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Essay / Research Paper Abstract
This 14 page paper looks at how organisation learning can take place and argues that this is impossible unless there is self learning ant an individual level. The paper considers the concept of the learning organisation, as proposed by Senge, and how learning needs to take place. This is then applied to a real life seanrio where a company learns from its managers who also benefit for self learning. The bibliography cites 10 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TElearning.rtf
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Unformatted sample text from the term paper:
great deal of value to the life lead. Lessons seen may be wide ranging, form the way to manage money, how to behave in relationships to learning about ones self.
When we look at the commercial environment organisations also learn, they change and adapt following different perspectives. However, despite many companies have a separate personality in legal term, they do
not have a conscious mind, Organisations are made up as individuals. The result here is that where we see an organisation that appear to be learning, this must mean those
in the organisation are learning about themselves, with new data or different ways increase the performance of the organisation. One of the major proponents of the learning organisations is
Peter Senge, he defined what is meant by an learning organisation and shows us the barriers he sees to this process. By examining these we can see the human impact
and how the evolution into a learning organisation cannot take pace unless there is learning by the people within the organisation, self learning.
Peter Senge is an advocate of the philosophy of the need for any company to be a learning organisation if it want to survive and thrive in an increasingly
competitive environment. philosophy but he takes this idea a stage further. He argues that we have been conditioned into resisting change
by institutions such as schools (Senge, 2002). This is due to an organisational culture which persists. The world can be viewed in our minds as a mechanical place where change
is driven by the leaders as opposed to an organic world where things can evolve and change naturally (Senge, 2002). To accept change of any sort the metal attitude has
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