Marsick V J, Watkins K EThe Learning Organization, (UK), 1999 Vol 6 No 5
Start page: 207. No of pages: 5
Points out that organizational learning has the potential to create a workplace that revitalizes employees or one that exploits and dehumanizes them. Reports anecdotal evidence that supports this view. Draws a distinction between organizations that place learning and knowledge development at their core and those that focus on efficiency and profitability. Asks if the concept of the learning organization is being subverted by ‘carpetbaggers’, using this term for consultants who are taking up organizational learning and selling it back to companies as a quick and easy fix for their organizational problems. Argues that becoming a learning organization is a long-term process, involving a critical evaluation of all the organization’s processes and procedures. Sees the value in the concept of the learning organization as lying in the prominence it gives to learning for both organizations and individuals.
Subject(s): ORGANIZATIONAL LEARNING, LEARNING ORGANIZATIONS,ORGANIZATIONAL THEORY
Database: TMA: Top Management Abstracts
Style: Wholly theoretical ab000131.htm
ISSN: 0969-6474. Reference: 28BB036
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm