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Learning for Change Survey

Learning for Change Survey

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The 2010 Learning for Change Survey was introduced to place an accent on organizational learning in ADB. The questionnaire featured ten positive statements depicting ideal levels of organizational competence across four pillars: (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale. The learning organization model is described in the publication titled Learning for Change in ADB.
The 2010 Learning for Change Survey was introduced to place an accent on organizational learning in ADB. The questionnaire featured ten positive statements depicting ideal levels of organizational competence across four pillars: (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale. The learning organization model is described in the publication titled Learning for Change in ADB.

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Published by: ADB Knowledge Solutions on Feb 23, 2012
Copyright:Attribution Non-commercial No-derivs

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11/22/2012

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The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence
of their use. The countries listed in this presentation do not imply any view on ADB’s part as to sovereignty or independent
sta
tus or necessarily conform to ADB’s terminology.
 
Learning for Change
Survey
Olivier Serrat 
2010
 
The Learning Organization Model
A learning organization knows the role that learning plays indeveloping
organizational effectiveness
. It demonstrates this byhaving an inspiring vision for learning and a learning strategy.Organizational learning is neither possible nor sustainable withoutunderstanding what drives it.
The
organization
subsystem values leadership, structure,communication systems, allocation of adequate resources, plannedand emergent learning, and failures and unintended outcomes.
A learning organization needs reflective
people
. This subsystemvalues teamwork, learning and knowledge development, individualand collective learning for development, and development of leadership competencies.
 
The Learning Organization Model
Knowledge
is critical in a learning organization because it isboth a product of knowledge and its source. This subsystemvalues individual and collective knowledge production,systems and infrastructure of knowledge management,feedback mechanisms, resilient organizational memory, andcollaborative mutual learning arrangements.
In a learning organization,
technology
is harnessed withoutconstraining knowledge management and learning. Thissubsystem values creative use of information andcommunication technologies, and provides opportunities forstaff to learn how to make use of technologies for knowledgemanagement and learning.

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