Garvin, Organisational Learning
Practise article report #1
Garvin’s article is about learning organizations, how they operate and what is required of them for success. First Garvin states most scholars see the learning environment as gaining knowledge and improved performance and efficiency, but the definition of organisational learning is different from one another. However after organisations “pass the definitional test”, big organisation like General Motors still find it difficult to apply the knowledge to practice.
Second, he states some activities that most learning organisations used, like problem-solving process, demonstration projects and ongoing programs. And how should companies learn from the past, other company and transfer that knowledge into practice.
Finally he elaborates on what some company did to measure the learning process and how a company can start to learn.
Garvin didn’t clearly state in plain text, his position in the article, but based on the information of the article we can see he does support the idea of learning organisation. The article mainly discusses the requirement and list different example of learning organisations and where/if they went wrong, rather than exploiting all the disadvantages of a learning organisation.
In Garvin’s article, he outlines that there are many different definitions and structures for ‘learning organisations’ and they make it look like the answer to all the organisations problems. He also mentions that some scholars seem to sell the idea that it requires little work or investment, making it much like ‘Self-help’ book hype.
Garvin mentions that there are 3 major flaws issues when trying to using a pre-existing ‘learning organisation’ structure. – Management, measurement, and meaning. It’s hard to implement when the meaning is so varied, thus hard to manage. And if the structure is too vague, it is nearly impossible to measure its performance.
Garvin states the definition needs to be more stringent and involve the fact that the
Garvin’s article is about learning organizations, how they operate and what is required of them for success. First Garvin states most scholars see the learning environment as gaining knowledge and improved performance and efficiency, but the definition of organisational learning is different from one another. However after organisations “pass the definitional test”, big organisation like General Motors still find it difficult to apply the knowledge to practice.
Second, he states some activities that most learning organisations used, like problem-solving process, demonstration projects and ongoing programs. And how should companies learn from the past, other company and transfer that knowledge into practice.
Finally he elaborates on what some company did to measure the learning process and how a company can start to learn.
Garvin didn’t clearly state in plain text, his position in the article, but based on the information of the article we can see he does support the idea of learning organisation. The article mainly discusses the requirement and list different example of learning organisations and where/if they went wrong, rather than exploiting all the disadvantages of a learning organisation.
In Garvin’s article, he outlines that there are many different definitions and structures for ‘learning organisations’ and they make it look like the answer to all the organisations problems. He also mentions that some scholars seem to sell the idea that it requires little work or investment, making it much like ‘Self-help’ book hype.
Garvin mentions that there are 3 major flaws issues when trying to using a pre-existing ‘learning organisation’ structure. – Management, measurement, and meaning. It’s hard to implement when the meaning is so varied, thus hard to manage. And if the structure is too vague, it is nearly impossible to measure its performance.
Garvin states the definition needs to be more stringent and involve the fact that the