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Atricle Dump - Building A Learning Organisation
In the Truck Wash Industry we see many makers of truck wash equipment and personally I think many of these units are over priced and often under perform. In other words they do not get the whole truck clean you see? And whereas many manufacturers of truck wash equipment have good synergy and distributors around the country, I am not sure I trust their units to clean trucks.Some manufacturers of truck wash equipment and their sales teams act real professional and all and say the right buzz words. But I personally think they are full of it sometimes or I should say I think they blow too much smoke in their sales pitches. You
Therefore the message is clear: any organisation that is committed to future success must become a learning organisation in order to compete and survive. Today continuous improvement is a must. "Any organisation is only as good as its people and continuous improvement in business is about the development of people and therefore creating a learning culture." (Sheppar
Affixing dates on documents is a crucial procedure in inward and outward departments of government agencies and other offices because, at times, there are legal implications associated with such dates. Writing dates manually on a large bunch of documents is labor intensive. Such a task is also monotonous, and therefore prone to human errors. Date stamp is a mechanical device used to address these problems.Traditional date stamps are made up of six or eight flat rubber bands loaded on a support pulley system that is attached to a wooden knob for holding the stamp. Ten single digit numbers, i.e., 0 to 9, are carved over the l
It is said that the only constant in life is change and organisations are not spared. Change brings about not only uncertainty and risks but also opportunities for growth. Those organisations that can manipulate the information available have a bigger chance to succeed. It is therefore important for everyone to be more knowledgeable about the work environment they are in. Building a learning organisation is a means to a business goal. It is not a new theory but a concept that has become an increasingly widespread philosophy in modern companies, from the largest multinationals to the smallest enterprises. It is to be applied according to the circumstances of each business, which has to cater for it at strategic and operational levels.
'Systems Thinking' takes a holistic approach to learning whereby not only does the organisation learn but so do all its employees, irrespective of their role within the organisation. Information has to be disseminated to all levels and does not stop at top management, thus, facilitating learning through flexibility and open communication by removing barriers to communication and adopting flatter organisational structure and design.
Therefore the message is clear: any organisation that is committed to future success must become a learning organisation in order to compete and survive. Today continuous improvement is a must. "Any organisation is only as good as its people and continuous improvement in business is about the development of people and therefore creating a learning culture." (Sheppar
Several weeks ago I had an absolutely fascinating conversation with a newspaper advertising expert.In our meeting, he laid out some of the best newspaper ad tips I'd ever heard. There were tips that can save anyone money and make things go a lot more smoothly when dealing with newspapers and other publications.And one of the best secrets he told me -- which sounds really obvious, but is still a secret to most people -- is when you are looking at buying newspaper advertising, one of the things you should do is form a relationship with a representative.In other words, deal with one person and get to know them.
'Systems Thinking' takes a holistic approach to learning whereby not only does the organisation learn but so do all its employees, irrespective of their role within the organisation. Information has to be disseminated to all levels and does not stop at top management, thus, facilitating learning through flexibility and open communication by removing barriers to communication and adopting flatter organisational structure and design.
Therefore the message is clear: any organisation that is committed to future success must become a learning organisation in order to compete and survive. Today continuous improvement is a must. "Any organisation is only as good as its people and continuous improvement in business is about the development of people and therefore creating a learning culture." (Sheppar
When a senior officer of the Singapore Police Force (SPF) asked for my opinion about service improvement, mindset training and new technology, I became curious.I did some detective work of my own and discovered the SPF holds internal debates on provocative service questions. It’s one of the best ideas I’ve seen for developing a service culture. Here’s how they did it. You can do it, too!The debate competition is open to all. Sixteen teams of three compete in a preliminary round. A ballot system determines the teams’ order of appearance, motions to be debated and position (proposition or opposition) each team will tak
'Systems Thinking' takes a holistic approach to learning whereby not only does the organisation learn but so do all its employees, irrespective of their role within the organisation. Information has to be disseminated to all levels and does not stop at top management, thus, facilitating learning through flexibility and open communication by removing barriers to communication and adopting flatter organisational structure and design.
Therefore the message is clear: any organisation that is committed to future success must become a learning organisation in order to compete and survive. Today continuous improvement is a must. "Any organisation is only as good as its people and continuous improvement in business is about the development of people and therefore creating a learning culture." (Sheppar
I hear it in business everyday, though couched in different terms and expressions, the essence is the same, “We need to do more.” That “more” may be in the form of more sales, more profit, more growth, more stores, but the common denominator is the ever-present, ever-nagging need for “more.” The inference is that the “more” will bring some sort of relief, some respite from the present miseries being afflicted upon us by uncontrollable outside influences. The great fix that’s missing is right there, right in front of our noses, in the form of that elusive little “more.” “If we just could accomplish a little more,” the thinking goes
Therefore the message is clear: any organisation that is committed to future success must become a learning organisation in order to compete and survive. Today continuous improvement is a must. "Any organisation is only as good as its people and continuous improvement in business is about the development of people and therefore creating a learning culture." (Sheppar
Do you have a bio that really touts your talents? Do you have a bio that demonstrates how good you are at what you do? Do you have a Big Head Bio? That means exactly what you think. It is a bio that screams from the page, I am great at what I do!Recently I submitted a profile, my bio and a pitch letter in an effort to get a company to hire me as a speaker. A colleague saw the bio and said that I had a big head and was full of myself. Was I embarrassed? Actually, I was embarrassed, but not for myself, for her. The way I see it is that if I don't market myself, who will? After our debate, she reread my bio and wholeheartedl
Therefore the message is clear: any organisation that is committed to future success must become a learning organisation in order to compete and survive. Today continuous improvement is a must. "Any organisation is only as good as its people and continuous improvement in business is about the development of people and therefore creating a learning culture." (Sheppard)
Systems Thinking
The idea behind the concept coined 'Systems Thinking' in the 1950's was that enterprises need to be aware of both the company as a whole as well as the individuals within the company - taking a holistic approach to managing. Gould-Kreutzer Associates Inc. defined it as "a framework for seeing interrelationships rather than things; to see the forest and the trees." System Thinking therefore tries to change the managerial view so that it includes the ambitions of the individual workers, not just the business goals.
However, it was only during the 1990's that this concept started to be taken seriously by organisations. Systems Thinking nowadays is synonymous with Peter Senge, one of the modern day gurus, who in his book "The Fifth Discipline: The Art and Practice of The Learning Organisation" popularised the concept of the learning organisation, and referred to 'Systems Thinking' as the Fifth Discipline. Since its publication in 1990, more than a million copies of this book have been sold and in 1997, Harvard Business Review identified his book as one of the seminal management books of the past 75 years.
According to Senge, learning organisations are "organisations where people continually expand their capacity to create the results 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 together. " Senge posits that the dime
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