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LEARNING WITHIN ORGANIZATIONS

Explore the different approaches to learning within organizations, including behaviorist, cognitive, social and experiential learning. Discover the concept of the learning organization and the importance of knowledge management.

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LEARNING WITHIN ORGANIZATIONS

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  1. Lecture 5 LEARNING WITHIN ORGANIZATIONS

  2. Learning, training and development • Develop – to unfold more fully, to bring out all that is potentially contained within • Educate – to bring up so as to form habits, manners, intellectual and physical aptitudes • Train – to instruct and discipline in or for some particular art, profession, occupation or practice. • All of the above assume some form of learning takes place within the individual

  3. Learning, training and development • Learning implies: • Change • Sustained change • Behaviour is influenced • Learning results from experience

  4. Behaviourist theories of learning

  5. Skinner and instrumental conditioning

  6. Instrumental conditioning and learning • Reinforcement used to shape behaviour pattern desired • Reinforcement schedules: • Fixed ratio • Variable ratio • Fixed interval • Variable interval • Reinforcement types: • Positive • Negative • Omission • Punishment

  7. Cognitive approaches to learning

  8. Social and experiential learning approaches • Socialization provides a great deal of learning • Kolb (1985) - Learning cycle • Concrete experience • Reflective observation • Abstract conceptualization • Experimentation in new situations

  9. Social and experiential learning approaches • Continuous development process implied by the social learning model: • Integration of learning and work • Self-directed learning • Emphasis on process rather than technique • Continuous development as an attitude • Continuous development for organizations as well as individuals

  10. Other approaches to learning within organizations • Socialization: sitting by Nellie • Learning styles: • Activist • Reflector • Theorist • Pragmatist • Talent, skill and competency • Action learning • Culture of an organization impacts on the level and form oflearning within it

  11. The learning organization • Mumford (1989): • Encouragement for managers to accept responsibility for identification of • their own training needs • Encouragement for managers to set themselves challenging learning goals • Employees - regular performance reviews and feedback • Encouragement for managers to identify learning opportunities • Questioning attitudes to accepted ways of doing things • Acceptance that when learning some mistakes are inevitable • On the job training and other learning activities

  12. Single loop learning - the learning involved in the acquisition of a skill – trial and error, problem solving involving making choices from a limited range of options Double loop learning – reflects the decision process in identifying what should be learned from the level one process Triple loop learning (Flood and Romm) – Level one – the ‘how’ aspect of organizational activity Level two – the ‘what’ aspect of organizational functioning Level three – the ‘why’ aspect of organizational functioning Single, double and triple loop learning

  13. Senge (1990) The Fifth Discipline – uses double loop learning as a way to create the learning organization. Five disciplines involved: Systems thinking Personal Mastery Mental models Building shared vision Team learning Single, double and triple loop learning

  14. Knowledge management • Knowledge is a commodity • Employees are trained to absorb management’s values and norms • Different forms of knowledge within a company: • Practical knowledge • Those that specialise in selling knowledge • Business-related knowledge • Market intelligence • Accumulated knowledge and experience • Information flows around a company • Management seek to control knowledge • Knowledge management strategies need to be grounded in the concept of wisdom • Lloyd (1999) - wisdom is knowledge with a long shelf-life, whereas data are information • with a very short shelf-life

  15. Learning within an organization • Learning through training • The training process in learning • Learning event design • Training evaluation • Hamblin (1974) • Reaction • Learning • Job behaviour • Organization • Ultimate value • Development

  16. Learning has many applications within organizations • Induction of new employees • Initial job training • Subsequent job training • Training on transfer or promotion • Training for special groups • Development • Professional development • Specialist career development • Manager’s career development • Development for directors and senior managers • Job termination training • Special initiative training and development

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