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Unit5 learning and development in knowledge setting
This document discusses learning and development in knowledge settings. It describes how learning environments can facilitate knowledge building and decision making. It also discusses the importance of learning for organizational goals and employee development. Creating a holistic developmental approach looks at how people interact with the organization and emphasizes developing a learning culture through commitment to learning. Knowledge management uses technologies like intranets and data warehouses to acquire, organize, and share knowledge throughout the knowledge life cycle.
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Unit5 learning and development in knowledge setting
- 1. 5.LEARNING AND DEVELOPMENTIN KNOWLEDGE SETTING
- 2. Learning in aknowledge environment • Learning : Learning is the acquisition of knowledge or skill through study, experience or being taught. • Knowledge Environment: Knowledge environment is a practice, technological and physical arrangement intended to facilitate knowledge building, decision making, depending on the objective. • Importance of learning in organization: Organizational goal Employee development Decision making • Learning is an endless process which can be imparted through different channels. It plays an important role in the growth of both individual & organizations.
- 3. Creating a holisticdevelopmental approach • “A comprehensive learning strategy provides a roadmap for the developmental , operations, and strategic value drivers.” • Holistic Organizational Development is development activity looking at the whole organization, systems, people culture etc. • It looks at people and how they interact with the organization to deliver products and services. • It is a multi dimensional and participatory development named holistic development approach. LEARNING CULTURE: 1. Valuing people through commitment 2. Openness and trust 3. Commitment of learning & personal development 4. Free flow of information
- 4. • LEARNING CULTUREIN PANTALOONS: It is an institution , not just an organization 1. Pantaloon’s skilled and qualified professionals work were change is constant 2. Empowerment had motivated its employees by the desire by bringing its value together 3. Leadership is followed in pantaloons 4. Work culture is a unique core. 5 Keys in Building a Learning Organization: 1. Demonstrating the value of formal training 2. Promoting & rewarding 3. Unleash the power of experts 4. Allow people to make mistakes 5. Building collaborative environment.
- 5. • HOLISTIC INDIVIDUALDEVELOPMENT: 1. Capturing Individual learning for organization is the first step to create learning organization. 2. Time required for learning such as On job training & Off job training 3. Learning will be delivered through online, classroom, 4. Competencies that learning plan needs to focus. HOLISTIC ORGANIZATION DEVELOPMENT: Organization which emphasize on creating a culture which adapts as a day to day working practice 1. Team Mobilization 2. Working together virtually 3. Strategic Planning 4. Authentic engagement
- 6. • PADAKHEP MANABEKUNNAYAN KENDRA: • Padakhep strategically follows a multi-dimensional and participatory development approach named Holistic Development Approach (HDA) which is more supportive to fulfilling the basic needs of the poor. • Padakhep’s program interventions are designed in line with Poverty Reduction Strategy Plan (PRSP) and Millennium Development Goals (MDG) for addressing the priority issues like education, human resource development, microfinance, agriculture & environment, health & sanitation, child development, etc of the beneficiaries. • Unlike many other NGOs in the country which are confined toMinimalist approach (only Microcredit), Padakhep is promoting or pursuing a Maximalist approach (Microcredit plus HDA approach) to break the vicious cycle of poverty. • Is the most appropriate strategy for sustainable development of the poor and the community as a whole.
- 7. • Strategies beingused to implement different development programs: • To make them aware of its different development activities • Ensuring ownership of all employees • Ensuring participatory management by developing team sprit within all management units of Padakhep • Ensuring exchanges of information by establishing linkage with other organizations/personalities • Developing skill of staff and beneficiaries of Padakhep through training • Monitoring and evaluation of different projects/programs of Padakhep followed by impact assessment • Apprising relevant information on development projects/programs to the beneficiaries through training • Encouraging creative and innovative activities among the staff of the organization
- 8. IMPLICATIONS: Holistic theorysuggests that there are three layers of knowledge a)Assumptions of learner’s intrinsic motivation b) To examine existing theories and also suggest for future. c) It has impact on both individual and organization learning. HR Challenge: • To learn new skills & techniques • To engage workforce in continuous development • It should energize employees.
- 9. Developing social capital& developing knowledge leadership capabilities. • Social Capital: Enabling people to act collectively, social capital reflects the value of relationship and is a quality existing among the people and organizations and yields potential opportunities to the holders of the capital (Hitt and Ireland 2002, Naphiet and Ghoshal,1998). Example – southwest airlines • Categories of social capital : • Internal social capital • External social capital • help the organizations to access information, knowledge, technology and other capabilities • helps the organizations to develop a competitive advantage as well as survive through difficult times.
- 10. • How todevelop social capital: 1. Trust 2. Clear and consistent rules 3. Trust grows out of trust 4. Creation of external social capital 5. Sensitive to the external partners’, alliances’ needs. 6. Make sure that your/ organization’s partner/ alliances benefit from this relationship and are able to meet their goals. • Knowledge leadership: Leadership around knowledge involves application of simple knowledge principles to create value from what is known, while building the capabilities and the environment to foster productivity, competitive advantage and self sustainability.
- 11. • Successful knowledgeleaders : 1. Create an environment that enables their people to make “safe fail” decisions and adopt emergent concepts 2. Engage people to become involved in learning in learning opportunities around business aligned projects 3. Build capabilities and networks in a way the employees at all levels feel they belong to something significant and their efforts are valued • Being a successful knowledge leader requires : Development of : 1. special set of professional capabilities 2. behaviours, 3. attitudes 4. persistence that is developed over time and 5. Through multiple management disciplines
- 12. • Development ofknowledge leadership capabilities: • Strategic approach 1. Commitment to business priorities for a long term 2. Research 3. Development of capabilities and knowledge faster than the competitors to gain competitive advantage or maintain most efficient processes • Adaptable mindset 1. Ability to be open to new ideas and concepts 2. Being prepared to adopt others ideas before reinventing a new solution 3. Fosters a creative and emergent environment • Continuous open learner 1. Take active steps to retain their learning organization principles and support knowledge based decision strategies 2. Understand the importance of building strategic capabilities
- 13. • Reflective decisionmaking 1. Process of thinking about outcomes of one’s actions in order to learn from them 2. Ultimate outcome could be accelerated development and progress • Trust and trustworthiness 1. Trust between people and trust in the quality and reliability of information and knowledge 2. Code of conduct needs to be demonstrated by leaders 3. Culture where people can be heard • Influential communication 1. Speak from the heart with words of sincerity 2. Back up these words 3. Generate outcomes aligned with the desired vision 4. Clearly describe the vision to motivate the people to follow
- 14. • Participative presence 1. Inspire others to participate willingly in events, conversations, projects, etc. 2. Drives productivity, creativity, innovation and performance 3. E.g. –Tata steel, mind tree, etc • Others- change adept , emotional intelligence, future focused, leveraging networks, etc
- 15. Project-based learning, workingwith technology • Highlights Of PBL(Project based learning) 1. Alternative to paper-based, rote memorization, teacher-led classrooms. 2. Integrates knowing and doing 3. Long-term, student-centred. 4. The teacher’s role is one of coach, facilitator, guide, advisor, mentor.
- 16. • Advantage RESEARCH-BASED TECHNOLOGY ENHANCED COMMUNICATI ON- FOCUSED OPEN-ENDED REAL-WORLD STUDENT-CENTERED CONSTRUCTIVE COLLABORATIVE CREATIVE
- 17. Steps In PBL DEFINE THE PROBLEM PLAN STRATEGIES FIND INFORMATION USE INFORMATION BUILD THE PRODUCT SHARE FINAL PRODUCT AND EVALUATE
- 18. Example Of PBL • IBM Career Education Program 1. A blended learning approach, both theoretical and practical training to solve real world problems 2. A top-class faculty comprising of field consultants, technical specialists and education experts
- 19. Knowledge management using technology • What is knowledge management: Knowledge Management (KM) refers to achieving organizational objectives by making the best use of knowledge. KM focuses on processes such as acquiring, creating and sharing knowledge. • Technologies Supporting KM:
- 20. KM LIFE CYCLE(From a technical view point) Knowledge is acquired using intranets, extranets, groupware, web conferencing, and document management systems. An organizational memory is formed by refining, organizing, and storing knowledge using data warehouses. Knowledge is distributed through education, training programs, networks. Knowledge is applied for further learning by mining of the organizational memory and the application of expert systems such as decision support systems.
- 21. BUILDING A COMPREHENSIVE KNOWLEDGE DEVELOPMENT STRATEGY