學(xué)習(xí)型組織:文獻(xiàn)綜述范文。本文是一篇留學(xué)生論文文獻(xiàn)綜述寫作范文,主要內(nèi)容是講述學(xué)習(xí)型組織是一個(gè)不斷擴(kuò)大其創(chuàng)造未來能力的組織。對于這樣一個(gè)組織來說,僅僅生存是不夠的“生存學(xué)習(xí)”或更經(jīng)常被稱為適應(yīng)性學(xué)習(xí)是重要的,確實(shí)是必要的。但對于一個(gè)學(xué)習(xí)型組織,適應(yīng)學(xué)習(xí)必須與“生成性學(xué)習(xí)”相結(jié)合,以增強(qiáng)我們的創(chuàng)造能力。在學(xué)習(xí)型組織中,人們不斷擴(kuò)大自己的能力,創(chuàng)造他們真正想要的結(jié)果,培養(yǎng)新的和擴(kuò)展的思維模式,釋放集體愿望,人們不斷學(xué)習(xí)看到整體,聚集在一起。下面就一起來參考這篇文獻(xiàn)綜述寫作范文的全部內(nèi)容。
Introduction of learning organization 學(xué)習(xí)型組織介紹
A learning organization is an organization that is continually expanding its capacity to create its future. For such an organization, it is not enough to merely survive. ‘Survival learning’ or what is more often termed adaptive learning is important indeed it is necessary. But for a learning organization adapting learning must be joined by ‘generative learning’ learning that enhances our capacity to create.
Learning organization where people continually expand their capacity to create the result they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning to see the whole to gather.
Types of learning 學(xué)習(xí)類型
Level 1:- learning facts, knowledge, processes and know situation procedures apply to know where changes are minor.
Level 2:- learning new job skills that are transferable to other situations applies to new situations where existing responses need to be changed bringing in outside expertise is a useful tool here.
Leel 3:- learning to adopt-applies to more dynamic situation where the solution need developing experimentation and deriving lessons from success and failure is the mode of learning here.
Level 4:- learning to learn-Is about innovation and creativity, designing the future rather than merely adapting to it. This is where assumptions are challenged and knowledge is reframed.
第一層:-學(xué)習(xí)事實(shí)、知識(shí)、流程和了解情況程序,以了解變化較小的地方。
第二層:-學(xué)習(xí)可轉(zhuǎn)移到其他情況的新工作技能適用于需要改變現(xiàn)有反應(yīng)的新情況。在這里,引入外部專業(yè)知識(shí)是一個(gè)有用的工具。
第三層:-學(xué)習(xí)采用適用于更動(dòng)態(tài)的情況,其中解決方案需要開發(fā)實(shí)驗(yàn),從成功和失敗中汲取經(jīng)驗(yàn)教訓(xùn)是這里的學(xué)習(xí)模式。
第四層:-學(xué)習(xí)是關(guān)于創(chuàng)新和創(chuàng)造力,設(shè)計(jì)未來,而不僅僅是適應(yīng)未來。這是挑戰(zhàn)假設(shè)和重新定義知識(shí)的地方。
Characteristic of a learning organization 學(xué)習(xí)型組織的特征
Learning culture:- An organizational climate that natures learning. There is a strong similarity with those characteristic associated with innovation.
Processes:- processes that encourage interaction across boundaries. These are infrastructure, development and management processes, as opposed to business operational processes.
Tools and techniques:- method that aid individual and group learning, such as creativity and problem solving techniques.
Skills and motivation:- to learn and adapt.
學(xué)習(xí)文化:一種組織氛圍,促進(jìn)學(xué)習(xí)。與創(chuàng)新相關(guān)的特征有很大的相似性。
過程:-鼓勵(lì)跨邊界交互的過程。這些是基礎(chǔ)設(shè)施、開發(fā)和管理流程,而不是業(yè)務(wù)運(yùn)營流程。
工具和技術(shù):幫助個(gè)人和小組學(xué)習(xí)的方法,如創(chuàng)造力和解決問題的技術(shù)。
技能和動(dòng)機(jī):-學(xué)習(xí)和適應(yīng)。
The art and practice of the learning organization and the fifth discipline field book: strategies and tools for building ad earning organization explain that there are five disciplines, which must be mustered when introducing such as organization.
《學(xué)習(xí)型組織的藝術(shù)與實(shí)踐》和《第五學(xué)科領(lǐng)域書:構(gòu)建廣告盈利組織的策略和工具》解釋了五個(gè)學(xué)科,在引入此類組織時(shí)必須加以整合。
Systems thinking:- the ability to see the big picture and to distinguish patterns instead of conceptualizing change as isolated event systems thinking needs the other four shift from being unconnected to interconnect to the whole and from blaming our problems on something external to a realization that how we operate our actions can create problems.
系統(tǒng)思維:-能夠看到全局并區(qū)分模式,而不是將變化概念化為孤立事件系統(tǒng)思維需要另外四個(gè)轉(zhuǎn)變:從不關(guān)聯(lián)到相互關(guān)聯(lián)到整體,從將我們的問題歸咎于外部,到認(rèn)識(shí)到我們?nèi)绾尾僮魑覀兊男袆?dòng)可能會(huì)產(chǎn)生問題。
Personal mastery:- begins “by becoming committed to lifelong learning” and is the spiritual cornerstone of a learning organization. Personal mastery involves being more realistic, focusing on becoming the personal possible and to strive for a sense of commitment and excitement in our careers to facilitate realization of potential.
個(gè)人掌握:-從“致力于終身學(xué)習(xí)”開始,是學(xué)習(xí)型組織的精神基石。個(gè)人掌握包括更加現(xiàn)實(shí),專注于成為可能的個(gè)人,并努力在職業(yè)生涯中獲得承諾感和興奮感,以促進(jìn)潛力的實(shí)現(xiàn)。
Mental models:- they must be managed because they do prevent new and powerful insights and organizational practices from becoming implemented. The process begins with self reflection, unearthing deeply held belief structure and generalizations and understand how they dramatically influence the way we operate in our own lives. Until there is realization and focus on openness, real change can never be implementation.
心理模型:-必須對其進(jìn)行管理,因?yàn)樗鼈兇_實(shí)阻止了新的、強(qiáng)有力的見解和組織實(shí)踐的實(shí)施。這一過程始于自我反思,發(fā)掘根深蒂固的信仰結(jié)構(gòu)和概括,并理解它們?nèi)绾螛O大地影響我們自己生活的方式。在實(shí)現(xiàn)和關(guān)注開放性之前,真正的變革永遠(yuǎn)無法實(shí)現(xiàn)。
Building shared vision:- visions cannot be dictated because it begins with the personal visions of individual employees, who may not agree with the leaders visions what is needed is a genuine visions that elicits commitment in good times and bad and has the power to bind an organization together.
建立共同愿景:-愿景不能被支配,因?yàn)樗加趩T工個(gè)人的愿景,他們可能不同意領(lǐng)導(dǎo)者的愿景。所需要的是一個(gè)真正的愿景,在好的時(shí)候和壞的時(shí)候都能激發(fā)承諾,并有能力將組織團(tuán)結(jié)在一起。
Team learning:- is important because currently, modern organization operate on the basis of teamwork, which means that organization cannot learn if team members do not come together and learn. It is a process of developing the ability to create desired results, to have a goal in mind and work together to attain it.
團(tuán)隊(duì)學(xué)習(xí):-很重要,因?yàn)槟壳埃F(xiàn)代組織是在團(tuán)隊(duì)合作的基礎(chǔ)上運(yùn)作的,這意味著如果團(tuán)隊(duì)成員不一起學(xué)習(xí),組織就無法學(xué)習(xí)。這是一個(gè)發(fā)展能力的過程,以創(chuàng)造期望的結(jié)果,心中有一個(gè)目標(biāo),并共同努力實(shí)現(xiàn)它。
Review of literature 文獻(xiàn)綜述
The literature I reviewed about learning organization fell in to these categories: 我回顧的關(guān)于學(xué)習(xí)型組織的文獻(xiàn)分為以下幾類:
The “founders” “創(chuàng)始人”
Real world definitions and critiques 現(xiàn)實(shí)世界的定義和評(píng)論
Promoting continuous improvement, innovation, stakeholder collaboration 促進(jìn)持續(xù)改進(jìn)、創(chuàng)新和利益相關(guān)者合作
Organization learning and organizational outcomes 組織學(xué)習(xí)和組織成果
Today’s approaches for building organization learning 當(dāng)今構(gòu)建組織學(xué)習(xí)的方法
Where did the concept of a learning organization that helped create and disseminate this concept. In literature and conversation with practitioners the authors whose names came up again and again as “founders” of sorts of this approaches are peter senge, chris aggris, Donald schon and marguret wheatly also highlighted in this section is shana ratner’s description of the fundamental shift in learning approaches in the latter half of the 20th century has given rise to exiting new field like organizational learning.
幫助創(chuàng)建和傳播這一概念的學(xué)習(xí)型組織的概念在哪里。在文學(xué)和與實(shí)踐者的對話中,作者的名字一次又一次地出現(xiàn)在各種方法的“創(chuàng)始人”中,他們是彼得·森加、克里斯·阿吉里斯,唐納德·肖恩和瑪格麗特·惠特利在本節(jié)中還強(qiáng)調(diào)了沙娜·拉特納對20世紀(jì)后半葉學(xué)習(xí)方法的根本轉(zhuǎn)變的描述,這種轉(zhuǎn)變導(dǎo)致了現(xiàn)有的新領(lǐng)域,如組織學(xué)習(xí)。
Peter senga: peter senga is considered by most to be the “father” of organizational learning senga is a director at innovation associates a Cambridge consulting firm and advises government and educational leader in centre of global changes like South Africa. Senga’s massage of growth and prosperity holds strong appeal for today’s business leaders. This research centre at MIT the centre for organizational learning started in 1990 has 18 corporate sponsors, included AT and T, ford, Motorola and feudal express. Each contributes $80,000 a year to create learning organization pilot programme with the help of senga and his colleagues.
彼得·森加:彼得·森格被大多數(shù)人認(rèn)為是組織學(xué)習(xí)的“父親”。森格是劍橋咨詢公司創(chuàng)新協(xié)會(huì)的董事,為南非等全球變化中心的政府和教育領(lǐng)導(dǎo)者提供咨詢。森加對增長和繁榮的宣傳對當(dāng)今的商業(yè)領(lǐng)袖具有強(qiáng)烈的吸引力。麻省理工學(xué)院組織學(xué)習(xí)中心成立于1990年,有18家公司贊助,包括at&t、福特、摩托羅拉和封建快遞。在森加和他的同事的幫助下,每個(gè)人每年捐款80000美元?jiǎng)?chuàng)建學(xué)習(xí)型組織試點(diǎn)項(xiàng)目。
Senga created something new and powerful by putting them together. Unfortunately, at first glance these ideas can seem ambiguous. As a result only a small percentage of the huge number of people who bought the book has read it and only a small percentage of those have carried out its ideas. To make the learning more accessible to seasoned managers, senga and several co-consultants published. The fifth discipline field book, “hands-on” work.
森加通過將它們結(jié)合起來創(chuàng)造了一些新的、強(qiáng)大的東西。不幸的是,乍一看,這些想法似乎模糊不清。因此,在購買這本書的眾多人中,只有一小部分人讀過這本書,只有一小部分人實(shí)現(xiàn)了它的想法。為了讓經(jīng)驗(yàn)豐富的管理人員更容易獲得學(xué)習(xí),森加和幾位聯(lián)合顧問發(fā)表了。第五個(gè)學(xué)科領(lǐng)域的書,“實(shí)踐”工作。
The field book explains that anyone who wants to be the part of a learning organization must first go through a personal change, senga kleines etal 1994. This means that if some members of the group like to tell people what to do and are to busy to listen they must be willing to change themselves. Senga and his colleagues consult with organizations, where they elaborate set of personal awareness exercise with names like dialogues, the container and the ladder of influence.
《實(shí)地考察手冊》解釋說,任何想要成為學(xué)習(xí)型組織的一部分的人都必須首先經(jīng)歷個(gè)人的變化。這意味著,如果團(tuán)隊(duì)中的一些成員喜歡告訴人們該做什么,并且忙于傾聽,他們必須愿意改變自己。森加和他的同事們與組織進(jìn)行了磋商,在組織中,他們精心制定了一套個(gè)人意識(shí)練習(xí),名稱包括對話、容器和影響力階梯。
Chris argyris:- Chris argyris is also lauded for disseminating pioneering ideas about now learning can improve organizational development success. He is probably known for distinguish between learning that challenges the status quo, called singe loop learning.
克里斯·阿吉里斯:-克里斯·阿吉里斯還因傳播關(guān)于“現(xiàn)在學(xué)習(xí)可以提高組織發(fā)展成功”的開創(chuàng)性思想而受到稱贊。他可能以區(qū)分挑戰(zhàn)現(xiàn)狀的學(xué)習(xí)而聞名,稱為單循環(huán)學(xué)習(xí)。
Double loop learning depends on the internal commitment by employees to seek transparency and personal responsibility in the work place for single loop learning, people are good programmed to believe that transparency and truth are good ideas, but only when they are not threatening, he says in this article “good communication that blocks learning” argyris says that the new but now familiar techniques of corporate communication like focus groups, surveys, management by walking around, can block organization learning even as they help solve certain kinds of problems. These techniques, he explains, promote defensive behaviour by encouraging employees to believe that their proper role is to criticize management while the proper role of management is to take action and fix whatever is wrong. He recommends that managers challenge employees to think constantly and creatively about the needs of organizational. By applying these ideas to individuals or group performance reviews, managers can create an incentive for employees to increase their commitment to continuous non-routine learning and for implementing strategy.
雙循環(huán)學(xué)習(xí)依賴于員工在工作場所尋求透明度和個(gè)人責(zé)任的內(nèi)部承諾。對于單循環(huán)學(xué)習(xí),人們很好地被編程為相信透明度和真相是好主意,但只有在它們沒有威脅時(shí),他在這篇文章《阻礙學(xué)習(xí)的良好溝通》中說,阿吉里斯說,新的但現(xiàn)在很熟悉的公司溝通技術(shù),如焦點(diǎn)小組、調(diào)查、通過四處走動(dòng)進(jìn)行管理,可以阻礙組織學(xué)習(xí),即使它們有助于解決某些問題。他解釋說,這些技巧通過鼓勵(lì)員工相信他們的正確角色是批評(píng)管理層,而管理層的正確角色則是采取行動(dòng)并糾正任何錯(cuò)誤,從而促進(jìn)防御行為。他建議管理者鼓勵(lì)員工不斷地、創(chuàng)造性地思考組織的需求。通過將這些想法應(yīng)用于個(gè)人或團(tuán)隊(duì)績效評(píng)估,管理者可以激勵(lì)員工增加對持續(xù)非常規(guī)學(xué)習(xí)和實(shí)施戰(zhàn)略的承諾。
Donald A. Section 唐納德A.科
For about 40 years, don schon wrote about and consulted in the field of organizational learning many of schon’s many schon’s insights, though not distinguished in the management literature, continue to have a significant on the conceptualization of organizational learning.
Schon’s work can be organized in the four themes:(a)his concept of inquiry as reflection in action.(b)constructing a learning dialectic in organization (c)the practice of learning how to learn and(d)his commitment a new educational paradigm that teaches practitioner how to reflect in action.
在大約40年的時(shí)間里,唐·肖恩在組織學(xué)習(xí)領(lǐng)域撰寫并咨詢了許多肖恩的見解,盡管在管理文獻(xiàn)中沒有區(qū)分,但仍然對組織學(xué)習(xí)的概念化有重要影響。
肖恩的工作可以分為四個(gè)主題:(a)他將探究視為行動(dòng)中的反思。(b) 在組織中構(gòu)建學(xué)習(xí)辯證法(c)學(xué)習(xí)如何學(xué)習(xí)的實(shí)踐,以及(d)他致力于一種新的教育范式,教實(shí)踐者如何在行動(dòng)中反思。
When compared to the current literature on organizational learning, schon’s deep integration of knowing and doing can be seen as pioneering work. Must literature on organizational learning over time. According to schon’s approach, action and reflection should occur at the same time so that learning is necessarily embodied in concrete situation.
與當(dāng)前有關(guān)組織學(xué)習(xí)的文獻(xiàn)相比,肖恩對知與行的深度整合可以被視為開創(chuàng)性的工作。隨著時(shí)間的推移,必須有關(guān)于組織學(xué)習(xí)的文獻(xiàn)。根據(jù)肖恩的方法,行動(dòng)和反思應(yīng)該同時(shí)發(fā)生,這樣學(xué)習(xí)就必然體現(xiàn)在具體的情境中。
Some comment that schon does not emphasize how rare it is for persons to solicit feedback about mismatches between their principles and their actions. “the fact that such learning may be extraordinarily useful.
有人評(píng)論說,肖恩沒有強(qiáng)調(diào),人們很少就自己的原則和行為之間的不匹配尋求反饋?!笆聦?shí)上,這種學(xué)習(xí)可能非常有用。
Margaret whitely: Margaret Whitley’s book leadership and the new science learning about organization from an orderly universe has been recognized as introducing a new paradigm for organizational development that involves “reintegration” of society.
(Dennard 1996), (Brown 1993).
瑪格麗特·懷特利:瑪格麗特·惠特利(Margaret Whitley)的《領(lǐng)導(dǎo)力與新科學(xué):從有序宇宙中學(xué)習(xí)組織》一書被公認(rèn)為引入了一種新的組織發(fā)展范式,涉及社會(huì)的“重新融合”。
Wheatley offers these are ideas:- 惠特利提供了以下想法:
Everything is a constant process of discovery and creating.一切都是一個(gè)不斷發(fā)現(xiàn)和創(chuàng)造的過程。
Life uses messes to get well ordered solutions.生活用混亂來獲得有序的解決方案。
Life is intent on finding what works, not what is right.生活的目的是找到有效的,而不是正確的。
Life creates more possibilities as it engages with opportunities.生活創(chuàng)造了更多的機(jī)會(huì),因?yàn)樗c機(jī)會(huì)相結(jié)合。
Life is attracted to order.生活被秩序所吸引。
Life organizes around identity.生活圍繞著身份而組織。
Everything participates in the creation and evolution of its neighbours.一切事物都參與其鄰國的創(chuàng)造和演變。
Reflecting on her Wheatley vividly demonstrates how organization is living entities and that learning and change strengthen their structure and their communities.
通過對她的反思,惠特利生動(dòng)地展示了組織如何是活的實(shí)體,學(xué)習(xí)和變革加強(qiáng)了他們的結(jié)構(gòu)和社區(qū)。
Shana rather an old and new answer to how we learn:-Shana rasher’s 1997 “emerging issues in learning communities” offers an insightful description of the fundamental shift in learning approaches in the latter half on the 20th century that is giving rise to existing new field such as learning, collaborative learning and organizational learning. This shift, from thinking of learning as a transaction to learning as a process. This shift eliminates the separation of teacher from student and replaces it with dialogue between teacher and student to encourage joint responsibility for learning and growth.
Shana是一個(gè)關(guān)于我們?nèi)绾螌W(xué)習(xí)的新老答案:-Shana rasher 1997年的“學(xué)習(xí)社區(qū)中的新興問題”對20世紀(jì)后半葉學(xué)習(xí)方法的根本轉(zhuǎn)變進(jìn)行了深刻描述,這一轉(zhuǎn)變正在產(chǎn)生現(xiàn)有的新領(lǐng)域,如學(xué)習(xí)、協(xié)作學(xué)習(xí)和組織學(xué)習(xí)。這一轉(zhuǎn)變,從將學(xué)習(xí)視為一種交易,轉(zhuǎn)變?yōu)閷W(xué)習(xí)過程。這種轉(zhuǎn)變消除了教師與學(xué)生的分離,取而代之的是教師與學(xué)生之間的對話,以鼓勵(lì)共同負(fù)責(zé)學(xué)習(xí)和成長。
Old and new answers to how we learn (ratner 1997)我們?nèi)绾螌W(xué)習(xí)的新舊答案
Old answer 老答案
New answer 新答案
Knowledge is thing that is transferred from one person to another. 知識(shí)是從一個(gè)人傳遞到另一個(gè)人的東西。
Knowledge is objective and certain. 知識(shí)是客觀和確定的。
Learners receive knowledge. 學(xué)習(xí)者接受知識(shí)。
We all learn in the same way. 我們都以同樣的方式學(xué)習(xí)。
Knowledge is a relationship between the knower and the known: knowledge is created through this relationship. 知識(shí)是知識(shí)者和已知者之間的關(guān)系:知識(shí)是通過這種關(guān)系創(chuàng)造的。
Knowledge is subjective and provisional. 知識(shí)是主觀的和臨時(shí)的。
Learners create knowledge. 學(xué)習(xí)者創(chuàng)造知識(shí)。
There are many different learning styles. 有許多不同的學(xué)習(xí)風(fēng)格。
LEARNING ORGANIZATION 學(xué)習(xí)型組織
SOUTH WEST AIRLINE :-西南航空公司
Background – Southwest Airlines has built its culture and its reputation inside out. Its value a happy workforce, and believes that its 3200 employees will keep customer come back. Since its beginning as a small, three jet airlines, southwest leadership, including co- founder and current board chairman Herbert D. Kelleher and President colleen Barrett, has relied on company values – concern, respect and caring for employees and customer.
背景——西南航空公司從內(nèi)到外建立了自己的文化和聲譽(yù)。它重視一個(gè)快樂的員工隊(duì)伍,并相信其3200名員工將保持客戶回來。西南航空的領(lǐng)導(dǎo)層,包括聯(lián)合創(chuàng)始人兼現(xiàn)任董事會(huì)主席赫伯特·D·凱萊赫和總裁科琳·巴雷特,從一家小型的三噴氣式航空公司開始,就依賴于公司價(jià)值觀——關(guān)注、尊重和關(guān)心員工和客戶。
Company Consider Learning Organisation because of following reason:- 公司考慮學(xué)習(xí)型組織,原因如下:
Company must provide the level of knowledge and information that allows the employees to “act like owners”. Southwest Airlines provides daily news updates via internet; the CEO records a weekly telephone message for all the employees and the company communicates detailed financial information called “knowing the score” on quarterly earnings. More than 14% of outstanding shares of stock are held by southwest employees.
公司必須提供一定程度的知識(shí)和信息,使員工“像所有者一樣行事”。西南航空公司通過互聯(lián)網(wǎng)提供每日新聞更新;首席執(zhí)行官每周為所有員工記錄一條電話信息,公司傳達(dá)詳細(xì)的財(cái)務(wù)信息,稱為“了解季度收益分?jǐn)?shù)”。西南員工持有超過14%的已發(fā)行股份。
Southwest communicates with employees everyday through news on their internet every week through a telephone news line, every month with 32 page magazine, every week quarter through the financial knowing the score message very year through a series of town hall meetings.
西南航空每天通過互聯(lián)網(wǎng)上的新聞與員工溝通,每周通過電話新聞線,每月通過32頁的雜志,每周季度通過一系列市政廳會(huì)議,每年通過《金融知道分?jǐn)?shù)》消息。
Communicators must nature their corporate culture so that employees understand how their behaviour contributes how their organisation is judged. In its monthly news letter LUV Lines, southwest features employees who have been nominated by their peers for “Wining Spirit” recognition. These outstanding employees are modelling the type of behaviour that result in a remarkable vs ordinary experience for a customer or follow employees.
傳播者必須塑造其企業(yè)文化,使員工了解他們的行為如何影響組織的判斷。西南航空公司在其每月的新聞信《LUV Lines》中介紹了被同行提名為“Wining Spirit”的員工。這些杰出的員工正在模擬為客戶或跟隨員工帶來非凡與普通體驗(yàn)的行為類型。
Learning excellence: Southwest Airline approach 學(xué)習(xí)卓越:西南航空公司方法
A bias for action 對行動(dòng)的偏見
Close to customer 接近客戶
Autonomy and entrepreneurship 自主性和創(chuàng)業(yè)精神
Productivity through people. 生產(chǎn)力是通過人來實(shí)現(xiàn)的
Hands on value driven 實(shí)踐價(jià)值驅(qū)動(dòng)
Stick to the knitting 堅(jiān)持編織
Simple from lean staff 來自精干員工的簡單
Simultaneous loose tight properties 同時(shí)具有松緊特性
Southwest Airlines one of the most successful airlines n the low cost market segment is the role model for many other low cost airlines. Like Ryan air and easy set.
西南航空公司是低成本市場最成功的航空公司之一,也是許多其他低成本航空公司的榜樣。像瑞安空氣和輕松設(shè)置。
Five specific elements of southwest Airline are strategy, structure, processes and reward. 西南航空公司的五個(gè)具體要素是戰(zhàn)略、結(jié)構(gòu)、流程和獎(jiǎng)勵(lì)
Processes: Southwest Airlines has an open – door tradition. Herb Kelleher is known to stay in the bar until four in the morning with a mechanic to hear what he is got to say. Employees are stimulated to come up with ideas and there receive all the necessary support from their management to try out different things. The on board safety demonstration, which has been turned into a complete act to attain the attention of passengers.
流程:西南航空公司有開放的傳統(tǒng)。赫伯·凱萊赫(Herb Kelleher)在酒吧里呆到凌晨四點(diǎn),讓一名技工聽他說些什么。激勵(lì)員工提出想法,并從管理層那里獲得所有必要的支持,嘗試不同的東西。機(jī)上安全演示,已變成一個(gè)完整的行為,以吸引乘客的注意。
Rewards-besides the usual package of secondary employment benefits, like free airline tickets, profit sharing etc. employees of the month election. South west airline has another usual way to pay attention to their work force .In the lobby of SWA corporate headquarter at Dallas love field airport .there is a big port falling messy “The people of SWA are “the creator “of what we have become and what we will be. Our people transformed an idea into a legend .that legend will continue to grow only so long as it is nourished.
除了通常的二級(jí)就業(yè)福利之外的獎(jiǎng)勵(lì),如免費(fèi)機(jī)票、利潤分享等。西南航空公司有另一種通常的方式來關(guān)注他們的員工。在達(dá)拉斯洛夫菲爾德機(jī)場的西南航空公司總部大廳里,有一個(gè)大港口正在倒塌,混亂不堪。西南航空公司的員工是我們已經(jīng)成為什么和我們將成為什么的“創(chuàng)造者”。我們的員工將一個(gè)想法轉(zhuǎn)變?yōu)橐粋€(gè)傳奇。這個(gè)傳奇只有在得到滋養(yǎng)的情況下才會(huì)繼續(xù)成長。
People-SWA has its own “university for people” where 25000 new employees are trained every year .the selection criteria for recruitment are much more based on attitude than on knowledge. As a result SWA is now regarded as friend list airline in us.
People SWA擁有自己的“人民大學(xué)”,每年培訓(xùn)25000名新員工。招聘的選擇標(biāo)準(zhǔn)更多地基于態(tài)度而不是知識(shí)。因此,SWA現(xiàn)在被視為美國的朋友名單航空公司。
The three important factors-these are those factor that show how SWA manager to keep the spirit high 三個(gè)重要因素,這些因素顯示了SWA經(jīng)理如何保持高昂的精神
The relationship between management and workforce. 管理層與員工之間的關(guān)系
The training at university for people decreases hierarchical thinking. 大學(xué)對人的培訓(xùn)減少了等級(jí)思維
Herb Kelleher, one of the founder of SWA and an important leader for the company. His vision, humour and hand on mentality are very inspiring for the entire employee in SWA.
赫伯·凱萊赫,SWA創(chuàng)始人之一,也是公司的重要領(lǐng)導(dǎo)者。他的遠(yuǎn)見、幽默感和動(dòng)手精神對西南威爾士大學(xué)的全體員工都是非常鼓舞人心的。
Suggestion to SWA 對SWA的建議
Give reward also in the form of profit sharing, give bonus and package plan etc. .It also motivate the employees
After studying the whole organisation I come to know that in motivational problem are there so company should have good leadership
After herb SWA has not a leader same like him so company should try to make a leader as him which helps the company a lot.
以利潤分享、獎(jiǎng)金和一攬子計(jì)劃等形式給予獎(jiǎng)勵(lì),同時(shí)也激勵(lì)員工
在研究了整個(gè)組織之后,我了解到,在激勵(lì)問題上,公司應(yīng)該有良好的領(lǐng)導(dǎo)力
赫伯·斯瓦沒有一個(gè)像他一樣的領(lǐng)導(dǎo)者,所以公司應(yīng)該努力讓他成為一個(gè)領(lǐng)導(dǎo)者,這對公司有很大幫助。
Reason of Google as learning organisation-谷歌成為學(xué)習(xí)型組織的原因-
Google is the most goggled company in business today. Just as IBM & coca-cola were the “best companies” in youth and everyone wants to pattern them after Google now.
谷歌是當(dāng)今商業(yè)界最引人注目的公司。正如IBM和可口可樂在年輕時(shí)是“最好的公司”,現(xiàn)在每個(gè)人都想效仿谷歌。
First, it is clear from our research that Google is relying heavily on innovation to grow. The companies hire the “best & brightest” and have created a work environment which is the envy of any generation X and Y employee. Government cafeterias, flexible working conditions and the 20% policy which enable each and every employee to spend up to one day per week working on a special and innovative project of their own. Few companies today can afford to lavish such luxuries on every employee.
首先,從我們的研究中可以明顯看出,谷歌在很大程度上依賴創(chuàng)新來發(fā)展。這些公司雇傭“最優(yōu)秀和最聰明”的員工,并創(chuàng)造了一個(gè)任何X和Y代員工都羨慕的工作環(huán)境。政府自助餐廳、靈活的工作條件和20%的政策,使每個(gè)員工每周最多有一天時(shí)間從事自己的特殊創(chuàng)新項(xiàng)目。如今,很少有公司能負(fù)擔(dān)得起在每位員工身上揮霍這些奢侈品。
Second, the company has also built a culture of product innovation. Dozens of new products & services are available from Google today & engineers are encouraged to continuously newones.engineers who finds bugs in others engineer’s products are encouraged to check out the code line and suggest a fix.
第二,公司還建立了產(chǎn)品創(chuàng)新文化。今天,谷歌提供了數(shù)十種新產(chǎn)品和服務(wù),鼓勵(lì)工程師不斷更新。鼓勵(lì)在其他工程師產(chǎn)品中發(fā)現(xiàn)缺陷的工程師檢查代碼行并提出修復(fù)建議。
While most of the “new products “from Google never became market leader, some do. Google finance, Goggle maps & Gmail are all products which entered the market with strong entrenched compitition.through innovation and strong execution each of these products have take on tremendous market share in a short part and when the company sees a tremendous market opportunity to enter through acquision. Google takes the plunge(YouTube & blogger)
而大多數(shù)“新產(chǎn)品“谷歌從未成為市場領(lǐng)導(dǎo)者,但有些人卻成為了。谷歌金融、Goggle地圖和Gmail都是以強(qiáng)大的競爭優(yōu)勢進(jìn)入市場的產(chǎn)品。通過創(chuàng)新和強(qiáng)大的執(zhí)行力,這些產(chǎn)品中的每一個(gè)都在短時(shí)間內(nèi)占據(jù)了巨大的市場份額,當(dāng)公司看到通過收購進(jìn)入市場的巨大機(jī)會(huì)時(shí),谷歌就采取了行動(dòng)?!?br/>Following are the points that consider Google as learning organisation very truly- 以下是將谷歌視為學(xué)習(xí)型組織的要點(diǎn):
Greater Motivation 更大的動(dòng)力
The Workforce Is More Flexible.勞動(dòng)力更加靈活
People Are More Creative.人們更有創(chuàng)造力
Improved Social Interaction.改善社會(huì)互動(dòng)
Knowledge Sharing.知識(shí)共享
Interdependency 相互依賴
The Breakdown of Traditional Communication Barriers.打破傳統(tǒng)的溝通障礙
Customer Relation.客戶關(guān)系
Information Resources 信息資源
Innovation & Creativity 創(chuàng)新與創(chuàng)造力
Suggestions-建議
Google should level out the workload 谷歌應(yīng)該平衡工作負(fù)荷
Use only reliable, thoroughly tested technology that serves you people & processes 僅使用可靠、經(jīng)過徹底測試的技術(shù),為您的人員和流程服務(wù)
Make decision slowly by consensus through considering all the option and implementing the decision rapidly.通過考慮所有選項(xiàng)并快速執(zhí)行決策,以協(xié)商一致的方式慢慢做出決策。
Introduction to 3M-3M簡介
At 3M, we pair imaginative thinking with science-based technology to create globally-renowned products. We lead scores of markets: health care, safety, office products, and transportation – to name a few. So what’s our secret? It’s simple: We approach real-world problems with our array of technologies to satisfy customers. Leading this process are some of the world’s best and brightest employees who share a commitment to innovation and excellence
在3M,我們將富有想象力的思維與基于科學(xué)的技術(shù)結(jié)合起來,創(chuàng)造全球知名的產(chǎn)品。我們在醫(yī)療保健、安全、辦公產(chǎn)品和交通運(yùn)輸?shù)缺姸嗍袌鎏幱陬I(lǐng)先地位。我們的秘密是什么?很簡單:我們通過一系列技術(shù)解決現(xiàn)實(shí)問題,以滿足客戶的需求。領(lǐng)導(dǎo)這一過程的是一些世界上最優(yōu)秀和最聰明的員工,他們都致力于創(chuàng)新和卓越
Learning environment of 3M 3M的學(xué)習(xí)環(huán)境
3M is a learning organisation committed to continuous improvement in both the company’s result & each individual’s performance. A learning environment is more than a comprehensive training program. It is a philosophy that says that learning is a part of every employee’s job every day.
3M是一個(gè)學(xué)習(xí)型組織,致力于持續(xù)改進(jìn)公司的成果和每個(gè)人的績效。學(xué)習(xí)環(huán)境不僅僅是一個(gè)全面的培訓(xùn)計(jì)劃。這是一種哲學(xué),認(rèn)為學(xué)習(xí)是每個(gè)員工每天工作的一部分。
Continuous learning gives all employees greater opportunity to realize their potential .in a learning environment the role of the employee is to be a continuous learner, the role of the manager is to reinforce learning & model learning behaviour and the role of the company is to create system that allow cross functional knowledge sharing throughout the organisation.
持續(xù)學(xué)習(xí)為所有員工提供了實(shí)現(xiàn)其潛力的更大機(jī)會(huì)。在學(xué)習(xí)環(huán)境中,員工的角色是持續(xù)學(xué)習(xí)者,管理者的角色是加強(qiáng)學(xué)習(xí)并為學(xué)習(xí)行為建模,公司的角色是創(chuàng)建一個(gè)允許跨職能知識(shí)共享的系統(tǒng)。
3M supports learning through on the job training, traditional class room setting, online learning & functional communication of practice .each employee is responsible for his or her individual growth plan. The goal of our commitment to learning is engaged employee who understand how their action contribute to 3M’s success & make decision as if they owned the business.
3M支持通過在職培訓(xùn)、傳統(tǒng)教室設(shè)置、在線學(xué)習(xí)和實(shí)踐功能交流進(jìn)行學(xué)習(xí)。每位員工都對自己的個(gè)人成長計(jì)劃負(fù)責(zé)。我們致力于學(xué)習(xí)的目標(biāo)是讓員工了解他們的行動(dòng)如何為3M的成功做出貢獻(xiàn),并做出決策,就像他們擁有企業(yè)一樣。
Findings:-調(diào)查結(jié)果:
The reward system as a learning frame has high effect on learning environment according to employees.
There is an equity/balance between efforts and rewards.
In SWA organisation new employees are trained every year.
In SWA organisation selection criteria for recruitment are much more based on attitude than on knowledge.
In Google organization monetary or other incentives are given to employees in order to increase their motivation level.
In 3M organization and the relation between employees and managers is good. Employees feel like they work in safe environment.
員工認(rèn)為,作為學(xué)習(xí)框架的獎(jiǎng)勵(lì)制度對學(xué)習(xí)環(huán)境有很大影響。
努力和回報(bào)之間存在公平/平衡。
在SWA組織中,每年培訓(xùn)新員工。
在SWA組織中,招聘的選擇標(biāo)準(zhǔn)更多地基于態(tài)度而不是知識(shí)。
在谷歌組織中,為了提高員工的激勵(lì)水平,向員工提供貨幣或其他激勵(lì)。
在3M組織中,員工與管理者之間的關(guān)系良好。員工感覺他們在安全的環(huán)境中工作。
Conclusion 結(jié)論
After study the whole concept of organisation we learn many things regarding learning organisation. Learning organisation is very wider concept and learning helps organisation to achieve success and create new things. Learning organisation innovate things to world. In this assignment I also study learning organisation like SWA & Google. They are the main example of learning organisation these companies’ gives ideas & products. Because of their learning behaviour these companies get success and the growth rate of learning organisation never down because they change their policies when requires. It is good for companies so according to me every company became learning organisation .it is good for economy as well as companies and we get innovative things.
文獻(xiàn)綜述提到在研究了組織的整體概念之后,我們學(xué)到了許多關(guān)于學(xué)習(xí)型組織的知識(shí)。學(xué)習(xí)型組織是一個(gè)非常廣泛的概念,學(xué)習(xí)幫助組織取得成功并創(chuàng)造新事物。學(xué)習(xí)型組織創(chuàng)新世界。在這項(xiàng)任務(wù)中,我還研究了學(xué)習(xí)型組織,如SWA和谷歌。他們是學(xué)習(xí)型組織的主要例子,這些公司提供創(chuàng)意和產(chǎn)品。由于他們的學(xué)習(xí)行為,這些公司獲得了成功,學(xué)習(xí)型組織的增長率從未下降,因?yàn)樗麄冊谛枰獣r(shí)改變了政策。這對公司有好處,所以據(jù)我所說,每一家公司都成為了學(xué)習(xí)型組織。這對經(jīng)濟(jì)和公司都有好處,我們得到了創(chuàng)新的東西。
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