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This WIKI Site offers a suitable platform to a group of

Oxford Brookes University MBA students to develop

their Leadership Assignment as part of Module P57959

ORGANISATIONAL ARCHITECTURE.



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We wish to make you participant on what we

consider an interesting subject for

discussion.

We hope you enjoy our research and

welcome your comments and contributions

to the topic.









What is ORGANISATIONAL LEARNING?

Is it useful to our company?

First let's see how the great companies learn:


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Toyota - Liker (2004) identifies the principles that make Toyota one of the world’s greatest manufacturers. “Become a Learning Organization” is one of these key principles and involves the following three elements: 1) Identify root causes and develop countermeasures, 2) Responsibility, self-reflection, and organizational learning, 3) Utilise policy deployment
Canadian Imperial Bank of Commerce - In 1990’s CIBC's vision changed its position from its previous rule-based environment to become a customer-obsessed organisation. ``The point here is not to have the organization force employees to learn, but to create a context in which they will want to learn'' (Flood, 1993) (Smith 1999)

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Apple - Apple use the coexistence of competition and co-operation between its suppliers in order to consistently review, learn and develop new and more efficient ways to achieve effective product delivery (Fynes & Ainamo 1998)
General Electric - At General Electric, teams of executives are engaging in education programmes referred to as “action learning”. Action learning is considered to be a new type of organisational learning that seeks to both teach and learn from managers (Keys 1994)



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Organisational Learning is a key factor in achieving an organisations performance towards its objectives and implementation of its business strategies better than its competitors. It enhances the organisation leadership and employees capability in responding to uncertainties in the economic environment. An organisation committed to learning can benefit from opportunities created by the growing market demand because it has the knowledge and ability to understand and anticipate customers’ needs.


Now, let's go on the organisational learning journey.

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(TO GO TO THE TOPIC CLICK ON THE LITTLE ARROW BY ITS NAME IN EACH BOX)


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References:

Smith, P (1999) The learning organisation ten years on: a case study. MCB University Press, Vol. 6, No. 5, pp 217-223.

Flood, A.L. (1993) The business of business is learning, address to the Canadian Payments Association, Vancouver, Canada, 26 April.

Fynes, B. and Ainamo, A. (1998) Organisational Learning and lean supply relationships: The case of Apple Ireland, Supply Chain Management¸ Vol. 3, No. 2, pp. 96-107.

Keys, L (1994) Action Learning: Executive Development of Choice for the 1990s, Journal of Management Development, Vol 13, No. 8, pp 50-56.

Linker, J. (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw Hill Professional.