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Defining your learning organization (Example)

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Name Professor Course Date An Ideal Learning Organization: The Case of the New Oakland High School New York. There is a difference between “a learning institution” and “an ideal learning institution.” Have you ever thought of this? No scholar or philosopher has been able to touch or influence the understanding of the learning organization like Peter M. Senge. Senge is a senior lecturer at the MIT Sloan School of management an American by descent and a systems scientist by profession. In his widely read “The Fifth Discipline: The Art and Practice of the Learning Organization 1990 ” Senge proposes 5 principles that define an ideal learning institution. They are personal mastery mental models assumption shared vision team learning and systems thinking. This paper follows the Senge principles in its analysis of an ideal learning organization. To be sure it is captured on the New Oakland School of New York research discovered that landline phones were still being used. This way the school ended up becoming a poor system’s thinker. It thus turns out that an ideal learning organization can never negate Peter Michael Senge’s five principles above. At the New Oakland High School of New York a research was probed and the school only performed well in two Senge principles; personal mastery and shared a vision. Conversely New Oakland performed dismally on: mental models team learning and system’s are thinking. This was contributed by a number of reasons implicated in the report above and consequently it had its implications too. To shift to becoming an ideal institution therefore no new wisdom is needed beyond perfecting on the above discussed Senge principles. An analysis of the ideal Learning institution based on :Senge Peter M. The fifth discipline fieldbook: Strategies and tools for building a learning organization. Crown Business 2014. 1-593. [...]

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Using your current or previous organization, analyze it as a Learning Organization…positively and/or negatively. Your comments should weave in Senge but do not have to be limited to his perspectives. Form 1.     Must be six-eight double-spaced pages in length, and formatted per APA style 2.     Must include a title page with the following: Title of paper Your name Course name and number Instructor’s name Date submitted 3.    Must document all sources, if used, in APA style.   THE ASSIGNMENT STEP 1: “AM I IN A LEARNING ORGANIZATION?”…  Using your actual organization (current or previous), compare it to the ideal Learning Organization.  All information you supply will remain privy.  (You may, however, change the names to protect the “guilty”)   Answer these questions pertaining to a Learning Organization: What policies, events, or aspects of behavior in your organization helped it thrive and succeed? …or not? How did people behave inside the organization? How did they interact with the outside world? What are some of the differences between the ideal organization and the organization for which you worked? Be specific. Express the examples, images, possibilities, and details that cross your mind.   STEP 2: ENHANCING THE POTENTIALS You might like to know how I envision the Learning Organization. Take any ideas from this list and place them with your own thoughts regarding your organization’s reality. In a Learning Organization ... •          People feel they're doing something that matters-to them personally and to the larger world. •          Every individual in the organization is somehow stretching, growing, or enhancing his capacity to create. •          People are more intelligent together than they are apart. If you want something really creative done, you ask a team to do it-instead of sending one person off to do it on their own. •          The organization continually becomes more aware of its underlying knowledge base…particularly the store of tacit, unarticulated knowledge in the hearts and minds of employees. •          Visions of the direction of the enterprise emerge from all levels. The responsibility of top management is to manage the process whereby new emerging visions become shared visions. •          Employees are invited to learn what is going on at every level of the organization, so they can understand how their actions influence others. •          People feel free to inquire about each others' (and their own) assumptions and biases. There are few (if any) sacred cows or undiscussable subjects. •          People treat each other as colleagues. There's a mutual respect and trust in the way they talk to each other, and work together, no matter what their positions may be. •          People feel free to try experiments, take risks, and openly assess the results. No one is killed for making a mistake.  All together, between my list and your own insights, you will end up with a large list of characteristics. Make sure you have at least five as you go forward. Number each of them so you can refer to them easily in the next step.   STEP 3: "WHAT DID THIS BRING ME…and THE ORGANIZATION? ... " One by one, consider each of your choices derived from Step 2. Since your organization had these features, what sorts of things happened as a result? What did it bring the organization? What did it bring you personally?  

Subject Area: Business

Document Type: Thesis Statement

This project has already been completed by one of the Studybay experts. The client rated this project:

Project's rating is 5/5

Price $45

Words 1650

Pages 6

Completed in 22 days

Expert Ynga

Client Review

great work


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