tofacilitate mutuallearning

(teamlearning)

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Effectively Intervene To promote organizationalboundary spanning & interfaces

Thepossible measures that HRD can take care are

Enhancing capacity toAsk Questions

Identification of Learning thru Reflection

Ensuring opportunities to learn critically

Provide for Time&Spaceto deal with Problems

Moving away from hierarchical learning groups

Empowering learners to drive the learning process Working cooperatively onReal Lifeissues&

Learning through Actions

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Competitive Role

In forming mix of competencies to dealwith external &

internal networks

In avoiding replication of competencies byother

organizations

This unique human capital can be developed throughchanging OrganizationalCulture, developing Teamwork

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CareerDevelopment & Boundary Spanning

Organisational support mechanism

Fairness & equity Promotingworkplace justice

Career development opportunities

Environmental issues

Reward structures

O.Culture

Leadership

Job design

Work-life balance

Learning activities

Evaluation process

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1. Informal Learning

FormalLearning is substitutedwith InformalLearning*

HRD can contribute byfacilitating Learning-Howlevel (reflection & critical thinking oflearning) &

Learning-Whylevel (IntegratingLearning into professional &personal aspects oflife)

Learnerwho holds learningWhylevelwill have greater self-efficacy, hence improved performance, consequently set morechallenging career goals

*Available natural resources, i.e. Learning opportunities within org*Available natural resources, i.e. Learning opportunities within org

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2. Networking Needto develop careers globally.

Acting/helping on community boards, NGOs, can cement skillbase and additional opportunities fornetworking.

Orgs can benefit from knowledge, skills and confidence gainedby employees from participating in these events.

Helps in socio-emotional support in maintaining work-life

balance, knowledge acquisition

Strong Knowledge Base & increase in Cross Fertilization of ideasandinformationacross business units and depts

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Networking cont

Role of HRD

Offering expertise in facilitating such groups, providinginformation on howto setupthem

Promoting benefits of networks (both formal & informal, internal &external)

Monitoring their effectiveness Encouraging volunteerism, Acting as resource, Advocating flexiblework schedules

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3. Mentoring

Provide newperspectives

Share information Build skills

Peer relationships, virtualor e-mentoring

Role ofHR Make mentoring a strategic business imperative

Reduce generational conflicts

Enable knowledge transfer

Reward, dont punish,mature employees for mentoring Ask matured employees about someonewho enabled the succeed

Continuous assessment of effectiveness of employees career developmentefforts

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BARRIER S TO CREATE

LEA

RNINGORGANISATION

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STORY :

A story is told of an island somewhere and its inhabitants. The people longed to

move to another land where they could have a healthier and better life. The

problem was the practical arts of swimming and sailing had never been developed -- or may have been lost long before. For that reason, some people simply refused to

think of alternatives to life on an island, whereas others intended to seek solutions

to their problems locally, without any thought of crossing the waters. From time to

time the art of swimming would be rediscovered. A student would come and the

following exchange would take place:

"I want to swim to another land."

"For that you have to learn how to swim. Are you ready to learn?

"Yes, but I want to take with me my ton of cabbages."

"What cabbages?"

"The food I'll need on the other side or whatever it is."

"But what if there's food on the other side?""I don't know what you mean. I'm not sure. I have to bring my cabbages with me."

"But you won't be able to swim with a ton of cabbages. It's too much weight."

"Then I can't learn how to swim. You call my cabbages weight. I call them my

basic food."

-I. Shah, The Sufi's

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Surprise

Unannounced significant changes threaten

employees sense of balance in the

workplace.

Destructive Culture:

Culture of defensiveness which discourages

people to try out new ideas.

Belief:

That learning finishes after school or college

Barrier to create Learning Organization

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Lack of Trust

Promises of improvement mean

nothing if employees do not trust

management.

Fear of Failure

Employees are intimidated by change

and doubt their abilities to meet new

challenges.

Personality Conflicts

Managers who are disliked by their

managers are poor conduits for

change.

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Threat to Job Status/Security

Employees worry that any change may threaten their

job or security.

Breakup of Work Group

Changes can tear apart established on-the-job social

relationships.

Lack of support :

Lack of support and encouragement from line

managers

Competing Commitments

Change can disrupt employees in their pursuit of other

goals.

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THE FUTURE OF ORGANISATION:

IBM was among the vanguard in employing most

contemporary business techniques, such as pursuing

Six Sigma quality, empowerment, delayering, and

downsizing. But because IBM failed to alter its context -the 'IBM way' of controlling and predicting every aspect

of the business - these change programs did not serve as

steps to a powerful future.

Goss, Pascale, and Athos

Harvard Business Review, Dec. 1993

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THE FUTURE OF ORAGANISATIONS TOWARDS

LEARNING ORGANISATIONS

The only thing one can predict about the future is

change.

Can innovators predict the future? No, not in the sense of

gazing into a crystal ball or using tarot cards.

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The Future

In the future the following areas will become

increasingly more important:

Investment in LearningTechnology

Information Highway

Knowledge is the Key

Learning Culture

Customer - Client Relationships

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Investment in Learning

Investment in improving individuals,teams and the organization.

Ability to learn and take on board new

ideas and methods.

Training an integral part of the teams in

the company.

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Technology

The price per performance ratio oftechnology will increase greatly.

The value of technology compared to

labor will improve by an even greater

amount.

Technology will become more cross

functional and transparent.

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Information Highway

The increased access to the information

highway will make information more

available and to a wider audience.

Barriers to learning, such as lack of

information and the availability of

material will be reduced.

Employees regardless of their status will

have access to information that previously

only their managers had.

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Knowledge is the Key

The most important employee will be a`knowledge worker' and employees will

be judged on their ability to learn.

Learning Culture

The culture of an organization will be based

on learning and the skills of individuals

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Like it or not, the years

ahead will be an era of

change and competition'.