• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11
  12. 12
    12

Managing Organisational Learning and Knowledge

Extracts from this document...

Introduction

Management of Training and Development MSc Assignment submission - Managing Organisational Learning and Knowledge Alan Mumford (1993) defined management development as 'an attempt to improve managerial effectiveness through a learning process'. Critically discuss this statement, comparing and contrasting a range of different approaches that human resource developers can adopt to promote and facilitate learning in organisations. Abstract This essay explores the notion that organisational development is intrinsically linked to the managerial development of is managerial decision makers. It explores a range of organisational approaches to learning and illustrates the changing requirements of a manager to understand, accommodate and develop these approaches for the benefit of the organisation. For this to be successful, it argues that managers must develop their outlook, approach, skills and understanding through a number of learning processes and therefore improve managerial effectiveness. The contexts have been carefully chosen to illustrate that skills need to be developed, irrespective of the number of organisational subordinates, if a manager is to be fully effective to his employer. It briefly looks at an early management perspective, analyses why change was necessary, illustrates a link between learning and management before looking at some of the skills modern managers need. Finally, the essay will look at coaching, mentoring, experiential and action learning as examples learning approaches human resource developers can adapt to promote and facilitate learning in an organisation.. Introduction 'There are three great mysteries in life: air to the bird, water to the fish, and human being to himself.' Chinese proverb The role of the modern manager has arguably been no more challenging than it is today. This has caused management development thinkers concentrate on areas often overlooked in earlier decades such as, learning, motivation, change, corporate responsibilities and cross-cultural issues to name but a few. Consequently, the speed at which organisations must adapt to maintain a share of their respective market has continued to increase over recent decades, pushing the notion of knowledge management further up the strategic ladder. ...read more.

Middle

Also, there is a likelihood that line managers will interpret learning issues in a way that is particular to their own specialism or operational interest. Walton (1999:185) What is therefore needed is an operational relationship that allows for a partnership which involves managers, employees and specialists. A point strongly advocated by Megginson et al. (1993) where it is proposed that it is the responsibility of the HRD function to help carry out successfully successful strategies which previous lay with HRD. 'It is no longer a tenable idea that managers are free to choose whether or not to commit themselves to new HRD activities. Whether they like it or not, the implication of decentralisation and the increasing tendency for CEO's and MD's to commit themselves to major change initiatives . . . is that managers at all levels will be required to respond.' Megginson et al. (1993) Having looked at the context of why managers have had to improve their effectiveness through a learning process, the essay will look at a few approaches in which these new skills can be applied. Mentoring But what is mentoring? Daloz (1986: 209-235), for example, suggests that mentors offer their prot�g�s support, challenge and vision. They support their prot�g�s through listening, providing structure, expressing positive expectations, serving as advocate, sharing them- selves with their prot�g�s, and 'making it special'. They offer challenge by setting tasks, engaging in discussion, drawing attention to dichotomies, constructing hypotheses, and setting high standards. They offer vision by modelling, keeping tradition, offering a map, suggesting new language, and providing a mirror. Beardwell and Holden (2001:154). By any standards, this is a long list. But it clearly identifies the requirement for Managers to undertake a role many will not have been trained for, but most will have learned through experience. Jeiger et al (1995) argue that successful mentoring relationships do not just happen. Even if an organisation has a workable mentoring system, the relationship will not be a productive one unless the mentor and mentoree both role. ...read more.

Conclusion

It takes time to learn, and unlearn. It takes time to build up trust among a group as they work and learn together. It is because of this, the involvement of individuals, including managers, at all levels is essential for the process to work. CONCLUSION The environment for organisations is becoming one of intensive competition, great complexity, short knowledge life cycles and technological breakthroughs. It is also generally accepted that executive education and development have a particularly important role to play in the improvement of managerial performance and development. As a consequence, Managers have been asked to move away from an often restricted, text book bound functional approach to management, to a style which can accommodate a dynamic working environment. Add the increased value to an organisations human recourse, the pressure is on modern managers to learn, develop and produce in this ever-changing world, organisations, like people, need to develop to become more flexible, differentiated and adaptable to their environment. Indeed, the very development of organisational members will contribute to the development of the Organisation itself. 'Management development is needed by the developing organisation and sets in train, further organisational development.' Beardwell and Holden (2001:151) No longer are managers being viewed as a separate entity to the workforce, and are being required to fully involve themselves in the learning development of their organisation a members alongside all other members of the organisation. Within this role managerial development takes place on two fronts. Firstly, managers will be expected to take on roles and functions that have either been part of a HRD function or are new to the organisation as a whole. Secondly, the new learning approaches taken by an organisation such as mentoring, coaching, experiential learning and action learning require a managerial involvement which at the very least should provide managerial feedback. Together, these fronts should ensure that, for those managers who wish to learn, the opportunities for learning have never been so good. In short, 'Management learning therefore appears to encompass all aspects of individual learning in which people are collectively engaged (if only by collision) and working towards a joint outcome'. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Tesco's organisational structure

    4 star(s)

    300,000 and it had to be paid correctly, on time mistake in the amount paid are never will be received. They should know their investment, profit or loss. They have to make financial accounts from these records as required by law.

  2. Produce a case study comparing two business organisations, investigating the extent to which each ...

    They have got opportunities for Store Managers, Senior Team Managers, Section Managers and General Assistants. * Superstore Tesco has 277 large and 81 compact Superstores around the UK, as well as 224 other supermarkets. Many trade 24 hours a day and all have a sharp customer focus.

  1. Training and Development.

    At B&Q the mentor will set daily tasks the new employee will have to carry out, the mentee will then report back to the mentor to say they have completed the tasks and report if they had any problems. If the task has been done correctly, no guidance or advice will need to be given.

  2. What is the purpose of management theory? Explain how knowledge to understanding of management ...

    However, unions resisted his improvements, and most workers persisted in using the old, fatiguing methods. The Gilbreths believed that there was one best way to perform an operation. However, this "one best way" could be replaced when a better way was discovered.

  1. Building Effective Teams.

    BIBLIOGRAPHY Cummings, T.G., & Worley, C.G. (1997). Organization Development and Change, (6th ed.): South-Western College Publishing. Drucker, Peter F. (1995). Managing in a time of great change, Truman Talley Books/Dutton, New York, NY. Dyer, William G. (1995). Team Building: Current Issues and New Alternatives, Brigham Young University, Addison-Wesley Publishing Co.

  2. Human Resource Planning.

    Self-esteem needs are based on an individuals desire for self-respect and the respect of others. Employees have a need to be recognised as individuals and to fell important. This is where giving status to individual and recognising their achievements are important.

  1. Business at Work - ASDA

    value for the product because they will have longer to use the product before it reaches it 's sell by date. Machine utilisation control; this system is put in place within Asda before machinery is a vital part of Asda's production process.

  2. A REPORT INTO HUMAN RESOURCE MANAGEMENT AT SAINSBURY'S

    To make sure the 'best' person is chosen for the job, businesses must be clear about: * What the job entails * What qualities are required to do the job Sainsbury's recruit staff for a variety of different reasons such as: * Growth of the Business- As the business grows

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work