A Method to Achieve the Competitive Advantage with Organizational Learning

Children and their families that are involved in foster care go through a great deal. It is not only tough on the children, but also the people around them, such as their birth parents, and their foster parents that are caring for them, either temporarily or sometimes permanently. Catherine Lewis discusses the best way to help children and their families in foster care get through their difficulties using an approach that has to do with their relationships with each other, called the systemic-relational approach. Her article is a literature review called, “Providing Therapy to Children and Families in Foster Care: A Systemic-Relational Approach Literature review The article works as a guide for therapists who are helping children in foster care, or families that are involved in foster care (Lewis, 2011). Many children who go through the foster care system have postplacement trauma, so one of the goals of this article is to discuss how to decrease the likelihood or severity of postplacement trauma. Another goal is to strengthen the bonds between the family, and repair their relationships using systemic-relational therapy. Article wants to direct therapists on how to help families that are involved in foster care to succeed (Lewis, 2011).

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

Henrik Ibsen’s play A Doll’s House depicts the concept of entrapment. Nora Helmer, the protagonist of the play, is confined in her domestic life by the restricted views of her domineering husband Torvald Helmer. The detailed stage set symbolically represents an idealized world, a doll’s house where Nora lives oblivious to the fact that this confinement is hindering her from further development in life.

Purpose – Through investigating the relationship among human resource management (HRM), organizational learning (OL), organizational innovation (OI), knowledge management capability (KMC), and organizational performance (OP), the aim of this paper was to find a way of improving organizational performance through learning and knowledge. Design/methodology/approach – A survey questionnaire was utilized to collect data. The population of this study included 659

In the summer of 2013, I participated in the Calvin College Entrada Scholar program, a four week intensive program for racial ethnic minority high school students to experience college learning and living while earning college credit. Creating an international community was a huge theme in this program, students were not allowed to have their computers, games, nor be on their phones. Another way that the program encouraged community was with small group devotion with students floormates and designated floor RA.

 In today 's fast economy, access to internet gives organizations an immense wealth of knowledge at a click. The ownership of proprietary and unique knowledge is critical to an organization 's ability to maintain advantage over competitors. It is important that organizations maximize ownership of intellectual capital as documented explicit knowledge as much as possible. The development of intellectual capital can be achieved through the codification of existing explicit knowledge into information systems, the personalization of individual tacit knowledge into organizational processes (Hansen et al, 1999) or the continual encouragement of a learning environment within the organization to acquire new knowledge (Pershing, 2006). The substantiating and capitalization on something as abstract and intangible as knowledge is difficult. How does one convert tacit knowledge, a thing that by its very nature cannot be verbalized by an individual, into documented intellectual capital? The answer lies in the various types of collective learning.

Organizational learning promotes: adaptability, participation and information openness. Consequently, not only employee performance will be enhanced, but also the increase of organizations effectiveness and efficiency.

Peter Senge argues that not only we humans learn, but organizations also. However, learning itself may not be enough for the organization to survive in this ever-challenging era. In his book, The Fifth Discipline, Senge introduced five ‘disciplines’, namely systems thinking, personal mastery, mental models, building shared vision, and team learning, that characterizes an organization as a learning organization.

Learning Organisations are defined as those in which continuous learning occurs throughout the organisation. The traditional organisational model, ‘the top thinks and the local acts,’ must … give way to integrating thinking and acting at all levels. Creating a learning organisation creates the basis for harnessing the collective genius of the people in the organisation. It is a basis for not only creating an organisation that can not only respond and adapt, but which can also create

A learning organization emphasizes or prioritizes certain characteristics that typical organization does not. These can be divided in five broad categories. Personal mastery; Personal mastery is the commitment by an individual to the process of learning. There is a competitive advantage for an organization whose workforce can learn quicker than the workforce of other organizations. Mental models; these are terms given to ingrained assumptions held by individuals and organizations. Their role is to preserve certain behaviors, norms and values applicable to all employees. Systems thinking; it is a conceptual framework that allows people to study businesses. This method of thinking is employed when assessing a company and will have developed information systems that measure the performance of the organization as a whole and of its various components. Shared vision; it is important in incentivizing the workforce to learn as it creates a common identity that can provide focus and energy for learning. The most successful visions build on the individual visions of the employees at all levels of the organization. Team learning; it is the accumulation of individual learning. The benefit of sharing individual learning is that employees grow more quickly and the problem solving capacity of the organization is improved through

Organizational learning is no doubt an important concern to organizational researchers and practitioners. However, few theories or models of organizational learning have widespread acceptance, even the basic concept of what organizational learning is (Fiol & Lyles, 1985; Huber, 1991, Kim, 1993).

In today's dynamic and unstable operating conditions of enterprises the ability to innovate is a key factor of survival and success of the organization. Innovations in this case are understood in a broad sense – it means not only to create and offer a new product, but rather the ability of the organization continually develop creative solutions to problems and challenges. In this regard, the role of intangible assets of the organization, especially the knowledge and experience, should be possessed by members of the organization. The concept of "learning organization” forms the approach to management, allowing the most efficient use of data

Although not all can be attributed to the success of the introduction of the Learning Organization concept, the results show an unprecedented improvement. The organization of learning has become an important actor in the growth.

A learning organization is one that is able to transform its culture and behaviors from an occurred situation. This includes the organization realizing a repeated pattern of behaviors that is not growing or helping the organization in the right direction. When organizations admit to certain truths or facts and acknowledge flawed behaviors, then change can start. Organizations attempt to change by restructuring and reorganizing the company. Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning but, without it no organizational learning occurs’ (Senge 1990).

The course contents varied from discussing the learning theories to knowledge transfers to designing learning solutions while identifying and appreciating the individual differences. Today, I will be speaking of organizational learning and development that caters the employees’ learning needs.