What is a learning organization? What are the advantages of creating one? Why should a company want to become a learning organization? Where does one start? Learning Organizations: Developing Cultures for Tomorrow's Workplace contains essays by thirty-nine of the most respected practitioners and scholars of this topic. This definitive collection of essays is rich in concept and theory as well as application and example. Lead authors include Harvard's Rosabeth Moss Kanter, London Business School's Professor Emeritus Charles Handy, and MlT's Fred Kofman and Peter Senge. The thirty-two essays in this comprehensive collection are presented in four main parts: 1. Guiding Ideas 2. Theories/Methods/Processes 3. Infrastructure 4. Arenas of Practice

Learning Organizations delves into why learning is an essential business operation; how modern learning is different from industrial-era training; how to discover learning sources and opportunities; how to design a learning environment and learning strategies that optimize the potential of every employee.

The concept of the 'learning organization' is one of the most popular management ideas of the last few decades. Since it was conceived as an idea in its own right, it has been given various definitions and meanings, such that we are still faced with the question as to whether any unified understanding of what the learning organization really is can be established. This Handbook offers extensive reviews of both new and traditional perspectives on the concept and provides suggestions for how the learning organization can best be defined, practiced, studied, and developed in future research. With contributions from long-standing scholars in the field as well as those new to the area, this book aims to bridge the gap between traditional and more critical perspectives, and in doing so find alternative features and angles to take the idea forward. In addition to elaborating on and developing older definitions of the learning organization and suggesting updated and even new definitions, the chapters also provide focused explorations on pertinent aspects of the learning organization such as ambidexterity, gender inclusivity, and systems thinking. They also survey organizations that have made efforts towards becoming learning organizations, how the learning organization can best be measured and studied, and the universality of the idea itself. Some of the questions raised in this book are answered, or at least given tentative answers, while other questions are left open. In this way, the book has the ambition to take the learning organization an important step further, whilst having no intentions to take any final step; instead, the intention is that others will endeavour to continue where this book stops.

A critical characteristic of human service organizations is their capacity to learn from experience and to adapt continuously to changing external conditions such as downward pressure on resources, constant reconfiguration of the welfare state and rapidly changing patterns of social need. This invaluable, groundbreaking volume discusses in detail the concept of the learning organization, in particular its relevance to social work and social services. Contributors join together from across Europe, North America and Australia to explore the development of the learning organization within social work contexts and its use as a strategic tool for meeting problems of continuous learning, supervision and change. The volume addresses a range of important topics, from strategies for embedding learning and critical reflection in the social work learning organization, to the implications of the learning organization for the new community-based health and social care agenda.

Institute a culture of learning to boost organizational performance and agility What makes organizations successful? Today, most successful companies are learning organizations. Building an Innovative Learning Organization shows you how to join their ranks and bring your organization up to the head of the class. This book is a practical, actionable guide on how to boost performance, successfully manage change, and innovate more quickly. Learning organizations are composed of engaged, motivated employees who continually seek improvement, which leads to organizational agility and the ability to innovate ahead of the curve. When you encourage learning at every level, from the intern to the C suite, you gain a more highly skilled workforce with a greater ability to act in any situation. Building an Innovative Learning Organization shows you how to create this culture in your organization, with detailed explanations, practical examples, and step-by-step instructions so you can get started right away. Written by a recognized thought leader in the training industry, this informative and insightful guide is your roadmap to a more effective organization. You will discover how to: Attract, retain, and motivate the best employees Become a more innovative and agile organization Create a culture of continuous self-improvement Encourage learning at all levels and translate it into action Learning and education doesn't end at graduation—it's a lifelong process that keeps you relevant, informed, and better able to achieve your goals. These same benefits apply at the organizational level, making the culture self-sustaining: learning organizations attract top workers, who drive the organization forward, which attracts more top workers. If you want the best people, you have to be their best option. Building an Innovative Learning Organization gives you a blueprint for building a culture of learning, for a stronger, more robust organization.

The benefits of independent evaluation in international financial institutions have long been recognized. However, independent evaluation in these organizations is of increased relevance during uncertain times that call for more credible and legitimate institutions. While evaluation has long played a function in the IMF, and its role has expanded substantially with the creation of the IEO, independent evaluation has yet to take on a role within the IMF that fully reflects its potential contribution. A strong global economy requires a strong IMF, and a strong IMF requires a strong independent evaluation culture and practice. The establishment of the IEO was only the start of a process that still needs to be fostered and cultivated. Successful independent evaluation is important for the IMF to be perceived as legitimate and credible—and to achieve it, the independent evaluation function needs to be further integrated in the learning process and culture of the Fund. Independent evaluation has played a significant role in contributing to the improvement of the IMF, but the pending challenge is for the IMF and the IEO to create a shared culture that fully embraces the purpose and mission of the IEO, and the learning opportunities offered by independent evaluation. The IMF’s organizational culture has a profound role to play in prompting actions to make learning from independent evaluation a more vibrant element of the Fund’s activities. This book calls on IMF management to take a more active role in instilling the positive value of independent evaluation across the organization and thus enabling independent evaluation to bring the IMF closer to what the literature defines as the ideal of a “learning organization.”

A critical characteristic of human service organizations is their capacity to learn from experience and to adapt continuously to changing external conditions such as downward pressure on resources, constant reconfiguration of the welfare state and rapidly changing patterns of social need. This invaluable, groundbreaking volume discusses in detail the concept of the learning organization, in particular its relevance to social work and social services. Contributors join together from across Europe, North America and Australia to explore the development of the learning organization within social work contexts and its use as a strategic tool for meeting problems of continuous learning, supervision and change. The volume addresses a range of important topics, from strategies for embedding learning and critical reflection in the social work learning organization, to the implications of the learning organization for the new community-based health and social care agenda.

Beyond the Learning Organization will help executives, managers, and human resource professionals put the concepts of the "developmental organization" into practice. Experts in the field of human resource and organizational development, Jerry W. Gilley and Ann Maycunich examine how the latest advances in HR principles and practices (including recruiting, training, planning, career development, performance management, job design, and compensation and benefits) can be integrated to drive corporate renewal and growth. Ultimately, they outline a process for creating an organizational environment that is able to address a wide variety of competitive and strategic challenges, adapt to internal and external changes, and recognize and reward employees at all levels for contributing to corporate goals.

The workplace in the 21st-century is technological and multi-cultural. Work is often accomplished in teams. This work provides students with an up-to-date knowledge based that will enable them to apply the principles of I-O psychology to themselves, supervisors, subordinates and fellow workers.

From modeling and simulation to games and entertainment With contributions from leaders in systems and organizational modeling, behavioral and social sciences, computing and visualization, and gaming and entertainment, Organizational Simulation both articulates the grand vision of immersive environments and shows, in detail, how to realize it. This book offers unparalleled insight into the cutting edge of the field, since it was written by those who actually researched, designed, developed, deployed, marketed, sold, and critiqued today's best organizational simulations. The coverage is divided into four sections: * Introduction outlines the need for organizational simulation to support strategic thinking, design of unprecedented systems, and organizational learning, including the functionality and technology required to enable this support * Behaviors covers the state of knowledge of individual, group, and team behaviors and performance, how performance can best be supported, how performance is affected by national differences, and how organizational performance can best be measured * Modeling describes the latest approaches to modeling and simulating people, groups, teams, and organizations, as well as narrative contexts and organizational environments within which these entities act, drawing from a rich set of modeling methods and tools * Simulations and Games illustrates a wide range of fielded simulations, games, and entertainment, including the methods and tools employed for designing, developing, deploying, and evaluating these systems, as well as the social implications for the associated communities that have emerged Addressing all levels of organizational simulation architecture with theories and applications, and enabling technologies for each, Organizational Simulation offers students and professionals the premier reference and practical toolbox for this dynamic field.