1 / 18

MSM 620 Assignment 4.3

MSM 620 Assignment 4.3. Bellevue University Brett M. Johnson. The Learning Organization. During the last few weeks, I had the chance to talk about my organization, and its ability to learn with the director of my division. The following slides detail this conversation. Question One.

emory
Download Presentation

MSM 620 Assignment 4.3

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. MSM 620 Assignment 4.3 Bellevue UniversityBrett M. Johnson

  2. The Learning Organization During the last few weeks, I had the chance to talk about my organization, and its ability to learn with the director of my division. The following slides detail this conversation.

  3. Question One What canyou tell me about learning in ourorganization, frompast, present, and future perspectives?

  4. The Past In the past, associates learned by doing. Strengths involved were related to individuals learning and growing with the company. It also provides an intangible edge within the market. Weaknesses include the inherent weaknesses associated with learning in this manner (e.g. sink or swim philosophy leads to higher turnover and error ratio).

  5. The Present Still use some facets of the sink or swim philosophy, as employees are expected to support elections on site, regardless of individual role in company. The organization now uses professional trainers that are out in the field learning firsthand. Internally, these trainers pass along their knowledge to individuals via regular training sessions.

  6. The Future Utilize technical innovations such as Computer Based Training (CBT) Focus on maintaining talent pool Increased focus on hiring (how we hire) and positioning of new employees

  7. Question Two What are some of the corporate goals for learning? In other words, what does our organization intend to do to become more successful as a learning organization?

  8. Goals Become more adaptive to the changing market. Become more diverse in both products and services. Rely on internal “outside the box” thinking from associates to help fuel new ideas for revenue and organizational growth

  9. Question Three During the first week of the course, I learned that our OCI was INTP. Essentially, this indicates the organization is introverted, intuitive, thinking, and perceiving. In comparing my MBTI to this information, I then found that my personality and that of the character of the organization are very much in line. Now having been with the company for 12 years, I would surmise that this is more coincidence than anything else. That said however, would you, or other members of management be more receptive to hiring individuals based upon their MBTI scores and how they gel with the company’s character?

  10. OCI and My Organization Suggest the utilization of MBTI instruments or similar tools going forward Continue to enhance and grow the human resources department to be able to meet the needs of the organization

  11. Question Four In line with my previous question, as we grow as a company, how does management intend to maintain employee passion with our progressive growth and natural organizational changes?

  12. Maintaining Passion Moving away from viewing employees as expendable Ensuring employees want to work for our organization

  13. Examples Adoption of the Oz Principle and the philosophy of personal accountability Increasing and diversifying talent in the management pool, as well as instituting mentorship programs. Enhanced focus on two-way communication between management and employees.

  14. Question Five I’m glad you brought up the topic of talent loss, as this is an area of concern for many organizations. We’ve discussed this in class as a matter of fact, and I would like to hear more about how management intends to stave off a knowledge loss crisis?

  15. Avoiding Knowledge Loss Crises Removal of managers who see employees as expendable Viewing employees as resources for the company rather than a detriment to the bottom line Promoting and mentoring from within as a means to increase employee passion and job satisfaction

  16. Question Six My final question relates to how you feel about an organization’s ability to learn without the full support of its leader. In other words, do you think that our company can become a learning organization without the full support of our top managers?

  17. Learning Organizations and Leadership Personal accountability does not stop with employees; it extends to management Disciplined leadership is the only way to maintain a our growth Ensuring communication equality and trust between management and the employee

  18. Questions? Based on your understanding, do you believe this interview is representative of a learning organization?

More Related