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Learning Organisationl

The document discusses the importance of a 'Zero Defect' quality system to maintain customer satisfaction and reduce costs associated with manufacturing defects. It emphasizes the need for organizations to foster a learning culture that encourages knowledge sharing, adaptability, and teamwork to enhance overall effectiveness. Key concepts include systems thinking, personal mastery, and the creation of a stimulating work environment that supports continuous learning and innovation.

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gandhi09vivekananda
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5 views

Learning Organisationl

The document discusses the importance of a 'Zero Defect' quality system to maintain customer satisfaction and reduce costs associated with manufacturing defects. It emphasizes the need for organizations to foster a learning culture that encourages knowledge sharing, adaptability, and teamwork to enhance overall effectiveness. Key concepts include systems thinking, personal mastery, and the creation of a stimulating work environment that supports continuous learning and innovation.

Uploaded by

gandhi09vivekananda
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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What is right and what is wrong?

• There was a time when people were feeling


that everything is going right
• Now is the time that the people are feeling
that nothing is going right
Ever Changing Environment

Core Competency

Competitive Advantage
Why is “Zero Defects” an Important Concept?

Maintain Customer Satisfaction & Loyalty

Happy Customers mean more sales

15 May 2010 3
Why is “Zero Defects” an Important Concept?

COST

There is always a cost associated with manufacturing defects

15 May 2010 4
What is a Zero Defect Quality System (ZDQ)?

A quality concept to manufacture ZERO defects &


elimination of waste associated with defects!

“ZERO” is the goal!

Control the process so that defects


are impossible!
15 May 2010 5
Costs of Defects ?

Does it cost more to make processes better ? NO


Making processes better leads to reduced
Rework
Scrap
Warranty costs
Inspection costs
15 May 2010 6
Organization as an
open and
progressive system
Motivated Workforce

People with the right skills, in the right place, at the right
time, with the right resources, doing the right things, at the
right pay 3
Organization

“Organizations are social entities that are goal-


oriented; are designed as deliberately structured and
coordinated activity systems, and are linked to the
external environment”
Organizational Design And Culture

“Adaptability and values set the tone”


What Modern Organization requires?
Two things
– Knowledge
Knowledge generated by practical experience
and scientific research

– Solving Problems & Managing Resources


Learning

Learning is the permanent change in the


behaviour through education, training ,
practice and experience

Nature of Learning
• Change in behaviour
• Change in behaviour must be relatively
permanent
• Change must be based on some experience
• Reinforcement
• Learning is reflected in the behaviour
Learning process

Motive Stimuli Response Reinforcement Retention

Motive : Goal that an individual likes to achieve


Stimuli : Factor influencing to learn
Response: Act of an individual
Reinforcement : Reparative action
Retention : Remembering and retrieving when needed
Social Learning
It considers that people learn from one another.
One can learn through observation or experience

Role of a Model
• Attention
• Retention
• Imitation
• Reinforcement
Three broad questions

• What is Learning?

• What is Organization?

• What is Learning Organization?


Learning :
The act, process, or experience of gaining knowledge
or skill.

Organisation :
Group of people working together to achieve common
business objective

Learning Organisation
 An organisation that learns and encourages learning
among its people.
 It promotes exchange of information between employees
hence creating a more knowledgeable workforce.
 This produces a very flexible organisation where people
will accept and adapt to new ideas and changes through a
shared vision.
3 Requisites of LO

• Is the environment
•What is that they are learning? supportive?
•How is it that they are learning? • Is the internal Environment
•When is it that they are learning? more complicated?
LO • Is the external Environment
more complicated?

People
Are they interested in learning?
Are they interested in sharing?
Are they interested in caring?
Learning organization

Personal Mental
Mastery Models

Learning
Organization
Systems Shared
Thinking Vision

Team
Learning
The Learning Organization Goal

Make Learning
Part of the
Every Day Office
Environment
Learning Organization

Any organization that has a culture and structure that


promotes learning at all levels to enhance its capabilities to
produce, adapt and shape its future.
A Learning Organization:
Key Disciplines
Systems thinking: Integrating all the functions in an organization into a
cohesive structure.

Personal mastery: Personal and professional development that fits with


the organization’s goals.

Mental models: Internalized frameworks and generalizations of how an


organization works and responds to its environment.

Shared vision: Developing commitment using “shared pictures of the


future”; Everyone working for a common goal should speak in the same
tone and should speak the same thing

Team learning: People working as teams and therefore learning as


teams.
What we need to learn?

Organization People

Learning

Yourself Technology
Leadership Vision

By Ramanath H.R., Asst. Prof.


Surana PG Centre, KS Town,
Bangalore-60
Knowledge Management

Connecting people to people and people to information


Learning Organization Defined
An organization that encourages learning among its people.

An organization that promotes exchange of information between its people.

An organization that is a safe place to think and be creative.

An organization where people will accept and adapt to new ideas and changes
through a shared vision.

An organization that rewards risk-taking.


Learning Organizations
Peter Senge’s 1990 book The Fifth
Discipline provided many of us with the
concept of the learning organization.

Senge identified five disciplines of a


learning organization:
– Personal Mastery
– Mental Models
– Shared Vision
– Team Learning
– Systems Thinking
Five Disciplines - expanded
Systems thinking
• mind shift & understanding change processes.
• ‘feedback’ to reinforce/counteract action.
• recognize recurring structures
• remove root causes/problems
Personal Mastery
• personal competence and vision
• developing patience to look at reality objectively
Mental Models
• changing ingrained assumptions about influencing factors.
Shared Vision
• use instincts, intuition by sharing personal vision
• pictures of the future
Team Learning
• dialogue, discussion, group relationships
• accelerate org. learning thru. Synergy 2 + 2 = 5
Systems Thinking Paradigm

The content of we LEAD In Learning will be written


based on a systems thinking model of:

– “What-should-I-do”

– “How-should-I-do-it”

– “Why-should-I-do-it?”
Stephen Covey’ “Habit”
This systems thinking model essentially describes
knowledge, skill, and motivation (or desire).
– Knowledge — educate the head
– Skill — educate the hand
– Motivation (or desire) — educate the heart
Stephen Covey calls the intersection of these three
things a “Habit.”
The Learning Organization

 Encourages Continuous Learning

 Promotes Access to Learning

 Maximizes Information Sharing

 Increases Flexible Access to Training

 Works Efficiently Using Interactive Relationships

 Sees the Big Picture

 Shares a Common Vision


A Stimulating Work-Environment
• A general climate of co-operation

• Mutual respect and trust regardless of formal positions

• Open channels of communication. No “secrets” or hidden


agendas

• Different skills and opinions being considered a bonus

• Development of everyone’s ability to create

• Minimising fear and uncertainty about the work-situation and


the future

• Encouraging experimental attitudes

• Lots of humour and positive awareness


The paradigm of learning organizations
The Learning Organization is indeed a different kind of construct from the
Bureaucratic paradigm.

It emphasizes process over structure, and contains several components:

• a vision of better organizational life

• a body of management practice guidelines and a network of experts and


advocates

• a set of mental models regarding individual and social psychology, the


sociology of organizations and change

• a concern for values of wholeness (in preference to fragmentation) and respect


for people
Staff-members must:
• Know which way we are heading
• See and experience a full understanding of what we
are doing and why
• Dare to challenge the present
• Feel good about themselves, their work and their
colleagues
• Participate in inspiring team-work
• Be able to influence their own work-situation
• Experience that their own values match those of the
organisation

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