• Title/Summary/Keyword: learning organization

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A Study on the Effect of the Level of Learning Organization on Satisfaction of Learning Organization Support Project (학습조직 구축수준이 학습조직화 사업 만족도에 미치는 영향)

  • Lim, Sang-Ho
    • Industry Promotion Research
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    • v.1 no.1
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    • pp.51-57
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    • 2016
  • This study verified the effect of the level of learning organization on satisfaction of learning organization support project and the moderating effect of charismatic leadership. The level of learning organization positively affected satisfaction of learning organization support project. Especially, personal mastery affected creating&spreading knowledge and financial performance, system thingking affected building learning infra, shared vision affected learning culture&activity, teamwork and financial performance. Also, charismatic leadership partially moderated the effect of learning organization. This study provided implications to manage successful learning organization by analyzing causal relationship between learning theory and practical corporate performance.

Reinterpretation of the Learning Organization from the Oriental Perspectives (동양의 시각에서 본 학습조직의 재해석)

  • Kim, Sang-Wook
    • Korean System Dynamics Review
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    • v.9 no.1
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    • pp.33-56
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    • 2008
  • With emphasis on the importance of systems thinking for the establishment of learning organization, Senge in his famous book "The Fifth Discipline", explains in depth four disciplines such as personal mastery, mental models, shared vision, team learning, which are all geared up to the implementation of learning organization. However, two critical pitfalls are found: First, a holistic picture is absent in his presentation of learning organization, which just seems like a puzzle with linking pieces missing between disciplines. Secondly, as is often the case too much details are discussed in expense of insights on each discipline. This paper thus attempts to draw core metaphysical insights underlying Senge's learning organization disciplines by reinterpreting them from oriental perspectives; and to identify mechanisms depicting how they are working together as a whole, which is enabled by exploiting causal loop diagrams as a tool of systems thinking. In addition some thoughts on the implications of systems thinking on each of the learning organization disciplines.

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Structural Relationships among SEM CEO's Positive Leadership, Members' Positive Life Positions, Learning Organization Activities, Job Engagement, and Organizational Performance (중소기업경영자의 긍정적 리더십, 구성원의 긍정적 삶의 태도, 학습조직활동, 직무열의, 조직성과 변인간의 구조적 관계)

  • Park, Sooyong;Choi, Eunsoo
    • Journal of Distribution Science
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    • v.13 no.12
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    • pp.113-131
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    • 2015
  • Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.

A Study on the Factors Influencing of Learning Organization and Organizational Effectiveness (학습조직의 영향요인과 조직유효성에 관한 연구)

  • Han, Jin-Hwan
    • Proceedings of the Korea Contents Association Conference
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    • pp.103-108
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    • 2006
  • The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, The learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect on the learning organization. Therefore, To establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.

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Design of the Learning Organization through the Neuro-cybernetics: A Theoretical Suggestion (신경사이버네틱스를 통한 학습조직의 설계: 이론적 제시)

  • Lee, Hong
    • Knowledge Management Research
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    • v.1 no.1
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    • pp.65-80
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    • 2000
  • The main purpose of this study is to answer a question that how a company can be a learning organization producing useful knowledge by applying neuro-cybernetics approach. This approach borrows its working principles from the human body systems. The current study urges that the principles can be applied to build a learning organization. System 1 to 5, the core parts of neuro-cybernetics, are explained. And it is explored that how these systems can be designed for a company to be a learning organization. Limitations of the current study are discussed at the end of the paper.

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A Study on the Effectiveness of Learning Organization Managed by Medical Center (의료기관 학습조직 운영효과에 관한 연구)

  • Nam, Jong-Hae;Cho, Woo-Hyun;Lee, Sun-Hee;Kweon, Soon-Chang;Moon, Ki-Tae;Kang, Myung-Geun
    • Korea Journal of Hospital Management
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    • v.9 no.2
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    • pp.1-22
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    • 2004
  • This study was designed to suggest a learning organization in a medical center by examining the factors to influence effectiveness of the learning organization. We collected the data of 586 persons who participated once or more times in the learning organization managed from 2000 to 2002 by Y Medical Center located in Seoul, and included the data of 285 persons in the final analysis. The results of the study are summarized as follows. First, as the results of examining the regression coefficients to predict the effectiveness of and satisfaction with the learning organization through the learning level, learning method and learning organization constructing level as the general variables, the important influential factors were shown as follows: 1)knowledge creation, knowledge storing, private learning, organizational learning, and learning organization construction of occupational and human levels as the factors to predict the working competency; 2) learning organization construction of the human level as the factors to assume the duty satisfaction; 3) gender, working years, private learning, team learning and organizational construction level for the prediction of the organizational commitment; and 4) medical technical service, knowledge creation, organization learning, and constructing level of the environmental and human levels for the assumption of the satisfaction with experience in the learning organization. Based on the study results of the effects in managing the learning organization, we can conclude the followings. First, the members who are in various working positions and occupations need to continuously participate in the learning organization. Second, to raise the organizational outcome from the management of the learning organization, it is necessary to establish systematic concepts in the constituents of the organizational effectiveness such as working competency improvement, duty satisfaction and organizational commitment, and the experience satisfaction of the learning organization. Finally, the future of the organization depends on the learning competencies of the organization members. To continuously exist and develop the organization, the private learning of the organizational members should be constantly spread and shared over the organizational level, and the usual innovations such as repetitive and habitual organizational learning should be generally tried out throughout the whole field of the management.

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A Study on the Factors Influencing of Learning Organization and Organizational Effectiveness (학습조직의 영향요인과 조직유효성에 관한 연구)

  • Han Jin-Hwan
    • The Journal of the Korea Contents Association
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    • v.6 no.7
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    • pp.42-49
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    • 2006
  • The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, the learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect. on the learning organization. Therefore, to establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.

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The Effect of Learning Organization Construction and Learning Orientation on Organizational Effectiveness among Hospital Nurses (병원간호사의 학습조직화와 학습지향성이 조직유효성에 미치는 영향)

  • Kang, Kyeong-Hwa;Song, Gi-Jun
    • Journal of Korean Academy of Nursing Administration
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    • v.16 no.3
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    • pp.267-275
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    • 2010
  • Purpose: This study conducted to identify the effect of learning organization construction and learning orientation on organizational effectiveness among hospital nurses. Method: Data was collected from convenient sample of 296 nurses who worked for the major hospitals in Seoul, Gyeonggi-do and Gangwoen-do. The self-reported questionnaire was used to assess the general characteristics, the level of the learning organization construction, learning orientation and organizational effectiveness. The data were analyzed using descriptive statistics, pearson's correlation coefficient and multiple regression. Result: The mean score of learning organization construction was 3.61(${\pm}.32$), learning orientation got 3.26(${\pm}.39$), and organizational effectiveness obtained 3.38(${\pm}.42$). The learning organization construction affects of organizational effectiveness by 44.18% and learning orientation by 37.43%. Conclusion: This finding indicates that learning organization construction and learning orientation affects the nurses' organizational effectiveness in hospital.

Relationship between the Development Levels of Learning Organization and Organization Effectiveness in Hospital (의료조직에서 학습조직 구축수준 평가 및 조직유효성과의 관계분석)

  • Lee, Sun Hee;Cho, Woo Hyun;Nam, Jong Hae
    • Health Policy and Management
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    • v.15 no.3
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    • pp.1-16
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    • 2005
  • This study was planned to investigate the relationship between development levels of learning organization and organization effectiveness in Hospital. Data were collected from 285 respondents who have participated in 'Learning Organization Project'(response rate =$50.5\%$). Structured questionnaire were applied by self administrated survey for two weeks since 2003 May. Main results were as follows; In the result of factor analysis, four factor were created and almost questionnaire items were classified into as same categories as theoretical concepts. Cronbach's a coefficient also showed over 0.7 in all categories. This result means that measurement tool to evaluate the development level of learning organization is valid and reliable. In the comparison of the development level of learning organization by participants' specialties, managerial workers perceived the lowest construction level, while medical technicians evaluated it as the highest level. In regression analysis, the perception levels of work environment, task and human aspect showed positive relationship with job competency significantly. For job satisfaction, levels of task and human aspects had positive relationship significantly. In addition, for organizational commitement, levels of organization and human aspect were positive predictors. Finally, for the satisfaction about experience of learning organization project, levels of environment, task and hmm aspects were related positively. We concluded from these result that the positive relationship between construction levels of learning organization and organization effectiveness was extended to hospital, besides industrial fields. We recommend the introduction and facilitation of learning organization project in various settings to improve the competency of knowledge management in individual and organizational levels.

Design and Implementation of a Learning Organization for Autonomous Biosafety Management of Infectious Disease Laboratories by Knowledge Translation (지식확산에 의한 감염병 실험실의 자율적 생물안전관리 학습조직 설계 및 실행)

  • Shin, Haeng-Seop;Yu, Minsu
    • Journal of Environmental Health Sciences
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    • v.41 no.2
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    • pp.102-115
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    • 2015
  • Objectives: A learning organization was designed and implemented on the basis of the selection criteria and essential elements of knowledge translation theory. Methods: The learning organization was designed on the basis of biosafety harmonization criteria and risk management strategy and was implemented as the learning organization for biosafety management by the National Institute of Health, Korea Centers for Disease Control & Prevention. The effect of knowledge translation in the research institutions by evidence-based policy was verified. Results: The result of applying the knowledge translation theory involving all stakeholders showed a positive reaction in establishing and implementing biosafety management strategy and embodied risk assessment criteria and evoked sympathy with the necessity of learning and using of expert knowledge about risk assessment and risk management. All stakeholders initiated voluntarily action toward new human-network construction and communication between similar organizations. The learning organization's capability expanded the base of knowledge translation. Conclusion: These results showed that a learning organization could enhance the autonomous safety management system by diffusion of knowledge translation.