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In business management, a learning organization is a company that facilitates the learning of its members and continuously transforms itself. [1] The concept was coined through the work and research of Peter Senge and his colleagues.
Organizational learning happens as a function of experience within an organization and allows the organization to stay competitive in an ever-changing environment. . Organizational learning is a process improvement that can increase efficiency, accuracy, a
Learning what facilitates and inhibits learning enables organizations to develop new strategies to develop their knowledge. For example, identification of a gap between perceived performance (such as satisfaction) and actual performance (outcomes) creates an awareness that makes the organization understand that learning needs to occur, driving ...
The Fifth Discipline: The Art and Practice of the Learning Organization is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations that learn to create results that matter as an organization.
Organizational intelligence embraces both knowledge management and organizational learning, as it is the application of knowledge management concepts to a business environment, additionally including learning mechanisms, comprehension models, and business value network models, such as the balanced scorecard concept.
Self-organization is the "black belt" of TBLO: it supposes an advanced understanding of management and the ability to let go as far as questions of power and prestige are concerned. The way towards self-organization usually takes organizations through a learning process which lasts usually 2 to 4 years. The conditions for success are
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This makes experiential learning, productivity gains, and competitiveness slow and expensive to acquire. In business terms, tacit knowledge is a passive misnomer for active sharing of knowledge to make an organization more effective.