Group Project LLDG EDD 8510 PPT1

Slide 1: 

Presented by: Lifelong Learning Development Group Leroy Almendarez, Eugene Cleland, Marjorie Parks, Minerva Pinelo, and Rosalia Saldivar The Learning Organization Handbook: Tools and Strategies Power Power

ABOUT THE AUTHORS : 

ABOUT THE AUTHORS 100 combined years of experience Areas of Expertise Education Finance and Accounting Economics Management Customer Services Human Resources Organizational Development Administration Electricity Public Service Health Utility Regulation Graduate Degrees and Doctoral Candidates in Organizational Leadership & Higher Education

Why the Handbook : 

Why the Handbook Value of a learning organization to sustain competitive advantage Concept of learning organization originated in 1940 Since 1984 few companies have incorporated the strategies Radical transformation of the work environment Rapidly escalating change and organizational chaos Globalization and technology Emergence of knowledge and learning

Handbook Format : 

Handbook Format User-friendly Senge’s (1990) theoretical framework of a learning organization utilized (Five Disciplines) Step-by-step guide (Marquardt, 2000) Related learning activities Illustrations and learning boxes Assessment of organization using a Learning Organization Profile (LOP)

Three broad questions : 

Three broad questions What is learning? What is an organization? What is a learning organization? 5

Importance of Becoming a Learning Organization : 

Importance of Becoming a Learning Organization Worldwide demands on organizations Critical issues facing today’s corporations Spiraling need to adapt to change Doubling of knowledge every 2 to 3 years Global competition Increased skill shortages Reorganization, restructuring, and reengineering for success, not just survival

We need to learn about : 

We need to learn about 7 Learning Passi (2002)

Changing Organizational Paradigms : 

Changing Organizational Paradigms Present Paradigm New Paradigm Short-term goal Corporate and individual visions Rigid culture Flexible culture Product orientation Learning orientation Regional emphasis Global emphasis Management direction Employee empowerment Procedure bias Risk bias Analysis only Analysis, creativity, intuition Competition Collaboration and cooperation

Peter Senge’s Five Disciplines : 

Peter Senge’s Five Disciplines

Strategies to Develop a Learning Organization : 

Strategies to Develop a Learning Organization Future-search conference to develop vision Support from top-level management Corporate climate of continuous learning Reengineer and incorporate policies, procedures and structures Reward individual and team learning Establish centers of excellence and demonstration projects Measure financial and non-financial areas as a learning activity Create time and space for intentional learning

Steps to Becoming a Learning Organization : 

Steps to Becoming a Learning Organization Commit to becoming a learning organization From a powerful coalition for change Connect learning with business operations Assess the organization’s capabilities on each subsystem of the systems learning organizational model

Steps to Becoming a Learning Organization : 

Steps to Becoming a Learning Organization Communicate the vision of a learning organization Recognize the importance of systems thinking and action Leaders demonstrate and model commitment to learning Transform the organizational culture to one of continuous learning and improvement

Steps to Becoming a Learning Organization : 

Steps to Becoming a Learning Organization Establish corporate-wide strategies for learning Reduce bureaucracy and streamline the structure Extend learning to the entire business chain Capture learning and release knowledge

Steps to Becoming a Learning Organization : 

Steps to Becoming a Learning Organization Acquire and apply the best technology to the best learning Create short-term wins Measure learning and demonstrate learning success Adapt, improve, and learn continuously

Success Stories : 

Success Stories Shell Oil Company Royal Bank of Canada Motorola Procter & Gamble Boeing

Impact of Handbook : 

Impact of Handbook Commences the process to becoming a learning organization Acquaints employees with concepts and best practices Excellent source of reference Simplifies the process of becoming a learning organization Presents opportunity for assessment of your organization Availability of authors to conduct training sessions

LLDG - Contact Information : 

LLDG - Contact Information Leroy Almendarez aleroy@nova.edu Eugene Cleland ecleland@nova.edu Marjorie Parks mparks@nova.edu Minerva Pinelo pinelo@nova.edu Rosalia Saldivar saldivar@nova.edu

References : 

References Chawla, S., & Renesch, J. (2006). Learning Organizations. Boca Raton, FL: Productivity Press.   Clawson, J. G., (2009). Level three leadership getting below the surface. (4th ed.). Upper Saddle River: Prentice Hall. Kast, F., & Rozenzweigh, J. (1985). Organization and management: A systems and contingency approach (4th ed.). New York: McGraw Hill.   Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. Kouzes, J., & Posner, B. (2007). The leadership challenge (4th ed.). San Francisco: Jossey-Bass.    Larsen, K., McInerney, C., Nyquist, C., Santos, A., Silsbee, D., & Faerman, S. (1996). Learning organizations. Retrieved July 23, 2009, from http://www.leader- values.com/Content/detail.asp?ContentDetailID=186   Marquardt, M. J. (2002). Building the learning organization: Mastering the 5 elements for corporate learning. (2nd ed.). Palo Alto, CA: Davies-Black Publishing.

References : 

References Mason, M. K. (n.d.). What is a learning organization? Retrieved August 5, 2009, from http://www.moyak.com/papers/learning-organizations.html   Ministry of Finance, National Development, and the Public Service. (2008). Prime Minister Barrow announces his new Cabinet. Press Release of 2008. Belize: Ministry of Finance, National Development and the Public Service. O’Connor, P., & Quinn, L. (2004). Organizational capacity for leadership. In McCauley, C. & Van Velsor, E. (Eds.). Handbook of Leadership Development (2nd ed.) (pp. 417-438). San Francisco: Jossey Bass.   Osland, J., Kolb, D., Rubin, I., & Turner, M. (2007). Organizational behavior: An experimental approach (8th ed.). Upper Saddle River, New Jersey: Prentice Hall.   Palus, J., & Horth, D. (2004). Exploration for development. In McCauley, C. & Van   Passi, B. K. (2002). Managing organization change. Retrieved on August 3, 2009 from http://www.prasena.com/public/virtual_u/lectures/oc1.htm

References : 

References Velsor, E. (Eds.). Handbook of Leadership Development (2nd ed.) (pp. 438-464). San Francisco: Jossey Bass.   Rogers, P., & Meehan, P. (2007). Building a winning culture. Business Strategy Series, 8, 254-261.     Senge, P. M. (1994). The Fifth discipline: The art & practice of the learning organization. Massachusetts, USA: Currency Doubleday.   Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. Massachusetts, USA: Currency Doubleday.   Senge, P. M. (1999). Learning organizations. Retrieved July 23, 2009, from http://www.solonline.org/res/kr/learningorg.html   Zemke, R. (1999). Why organizations still aren’t learning. Training, 36(9), 40-49.