Organizational Learning and Knowledge Management in Mcdonalds
MODULE NUMBER: HRM 4065
ORGANIZATIONAL LEARNING AND DEVELOPMENT
REPORT TOPIC:
An agreed case study report on organization learning and development analyzing appropriate knowledge management, design, development and learning choices available.
MODULE LEADER: PROFESSOR DEREK MILES
STUDENT NUMBER: M00373290
SUBMITTED ON: 30TH APRIL 2012
AT MIDDLESEX UNIVERSITY
HENDON CAMPUS.
CONTENTS:
1. Executive summary 2. Introduction to the report 3. Company Overview 4. The learning culture at McDonalds * Key Findings 5. Knowledge management practice at McDonalds * Key Findings 6. Proposal for improved Knowledge management practice and learning in McDonalds 7. Conclusion 8. References
Executive Summary
This report conducts an analysis of McDonald’s learning culture and knowledge management practices, and makes recommendations of interventions that will ensure that individual and organizational learning and development takes place in the organization.
The analysis carried out in this report shows that learning takes place in the organization, but it has yet to fully reach and reap the benefits of organizational learning. In light of this, and having considered the contextual factors that affect the organization, these are some of the recommendations in this report. * The need to conduct learning needs analysis for employees before administering training programmes and making available to the employees other practical learning methods like action learning, role-plays, shadowing, coaching and mentoring. * Building communities of practice and social knowledge networks * Conducting learning needs analysis before developing training programmes for staff members * Setting strategic priority to knowledge management as a means of improving learning in the organization.
Introduction
With manufacturing in the decline and the hegemony of a new service industry, organizational learning began to find
ORGANIZATIONAL LEARNING AND DEVELOPMENT
REPORT TOPIC:
An agreed case study report on organization learning and development analyzing appropriate knowledge management, design, development and learning choices available.
MODULE LEADER: PROFESSOR DEREK MILES
STUDENT NUMBER: M00373290
SUBMITTED ON: 30TH APRIL 2012
AT MIDDLESEX UNIVERSITY
HENDON CAMPUS.
CONTENTS:
1. Executive summary 2. Introduction to the report 3. Company Overview 4. The learning culture at McDonalds * Key Findings 5. Knowledge management practice at McDonalds * Key Findings 6. Proposal for improved Knowledge management practice and learning in McDonalds 7. Conclusion 8. References
Executive Summary
This report conducts an analysis of McDonald’s learning culture and knowledge management practices, and makes recommendations of interventions that will ensure that individual and organizational learning and development takes place in the organization.
The analysis carried out in this report shows that learning takes place in the organization, but it has yet to fully reach and reap the benefits of organizational learning. In light of this, and having considered the contextual factors that affect the organization, these are some of the recommendations in this report. * The need to conduct learning needs analysis for employees before administering training programmes and making available to the employees other practical learning methods like action learning, role-plays, shadowing, coaching and mentoring. * Building communities of practice and social knowledge networks * Conducting learning needs analysis before developing training programmes for staff members * Setting strategic priority to knowledge management as a means of improving learning in the organization.
Introduction
With manufacturing in the decline and the hegemony of a new service industry, organizational learning began to find
References: This online community of practice is advantageous as opposed to the offline community in that discussions on the online communities can be reused and archived unlike the offline communities (Madanmohan Rao, 2005). * Ensure senior management buy-in, by creating KM awareness in the organization, seeking funding for infrastructure and even being a good example (Caulkin, 1997) Conclusion * Armstrong M., (2009) Armstrong’s Handbook of Human Resource Practice, Chapter 12 & 40, Kogan Page, London * Barth S., (2000) The Power of One, Knowledge Management, December 2000. * BBC News Magazine, March 20, 2012 * Bellinger G., Castro D., and Mills A., (2004) Data, Information, Knowledge and Wisdom, retrieved from www.systems-thining.org * Cummings and Worley, (2001) Organizational Development and Change, Chapter 20, South-Western College Publishing, USA. * Davenport, T.H., De Long, D.W., Beers, M.C. (1998), "Successful Knowledge Management Projects", Sloan Management Review, Vol. 39 No.2