The Learning Organization, (UK), Vol 5 No 4 98.
Start page: 176. No of pages: 8
Sees the ability of people to learn as an important factor in helping them to deal with high levels of change. Focuses on Southeast Asia, as an area undergoing extremely rapid change, and analyses how leaders in the public sector can harness learning for their organizations, transforming the tradition-bound hierarchies into learning organizations. Outlines the particular challenges facing Southeast Asia in handling change, looking at the impact that Southeast Asian culture and society may have on this. Lists five actions that public sector leaders can use to stimulate the necessary second order change and support the development of their organizations into learning organizations: modelling, articulating goals and purpose, fostering networks, developing people and managing information. Looks at each in turn, exploring the role of leaders in creating the conditions which will foster organizational learning.
Subject(s): LEARNING ORGANIZATIONS, LEADERSHIP, PUBLIC SECTOR, SOUTHEAST ASIA
Reproduced by permission of Anbar Management Intelligence