Building the Learning Organization: A Systems Approach to Quantum Improvement and Global SuccessMcGraw-Hill, 1996 - 242 oldal Building the Learning Organization is the first practical guide to transforming your organization into one that is set up to learn - even seeks out opportunities to learn - and then stands ready to quickly capitalize on that information. You'll be able to navigate your way through the process with the help of an easy-to-follow model that forms the heart of the book. You'll also find incisive and fascinating case historiesshowcasing the successful efforts of such companies as Arthur Andersen, Whirlpool, National Semiconductor, and Federal Express - that illustrate application of the model's tenets in various economic sectors. And, to further facilitate the transformation to a learning organization, the book presents 16 recommended action steps your company will want to consider taking. There is also discussion of what it takes to maintain a learning organization over time. There are evaluation forms to help you assess at what stage your company is currently at, what its strengths are, and where the needs are the greatest. There is even a helpful glossary of common terms. |
Tartalomjegyzék
Building Dynamic Learning through | 3 |
The SystemsLinked Organization Model | 19 |
Organization | 29 |
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action learning activities adapt Andersen areas Arthur Andersen becoming a learning best practices building a learning business chain Caterair centers challenges coaching commitment company's competitive continuous improvement continuous learning corporate learning corporatewide learning Cray Research create creative culture customers Electronic Performance Support employees empowered empowerment enable encourage enhance EPSS experience Federal Express feedback focus global goals groups human resources ideas identify important increase Information technology innovation integrated interactive internal knowledge workers leaders leadership learners learning company learning opportunities learning organization learning process ment mental models National Semiconductor organization model organization's organizational learning percent Performance Support Systems personal mastery Peter Senge planning problems recognize Reengineering reflection reward Rover shared vision skills staff strategies structure subsystem success suppliers systems thinking team learning technology-based learning throughout the organization tion transfer transform values Whirlpool workforce workplace