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2010 Learning for Change Survey

2010 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, namely (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale: 1 = strongly agree, 2 = agree, 3 = neutral, 4 = disagree, 5 = strongly disagree, 6 = don't know. 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, namely (i) organization, (ii) people, (iii) knowledge, and (iv) technology. The perceptions of respondents were captured using a six-point Likert scale: 1 = strongly agree, 2 = agree, 3 = neutral, 4 = disagree, 5 = strongly disagree, 6 = don't know. The learning organization model is described in the publication titled Learning for Change in ADB.

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Categories:Types, Research
Published by: ADB Knowledge Solutions on Mar 23, 2012
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11/20/2012

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2010 Learning for Change Survey
Final Report
October 2010
Knowledge Management CenterRegional and Sustainable Development Department
The views expressed in this eport are those of the author/s and do not necessarily reflect the views or policies of the AsianDevelopment Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this report and accepts no responsibility for any consequence of their use. The countries listed in thispublication do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB'sterminology.
 
 
Vice President
U. Schaefer-Preuss, Knowledge Management and SustainableDevelopment
Director General
X. Yao, Regional and Sustainable Development Department
Unit Head/Team Leader
O. Serrat, Knowledge Management Center
Consultant
A. Casorla
The views expressed in this publication are the views of the author/s and do not necessarily reflect the views or policies of the Asian DevelopmentBank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication andaccepts no responsibility for any consequence of their use. The countries listed in this publication do not imply any view on ADB's part as tosovereignty or independent status or necessarily conform to ADB's terminology.
 
 
INTRODUCTIONA.
 
Purpose and Design
1.
 
The electronic
Learning for Change Survey 
was introduced in 2010 to place an accenton organizational learning in ADB.
1
The questionnaire featured ten positive statements depictingideal levels of organizational competence across four "pillars" representing four subsystemsdeemed necessary for organizational learning, namely (i) organization, (ii) people, (iii)knowledge, and (iv) technology (Appendix 1). The perceptions of respondents were captured inabsolute confidence using a six-point Likert scale: 1 = strongly agree, 2 = agree, 3 = neutral, 4 =disagree, 5 = strongly disagree, 6 = don't know. The results of the survey provide a baseline forsubsequent rounds.
2
 
Figure 1: Building a Learning Organization
TechnologyOrganization People Knowledge TechnologyEnvironmentEconomy PolityTechnologyPeople KnowledgeMultiple Approaches, includingManagement Science Organizational Development Cognitive Psychology Computer ScienceLearningOrganizationSociety
 
Source: ADB. 2009.
Learning for Change in ADB 
1
The rationale for the learning organization model used in the survey is laid out in ADB. 2009.
Learning for Change in ADB 
2
Since 2005, ADB has conducted annual electronic surveys to gauge staff perceptions of knowledge management.Survey findings are benchmarked against eight recognized MAKE (Most Admired Knowledge Enterprises)knowledge performance dimensions: (i) creating and sustaining an enterprise knowledge-driven culture, (ii)developing knowledge workers through senior management leadership, (iii) developing and delivering knowledge-based products/services/solutions, (iv) managing and maximizing the value of enterprise intellectual capital, (v)creating and sustaining an enterprise-wide collaborative knowledge-sharing environment, (vi) creating andsustaining a learning organization, (vii) managing client knowledge to create value and enterprise intellectualcapital, and (viii) transforming ADB knowledge to reduce poverty and improve clients' standard of living. Available:www.adb.org/knowledge-management/assessment.asp.The results of the
2009 MAKE Survey 
were the mostpositive to date. However, the number of dimensions the
MAKE surveys 
benchmark is limited and their focus is onknowledge management: the 2010
Learning for Change Survey 
was conducted to introduce a new diagnostic toolthat examines organizational learning and deepens understanding of progress toward creating and sustaining alearning organization.

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