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Learning is a function of how people reason about their own behaviour. This article by Chris Argyris shows how companies that focus on continuously improving their managers' and employees' reasoning patterns can improve employee problem-solving and therefore increase success.
What is a learning organization? What are the advantages of creating one? Why should a company want to become a learning organization? Where does one start? Learning Organizations: Developing Cultures for Tomorrow's Workplace contains essays by thirty-nine of the most respected practitioners and scholars of this topic. This definitive collection of essays is rich in concept and theory as well as application and example. Lead authors include Harvard's Rosabeth Moss Kanter, London Business School's Professor Emeritus Charles Handy, and MlT's Fred Kofman and Peter Senge. The thirty-two essays in this comprehensive collection are presented in four main parts: 1. Guiding Ideas 2. Theories/Methods/Processes 3. Infrastructure 4. Arenas of Practice
Organizational learning, the examination of how organizations learn as groups rather than as individuals, is a fast growing area of interest, and is now considered an essential factor in business success. This new edition of an already popular text critically examines traditional assumptions about organization and strategy, providing key readings by renowned international authors to help the reader understand and manage the challenge of organizational learning. How Organizations Learn links the two key concepts of leadership and the learning organization in this text, bringing together the key theories and suggesting new directions for studying and managing organizations. The choice of readings highlights the potential synergy between leading and learning, and how organizational structure and management processes impact upon learning, and includes work by numerous key academics. This will be a core text for courses in Organizational Learning and Knowledge Management at advanced undergraduate, MBA and executive training level, and a supplementary text for courses in Strategic Management, HRM and OB.
Inhaltsangabe:Abstract: Writers on management and organisational excellence today provide a set of prescriptions, which they argue will lead to healthy, well functioning firms. Within the management sciences there has been a growing tendency to view organisations as complex systems, that is, to describe them as organisms. Increasingly the hard sciences are being used to describe and analyse organisations. In the field of creative problem solving several systems authors have advocated the use of metaphors to describe certain aspects of organisations. In reviewing much of today s management literature we are exhorted to use benchmarks, for a variety of management tasks. In reviewing organisational excellence we are duty bound to find a measure that will be relevant tomorrow as well as today. Conjoining these current themes in management, this thesis seeks to review what we know about the effective collective functioning of selected species and to compare these natural systems with organisational systems. We posit the question: Can an understanding of the functioning of natural systems help us to understand how organisations function? If so, what can we learn about the effective functioning of organisations. Firstly we will review common management theories, with a focus on organisational learning and knowledge management. Secondly we will look at three natural organisations: Honey bees, leaf-cutter ants and the African locust. We want to find out how these organisations function, and specifically search for knowledge management and organisational learning within these biological systems. Then we will try to link management theories with our findings in natural organisations. This approach will finally deliver some interesting hypothesis about knowledge management and organisational learning - both valid for human and natural organisations. Inhaltsverzeichnis:Table of Contents: Table of Contents2 Acknowledgements4 Technical remarks4 Preface5 Introduction5 I.Management Theories on Organisational Learning and Knowledge Management7 1.1A Company's Driving Forces: The Seven-S-Model (McKinsey & Company, Inc.)7 1.2The Structure of Organisations (Henry Mintzberg)8 1.3The 5th Discipline - Innovating the Learning Organisation(Peter M. Senge)9 1.4The Peak Performance Organisation (PPO)- what Management can learn from Sports Organisations(University of Waikato, New Zealand)12 1.5Workgroups and Virtual Organisations: Fashion or [...]
Managing people is fraught with challenges—even if you're a seasoned manager. Here's how to handle them. If you read nothing else on managing people, read these 10 articles (featuring “Leadership That Gets Results,” by Daniel Goleman). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees' performance. HBR's 10 Must Reads on Managing People will inspire you to: Tailor your management styles to fit your people Motivate with more responsibility, not more money Support first-time managers Build trust by soliciting input Teach smart people how to learn from failure Build high-performing teams Manage your boss This collection of best-selling articles includes: featured article "Leadership That Gets Results" by Daniel Goleman, "One More Time: How Do You Motivate Employees?" "The Set-Up-to-Fail Syndrome," "Saving Your Rookie Managers from Themselves," "What Great Managers Do," "Fair Process: Managing in the Knowledge Economy," "Teaching Smart People How to Learn," "How (Un)ethical Are You?" "The Discipline of Teams," and "Managing Your Boss."
To compete with today's increasing globalization and rapidly evolving technologies, individuals and organizations must take their ability to learn—the foundation for continuous improvement, operational excellence, and innovation—to a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization. Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image. Exemplar learning organizations discussed include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO.
Managing people is fraught with challenges- even if you are a seasoned manager. Here's how to handle them. If you read nothing else on managing people, read these articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employee's performance.This book will inspire you to: tailor your management styles to fit your people; motivate with more responsibility, not more money; support first-time managers; build trust by soliciting input; teach smart people how to learn from failure; build high-performing teams; and manage your boss. -- from Back Cover

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