organizational knowledge management.pptx

organizational learning and learning organization

1. Title : methods of learning organization audit Prepared by: mearg kahsay Id no: eitm /pr/180954/13 Submitted to: Dr. kinfe Submission date: Nov, 2023 G.C MEKELLE UNIVERSITY ETHIOPIAN INSTITUTE OF TECHNOLOGY-MEKELLE (EIT-M) SCHOOL OF MECHANICAL AND INDUSTRIAL ENGINEERING Postgraduate Program: Production & industrial systems engineering Course Name: technology and knowledge management

2. CONTENTS introduction measurement tools Learning organization audit methods comparison between OLP & LOQ Research Findings Conclusion lessons learned reference

3. INTRODUCTION Organization audit is a systematic assessment of an organization's operations, performance, and effectiveness . It is typically conducted by an independent auditor, who examines the organization's policies, procedures, and practices to identify areas of improvement. Organization audits can be used to assess a wide range of factors, including: Governance Risk management Financial performance Internal controls Compliance Operational effectiveness

4. MEASUREMENT TOOLS There are a variety of organization audit measurement tools available, depending on the specific focus of the audit . Some common tools include: Surveys : used to collect data from employees, customers, and other stakeholders about their perceptions of the organization. Interviews: conducted with key personnel to gain a deeper understanding of the organization's operations and challenges. Document reviews: can be used to assess the organization's policies, procedures, and other documentation. Benchmarking: The organization's performance can be compared to that of other organizations to identify areas for improvement.

5. 1. organizational learning profile(OLP) is a self-assessment tool developed by David Garvin, Amy Edmondson, and Francesca Gino. It measures an organization's learning culture and capabilities across three dimensions: Supportive learning environment: includes factors such as psychological safety, appreciation of differences , openness to new ideas , and time for reflection . Concrete learning processes and practices: includes factors such as experimentation , information collection and analysis , and education and training. Leadership that reinforces learning: includes factors such as role modeling, rewarding learning, and providing resources for learning. Learning organization audit methods

6. six point scale questionnaire

7. LOQ : is a self-assessment tool developed by Peter Senge, Peter Camarata , and Lois Beer. It measures an organization's learning culture across five dimensions: Systems thinking: the ability to see the organization as a whole system and to understand the interconnectedness of its parts. Personal mastery: commitment to continuous learning and development . Mental models : the ability to challenge and change our assumptions and beliefs . Shared vision : the ability to develop and share a common vision for the future of the organization. Team learning: the ability to learn and work effectively as a team. 2. learning organization questionnaire (LOQ)

8. dimensions of learning organization questionnaire

9. COMPARISON BETWEEN THEM 1. Differing Emphases: - OLP focuses on error detection and correction , emphasizing the importance of learning from mistakes . - LOQ covers a broader range of learning organization dimensions 2. Application Areas: - OLP may be particularly useful in contexts where the emphasis is on identifying and rectifying errors to improve organizational performance. - LOQ provides a more comprehensive view of the overall learning culture and capabilities within an organization. 3. Contextual Variations: - The effectiveness of each tool may depend on the specific context , industry, and organizational goals

10. COMPARISON BETWEEN THEM Feature OLP LOQ Focus Concrete learning processes and practices Underlying values and beliefs that support learning Level of analysis Individual Team and organizational Number of questions 30 34 Audience Employees at all levels Employees at all levels Output Report that provides a comprehensive overview of the organization's learning culture and capabilities Report that provides a comprehensive overview of the organization's learning culture

11. Research Findings Authors finding Garvin, Edmondson, and Gino (2008) Organizations with high OLP scores outperformed organizations with low OLP scores on measures of financial performance, customer satisfaction, and employee engagement. Peter Senge organizations with higher OLP scores tended to be more adaptable, innovative, and capable of learning from their experiences Marsick and Watkins (2003) Organizations with high OLP and LOQ scores were more likely to be innovative and to have a strong competitive advantage.

12. CONCLUSION Both the OLP and LOQ are valuable tools for assessing an organization's learning culture and capabilities . Organizations that use these tools to identify and address their learning gaps can improve their performance, innovation, and competitive advantage. The OLP and LOQ are not mutually exclusive tools. Organizations can use both tools to get a more complete picture of their learning culture. Ultimately, the best way to use the OLP and LOQ is to choose the tool that is most appropriate for the organization's specific needs.

13. LESSSONS LEARNED Learning is not a one-time event, but a continuous process . Organizations need to create a culture of learning where employees are encouraged to learn and grow throughout their careers. Knowledge sharing is essential for organizational learning. Organizations need to create opportunities for employees to share their knowledge with each other, both formally and informally. Teams are more effective when they learn together . Organizations need to provide teams with the time and resources they need to learn and improve.   Innovation is essential for success in today's rapidly changing world. Organizations need to create a culture of innovation where employees are encouraged to experiment with new ideas and take risks

14. references 1.Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology , 14 , 2 . Marsick , V., &Watkins, K. (1996). A framework for the learning organization. In Watkins & V. Marsick (Eds.), In action: Creating the learning organization (pp. 3-12). Alexandria, VA: American Society for Training and Development. 3 . Marsick , V., & Watkins, K. (1997). Organizational learning. In L. Bassi & D. Russ-Eft (Eds.), What works: Assessment, development and measurement (pp.65-86). Alexandria, VA: American Society for Training and Development. 4. Pace, R.W. (1997). The organizational learning profile . St. George, UT: R. Wayne Pace and Associates. Pace, R. W., & Faules , D.

15. Thank you!!!