By Daniel R. Tobin Ph.D.
The purpose of this ebook is to supply a online game plan for actively bolstering the abilities and data had to in achieving enterprise objectives. targeting how wisdom is received and shared all through a data community, the publication explores how one can create a good studying surroundings that promotes the consistent development and sharing of latest details and new talents. New methods to worker studying are defined, which hyperlink education and improvement with job-related, bottom-line pushed actions. The e-book makes use of real-world studies and examples of businesses that experience positioned those principles into perform.
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Extra resources for The Knowledge-Enabled Organization: Moving from Training to Learning to Meet Business Goals
Example text
The charges fall not only to the training group itself but also to general company management, which has abdicated its own responsibilities for individual and organizational learning and so structured training within the company as to make real learning almost impossible to achieve. Chapter 2 presents a four-stage learning model and argues that the development of knowledge comes only from applying information and skills to the job to make a positive difference in individual and company results.
It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. , 1946 The knowledge-enabled organization: moving from "training" to "learning" to meet business goals / Daniel R. Tobin. p. cm. Includes bibliographical references and index. ISBN 0-8144-0366-2 (hardcover) 1. EmployeesTraining of. 2. Employer-supported education.
One mechanism for doing thisthe knowledge networkis introduced in Chapter 6. For any of these changes to work, the company must build a positive learning environment; this is described in Chapter 7. Although many aspects of organization, policies and procedures, and measurement and reward systems have to change to allow the knowledge-enabled organization to succeed, the changes are most profound for the training group. " I present a new model for a group I call employee and organizational learning.