Organisational Learning - Week 6

Organisational Behaviour Organisational Learning - Week 6 Introduction  Learning is generally defined as the acquisition of knowledge which leads to permanent behavioural change. Learning means that someone has stored an experience – memory and learning are closely linked.  An understanding of how people learn is a significant area of study.  Learning can be deliberate / formal process or take place spontaneously / unintentionally.  Individuals differ in their learning capabilities and styles.  Learning is a social and personal process. Factors influencing the learning process Benefits of Learning For individuals: key to developing potential, enables individuals to meet the demands of change, capacity to learn is an asset. For organisations: increases everyone’s capacity to contribute to organisational success, produces wider range of solutions to issues, enables organisation to be more efficient in meeting its goals. For society: learning helps society survive and thrive, enhances capacity of individuals leading to a more fulfilled society. How do people learn?  Learning by experience – as a natural consequence of the job.  Learning incidentally or explicitly Behaviourist approach: considers the effects of reward and punishment on how we learn. Cognitive theories: consider the process of learning and take into account different preferences and styles. Kolbs’ Learning cycle      No end to learning but another turn of the cycle Learners are not passive but need to learn to explore and test Importance of reflection Helps to identify problems in the learning process DO, THINK, CONCLUDE, ADAPTDO IT AGAIN!! Learning Styles Honey & Mumford identified four styles:  Activist – I’ll have a go at that  Reflector – I’d like time to think  Theorist – How does this relate to that  Pragmatist - How can I apply this in Practice E- Learning       Learning via technology or online Growing in popularity Easy to standardise learning – and can reduce costs No limit on number of learners Increases availability and accessibility Ability to test learning Action Learning  Typically involves a group of learners (set) meeting regularly to undertake a project.  Based on real work issues, designed to help learners and the organisation.  Learners work together to find solutions to actual problems.  Can enhance how people learn.  Emphasis on group learning and self-evaluation.  Advice and support provided, often by tutors or more experienced organisational members. Knowledge Management A range of practices or approaches to identify, create, distribute and share knowledge through the organisation.  Unlocking the knowledge in people’s heads.  Identify and apply knowledge assets  Knowledge based economy – complete with knowledge workers  Benefits: learn from mistakes, empowers people to solve their day to day problems, improves efficiency, increases productivity. Forms of Knowledge Management  Explicit knowledge: held consciously by the individual. Easily communicated, quantified and available to others (e.g. in books)  Tacit knowledge: internalised and specific to the individual. They may not even be aware of it. Harder to share. (Knowing when to Lead, etc) ‘A successful company is a knowledge-creating company, that is one which is able consistently to produce new knowledge, to disseminate it through the company...’ Tan. Talent Management  Emergence of talent management as a strategic approach to gain competitive advantage.  The selection, development, engagement and retention of individuals who are seen to be of particular value to an organisation’. (CMI)  To succeed – needs to be aligned to the organisation’s goals.  Talent management programmes can include a range of activities such as formal and informal leadership coaching and or mentoring, secondment, networking events and board-level and client experience. Benefits of Talent Management       Building a high-performance workplace Encouraging a learning organisation Adding value to the ‘employer of choice’ and branding agenda Contributing to diversity management Accessing human capital data to aid better business decision Increased productivity levels. Coach and Mentoring Mentoring:  traditionally described as a relationship between a senior / more experienced colleague supports development of more junior member of staff  helps with career direction and issues – offer advice and feedback.  often long-term relationship Coaching:  supportive relationship – encourages individual to find their own solutions  focuses on improving performance and developing an individual  Coaching activities have both organisational and individual goals Benefits of Coaching and Mentoring  Mentoring as a powerful tool for personal development – helps people progress their careers (Whitaker).  Both can build capacity in managers  Coaching as a ‘safe space’  Supports employee engagement  Lifelong learning  Empowering  Enhances self-awareness