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    This document discusses definitions and characteristics of the learning organization. It defines a learning organization as one that facilitates learning for all its members and continuously transforms itself. Key aspects of learning organizations include personal mastery, mental models, shared vision, team learning, and systems thinking. Knowledge management in learning organizations involves socialization, externalization, combination, and internalization. The learning organization requires willingness to continuously learn, innovation, responsibility for one's own development, and ability to learn with colleagues.

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    HRD 2 LEARNING ORGANISATION 5

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    This document discusses definitions and characteristics of the learning organization. It defines a learning organization as one that facilitates learning for all its members and continuously transforms itself. Key aspects of learning organizations include personal mastery, mental models, shared vision, team learning, and systems thinking. Knowledge management in learning organizations involves socialization, externalization, combination, and internalization. The learning organization requires willingness to continuously learn, innovation, responsibility for one's own development, and ability to learn with colleagues.

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    17 views6 pages

    HRD 2 Learning Organisation 5

    Uploaded by

    Alpha
    This document discusses definitions and characteristics of the learning organization. It defines a learning organization as one that facilitates learning for all its members and continuously transforms itself. Key aspects of learning organizations include personal mastery, mental models, shared vision, team learning, and systems thinking. Knowledge management in learning organizations involves socialization, externalization, combination, and internalization. The learning organization requires willingness to continuously learn, innovation, responsibility for one's own development, and ability to learn with colleagues.

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    of 6

    THE LEARNING ORGANIZATION:

    A CRITICAL EVALUATION
    DEFINITION AND CHARACTERISTICS
    OF THE LEARNING ORGANIZATION
     Burgoyne and Boydell (1989:2).
    The learning organization as 'an organization which
    facilitates the learning of all its members and
    continuously transforms itself '.

    As indicated above, this definition contains an individual


    and an organizational change element. Individual learning
    is necessary but not sufficient for organizations to learn.
    Interestingly, in a more recent publication the same
    authors define the concept as 'an organization that
    facilitates the learning of all its members and consciously
    transforms itself and its context'
    learning organization, Senge (1990:3)
    The Fifth Discipline
     1. personal mastery, ensuring individual motivation
    to learn;
     2. mental models, creating an openness to
    misconceptions;
     3. shared vision, building long-term commitment in
    people;
     4. team learning, developing group skills like
    cooperation, communication and so forth;
     5. systems thinking, which constitutes 'the most
    important discipline' , integrating
     the other four.
    Knowledge management
     1. Socialization: tacit knowledge reproduced as tacit knowledge. People learn
    from each other by sharing experiences, imitation, trial and error, and so
    forth.

     2. Externalization: tacit knowledge made explicit. People learn by


    systematizing and codifying their implicit knowledge, making visible what is
    hidden inside them.

     3. Combination: explicit knowledge reproduced as explicit knowledge. People


    learn by using materials and other resources specifically aimed at teaching
    people.

     4. Internalization: explicit knowledge made tacit. People learn by practicing


    skills,

     Automatizing procedures, acquainting themselves with tasks by doing them.


    The learning organization asks a lot
    from its workers:
     1. The willingness to learn continuously;
     2. The need to be innovative and engaged
    in double-loop learning on a permanent
    basis;
     3. The responsibility for their own
    development;
     4. The ability to learn together with
    colleagues.
    National Economic Development and
    Human Resource Development
     DEVELOPMENT IN MALAYSIA
     Malaysia has experienced enviable economic
    growth and has made a clear exposition of
    its future objectives linking educational,
    economic, technological and social
    objectives. In 1991, the Prime Minister Dato'
    Seri Dr Mahathir Mohammed.(1991:
    1–2) announced the nine central strategic
    challenges of Vision 2020 which described
    Malaysia's intention to be a fully developed
    industrialized country by the year 2020:

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