Learning Styles of Organisations
ORGANISATIONAL BEHAVIOUR ASSIGNMENT 1
A). LEARNING STYLES OF ORGANISATIONS AND MANAGERS
INTRODUCTION
Organizations are socio-technical systems. Because of that, they have their own behavioural styles as in all social systems and complex processes of information gathering and knowing as in complex adaptive technological systems. From that perspective, organizational learning process looks more like individual learning process.
Diversity of experience, education, gender, ethnicity, sexual orientation, expertise, and opinion can aid any organization in attempting to understand the environmental changes in organization’s own way.
Learning in an organization means the continuous testing of experience, and the transformation of that experience into knowledge- accessible to the whole organization, and relevant to its core purpose. So, different types of experiences and psychologies cause different types of adaptation. Organizational learning comes from the ability of organizational actors to relate experience and information to routines and problems (Argyris and Schon 1996, 16; Mahler 1997, 519). We follow Berend Boersma and Weggeman’s definition of organizational learning as“the development of knowledge held by organizational members, that is being accepted as knowledge and is applicable in organizational activities, therewith implying a (potential) change in those activities” (2003, 1042). The four Stages of the Learning Cycle for Management and Organizations Kolb identified 4 distinct learning styles based on a 4 stage learning cycle on which management and Organizations could learn (1984). Each stage of the learning cycle uses a different approach to learning: Concrete Experience(CE) Learn by doing and acting Reflective Observation(RO) Assimilate through observing and reflecting. Abstract Conceptualizaton(AC)Develop concepts through thinking and reflection. Active Experimentation(AE) Plan to test new concepts by doing and moving towards the CE
A). LEARNING STYLES OF ORGANISATIONS AND MANAGERS
INTRODUCTION
Organizations are socio-technical systems. Because of that, they have their own behavioural styles as in all social systems and complex processes of information gathering and knowing as in complex adaptive technological systems. From that perspective, organizational learning process looks more like individual learning process.
Diversity of experience, education, gender, ethnicity, sexual orientation, expertise, and opinion can aid any organization in attempting to understand the environmental changes in organization’s own way.
Learning in an organization means the continuous testing of experience, and the transformation of that experience into knowledge- accessible to the whole organization, and relevant to its core purpose. So, different types of experiences and psychologies cause different types of adaptation. Organizational learning comes from the ability of organizational actors to relate experience and information to routines and problems (Argyris and Schon 1996, 16; Mahler 1997, 519). We follow Berend Boersma and Weggeman’s definition of organizational learning as“the development of knowledge held by organizational members, that is being accepted as knowledge and is applicable in organizational activities, therewith implying a (potential) change in those activities” (2003, 1042). The four Stages of the Learning Cycle for Management and Organizations Kolb identified 4 distinct learning styles based on a 4 stage learning cycle on which management and Organizations could learn (1984). Each stage of the learning cycle uses a different approach to learning: Concrete Experience(CE) Learn by doing and acting Reflective Observation(RO) Assimilate through observing and reflecting. Abstract Conceptualizaton(AC)Develop concepts through thinking and reflection. Active Experimentation(AE) Plan to test new concepts by doing and moving towards the CE
Bibliography: 1. R.J. Sternberg and L.F Zhang ,(2000). Perspectives on Cognitive ,Learning and thinking styles .NJ Lawrence Elbraum 2 3. ACCA (2003) “Managing people” , Foulks Lynch publications. 4. D. Knights and H. Willmott (2007). Introducing Organizational Behaviour and Management. Thomson Learning. 5. P. M. Senge (1990). The Fifth Discipline. Currency Doubleday. 6. L. A. Shepard (Educational Researcher, Oct 2000). The Role of Assessment in a Learning Culture. American Educational Research Association WEBSITES.