Organisational learning and learning organisations have been the focus of a great deal of evaluation within management literature since the 1990’s (Senge‚ 1990; Michaux‚ 2002). This paper aims to define and critically evaluate the concept of a learning organisation by drawing on the writings of core authors to both support and demonstrate criticisms of the ‘learning organisation’ concept. The Learning Organisation Organisational learning is a continual process whereby an organisation adapts to its
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Clarification Rationale The object of the values clarification strategy is not to teach specific values‚ but to make students aware of their own personally held values and of the way in which their values compare to those of friends‚ adults‚ different groups in society‚ and even other societies in other times. It is hoped that‚ as this awareness increases‚ students will reconsider and perhaps modify poorly founded values while‚ at the same time‚ hold more confidently values which stand the test of review
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president of the Japanese company; Hamada Isao from Tokyo‚ director of marketing from its technology group; and Noto Takeshi from Tokyo‚ assistant director of its financial management department. From the United States company‚ Thomas Boone from Chicago‚ the top purchasing manager from its lumber and forest lands group; Richard Maret from Buffalo‚ the codirector of the company’s information systems group; and Billy Bob "Tex" Johnson from Arizona‚ the former CEO‚ now retired and a consultant for the company
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Group Process Social work practitioners employ different types of strategies when working with treatment groups. These strategies are designed to meet the individual needs of each member as well as the needs of the group. The purpose of this particular group was to provide psycho-education‚ support and treatment to its members. The goal of this treatment group was to rehabilitate members and restore them to their formal level of functioning (Toseland and Rivas‚ 2011). The group was led by
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ORGANISATIONAL BEHAVIOUR AND DEVELOPMENT Session 4: Team and Group Dynamics Case Presentation • Hy Dairies Inc. What are Teams? Groups of two or more people who interact and influence each other‚ are mutually accountable for achieving common goals associated with organisational objectives‚ and perceive themselves as a social entity within an organisation. • Groups of two or more people • Exist to fulfill a purpose • Interdependent -- interact and influence each other
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Group Dynamics in Organizations Kirsten O’connell Mgt 415: Group Behavior in Organizations Steven Bedell May 3‚ 2010 Abstract А well-managed organization needs adequate talent to achieve its goals. In addition‚ organizational leaders need to understand the individuals that are working for the organization. By learning how the behavior and culture of individuals affects the organization‚ leaders and organizations move one step closer to success. Organizational behavior is а field of study devoted
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Social class today does not affect our relationships as it did back then. In As You Like it by William Shakespeare and The Importance of Being Earnest by Oscar Wilde‚ plays that are set in the past it has an evident impact on the relationships of some of the characters‚ while others totally defy it. In the plays As You Like It and The Importance of Being Earnest it is evident how social class has a negative impact on relationships. Where the characters lived and who their family was and the way
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Group Dynamics in Psychology Social- In my social group‚ it is clear that we are a collection of individuals guided by roles and norms. We‚ as friends‚ clearly influence each other‚ satisfy personal needs through association‚ and could be classified as a unit due to our common relation and degree of similiarity. I also notice a great degree of interdependence. That is‚ evnts affecting one Work- Contrastingly‚ in my work
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Learning Styles and Personality Types in a Group Dynamic When working in a group environment‚ one will encounter different people who think‚ learn and act in different ways. In order to succeed‚ we must understand these differences and how to use them to our advantage while working with others. Multiple Intelligences When Gardner developed his Multiple Intelligence theory‚ it gave people a new insight to the way we learn. This breakthrough also helped us to work more effectively with one
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Perth‚ Australia j.luca@ecu.edu.au Abstract: Why are some teams successful and others unsuccessful? What criteria or attributes are needed for success? Contemporary teaching and learning practice over the past few years in higher education institutions has seen a proliferation of open-ended constructivist learning designs that incorporate collaboration. This has promoted the need for identifying essential attributes needed for successful teamwork. This study reviews the literature with a view
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