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Essay / Research Paper Abstract
This 11 page paper considers the concept of organizational learning and applies it to the UK's Inland Revenue service, now part of HM Revenue and Customs department. The paper started introduction, undertakes a literature review looking at the concept of organizational learning and then applies these ideas to the strategy undertaken by the Inland Revenue. The bibliography cites 16 sources.
Page Count:
11 pages (~225 words per page)
File: TS14_TEIRlearn.rtf
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Unformatted sample text from the term paper:
organizations to take on the concept of learning as part of a larger business strategy, where there is a need for the organization to undertake continual learning in order to
change and adapt to the environment within which it operates. The Inland Revenue may be seen as forward looking when compared to many other government or administrative departments, but the
concept of learning at individual and organizational level is not new, with many theorists, such as Senge (2002) and Karash (2004) as well as accepted as developed by others such
as Porter (2002) and Mintzberg (2008) all advocating the use of learning, to compete, with the results being a potential source of competitive advantage or at least allowing the firm
to avoid being left behind and suffering a competitive disadvantage. In order to assess the potential use and applications of learning concepts the ideas and benefits may be examined and
then applied to the case study. 2. Literature Review The concept of a learning organisation is one where " people at all
levels, individuals and collectively, are continually increasing their capacity to produce results they really care about" (Karash, 2004). However, the idea of the need to learn to develop and respond
may not be seen as new, this dates back to ideas such as Sun Tzu and Confucius (Thompson, 2007). In terms of
business the idea of the learning organisation in more than one where there is learning, the learning has to be put into practice to help the company develop and evolve.
It is as a process of evolution that the learning organisation is commonly perceived (Mintzberg et al, 2003; 2008). The idea of
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