Developing Organisational

Learning

SMB 3004
By Wan Hendra wan Hamzah
Individual, Team and Organizational Goal
Setting

 According to Allan, in a
organization, the organization
leaders are likely to facilitate a
process which results in:
• An organizational vision
• Organizational goals
• Department/team goal
• Individual goals
Developing a Learning Environment

 Honey and Mumford (1996)

describes a learning environment
as one in which:
The behaviors and practices involved in
continuous development are actively
encouraged
Developing a Learning Environment

 A learning environment is achieved through

shared action by individuals and groups at every
level, as each level has their own function and
responsibility:
• Individual staff
Take responsibility for their own learning and
development;
• One-to-one relationships with other people
Provide the opportunity for validating and extending
individual learning;
• Teams
Encourage group learning and share and develop
individual learning;
• Whole organization
Encourages and integrates learning from all staff
(individually, in one-to-one relationships and in teams)
for the benefit of all the staff and the organization.
Developing a Learning Environment

 Honey describes four key sets of activities that managers need

to carry out in order to develop a learning environment:
a) Role model: managers need the role model in their behavior and
actions that they are learners.
b) Provider: managers need to consciously plan and provide learning
opportunities for other people and actively encourage and support
them while they are learning.
c) System builder : Learning needs to be built into the organisation’s
processes and be explicitly on the agenda.
d) Champion : Managers need to champion the importance of learning
for their team, other parts of the organisation and the organisation as
a whole.
Conti nu ou s a nd D iscon ti nu ou s D evelopm ent
Acti vit ies

 Continuous development: Long term

continuous processes.Examples:
• Working towards investors in People
• Working towards ISO 9000
• Planned skills training on topics such as learning
strategies etc.
• HRM tools such as appraisal etc.
• Action learning sets and quality circles.
• Benchmarking best practices.
Discontinuous Development Activities

 Discontinuous approaches to
development means by which unusual or
different activities may be introduced,
perhaps as a one-off event for the purpose
of:
• Maintaining and raising staff enthusiasm and
motivation.
• Helping staff to develop their creativity
• Developing new and innovative approaches to
solving problems.
Discontinuous Development Activities

 Examples of discontinuous activities are:

 One-off events such as inspirational talk by
world leader in relevant field, weekend trip
etc.
 Inviting children or young people to visit or
work in organisation and report their findings.
 The End

Thank You