DEVELOPMENT AND LIFE-LONG LEARNING - Dr. V. THANIKACHALAM
A LEARNING ORGANIZATION •A clear picture of how the organization should operate •Faculty , staff members and students understand the importance of both learning and doing •Rewards that encourage people to follow these norms •Faculty and staff are encouraged and rewarded for asking questions and challenging ways of work with ideas coming from anywhere.
•Systems exist that encourage entrepreneurial behaviour •Performance reviews and career development that look at both what you do and what you have learned. •Organizations offer compensation systems that supports the stated values
•Feedback systems that guarantee ongoing information, not only about what has been done but about what has been learned that affects future actions •Improvement is valued as much as results •Personal feedback on performance both positive and negative is given frequently, up, down and sideways in the organization
•Information system that are designed and managed to support this balance between performing and doing. •Information on “lessons” as well as on results should be widely available. •Training and education programs that are designed to support the change strategies and values held by top management
•A communication strategy and programme that keeps learning in forefront of everyone’s consciousness •A strategic planning process that is thought of as a learning as well as a doing process •Strategic planning will be a most powerful lever for helping key people to learn, to change their mind-sets and to develop a future focus •Strategic objectives that are defined to include the learning that must take place in order to achieve them.
LEARNING ORGANIZATION •Strategy •Looking in •Structures •Looking out •Learning opportunities
STRATEGY •Learning approach to strategy •Long-term strategy •Participative policy making
LOOKING IN •Informating •Formative accounting and control •Reward flexibility
ENABLING STRUCTURES •Looking out •Boundary workers as environmental scanners •Inter-Institutional Learning
LEARNING OPPORTUNITIES •Learning climate •Self-development to all
HOW DO INDIVIDUALS LEARN IN ORGANIZATIONS? •Advanced professional skills and information •Situation – specific skills and response tendencies •Qualities for self-development
THE OPENNESS OF LEARNING •Goals •Autonomy
INSTRUMENTAL LEARNING PROCESS •Formal Learning Methods •Predetermined Syllabus •Fixed Duration of Study •Quantity of Learning •Teachers role in Instruction and Testing
EXPERIENTIAL LEARNING •Individuals talent, ideas and views •Learning about ourselves •Open-ended •Informal •Tutors acting as facilitators •Learners discover their talents •Realize their potential
LIFE-LONG LEARNING •Every member acquires skills and competencies to cope up with the changes •Individual takes interest •Organisation provides assistance
Planning to meet the new challenges Getting the details of expected performance Getting the sources of information Leaning on the job Proposing solutions Field trial Evaluation of the solutions proposed Improvement
No end ď‚ž
No end for lifelong learning