طراحی الگوی ایجاد سازمان یادگیرنده مورد مطالعه: دانشگاه آزاد اسلامی واحد اردبیل
محورهای موضوعی : مدیریت بازرگانی
شهرام میرزائی دریانی
1
(عضو هیئت علمی (استادیار)گروه مدیریت ،واحد اردبیل دانشگاه آزاد اسلامی،اردبیل، ایران)
فرزاد ستاری
2
(دانشگاه آزاد اسلامی، واحد اردبیل، گروه مدیریت، اردبیل، ایران)
بهمن شارقی
3
(کارشناس طرح و برنامه دانشگاه آزاد اسلامی، واحد اردبیل)
کلید واژه: یادگیری سازمانی, سازمان یادگیرنده, اندازه‌گیری یادگیری سازمانی, مدیریت یادگیری سازمانی,
چکیده مقاله :
در عصر دانائی‌محوری، ایجاد سازمان یادگیرنده به عنوان طرحی مؤثر در کسب مزیت رقابتی پایدار، رویکرد نوینی است که در منابع مدیریتی به فراوانی از آن یاد می‌گردد. در این سازمان به دو عنصر بسیار تأثیرگذار در تعالی آن یعنی انسان و دانش اهمیت بیشتری داده می‌شود. بر این اساس مهمترین رویداد، بروز فرآیند یادگیری سازمانی است. فرایندی که دانش افراد، توسعه آنان و سازمان را جهت‌دهی می‌نماید و سازمان را به سیستمی بالنده و پویا تبدیل می‌سازد. در این میان شناخت ابزارهای سنجش وضعیت یادگیری سازمانی و آگاهی از میزان یادگیرنده بودن سازمان، ضرورت می‌یابند تا بکار گرفته شوند. پیامد این اقدام، تدابیر لازم برای ایجاد یا توسعه یادگیری سازمانی خواهد بود. در پژوهش حاضر با هدف ارائه الگوی سازمان یادگیرنده، از پرسش‌نامه آرمسترانگ و فالی برای اندازه‌گیری فرایند یادگیری سازمانی در دانشگاه آزاد اسلامی واحد اردبیل استفاده شده است. فرضیه‌ها در انطباق با چهار مؤلفه اساسی پرسش‌نامه طراحی شده‌اند. تحلیل آماری فرضیه‌ها مبتنی بر آزمون‌های استنباطی کای‌دو یک‌بعدی، دوجمله‌ای و فریدمن نشان می‌دهند که این دانشگاه روند تبدیل به سازمان یادگیرنده را آغاز نموده است اما در بعد تبدیل یادگیری به عمل با موانعی قابل ملاحظه روبرو بوده است. بخش عمده پیشنهادها، ارائه راهکارهایی برای تبدیل آموخته‌ها به عمل یعنی کاربرد دادن به یادگیری بوده است.
In the wisdom orientation era, building a learning organization as an effective plan to earn competitive advantage is a new approach that is observed frequently in management references. In these organizations two elements, human and knowledge, have a vital role. On these grounds, building or development of organizational learning process is the most important process, the process that causes the increase in employees' knowledge, their and organization's development and changing the organization to a dynamic and excellent system. Therefore, it is necessary to use the necessary tools for measuring organizational learning. Following this will be the necessary procedures for building or developing organizational learning. In this research Armstrong-Foley questionnaire has been used for measuring the organizational learning process with the goal of transferring Islamic Azad University, Ardabil Branch to a learning organization. The hypotheses have been planned in accordance with the four basic elements of the questionnaire. The statistical analysis of the hypotheses, based on the inferential tests X2 one dimension, T-test and Friedman, show that this university has begun the trend of transforming to a learning organization, but it encounters obstacles in the dimension of transforming learning to practice. Suggestions mostly have been presented for changing learning to practice.
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Choo, C. W. (2001), “The Knowing Organization, how organization use information to create knowledge and make decisions”, Oxford university Press, New York, NY.
Ganns, B. (1996), “The learning organization and the need for directors who think”, Harper Collins, London.
Garvin, D. A. (2000), “Learning in action. A guide to putting the learning organization to work”, Boston, Mass, Harvard Business School Press.
Gephardt, M. A. and Marsick, V. J. (1996), “Learning organization come alive”, Training and Development Journal, Vol. 60, No. 5,pp.100-115.
Hong, J. (1999), “Structuring for organizational learning”, Journal of The Learning Organization, Vol. 6, No. 4, pp. 173-185.
Huber, G. P. (1991), “Organizational learning: the contributing process and the literature”, Organization Science. Vol. 2, No.1, pp. 88-115.
Jorgensen, B. (2004), “Individual and organizational learning a model for reform for public organizations”, Foresight, Vol. 6, No. 2, pp 91-103.
Marquart M. J. (2002), “Building the learning Organization: Mastering the 5 Elements for coporate learning”.
Mayo, E. and Lank, A. (2001), “The human Problem of industrial civilization”, Macmillian, New York, Ny.
Mumford, M. (1997), “From organizational learning to the learning organization”, Management Learning, Vol. 29, No. 1, pp. 59-73.
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Otala, P. (1996), “To avoid organizational crises, unlearn”, Organizational Dynamics, Vol. 13. No. 7, pp. 53-65.
Pawlowsky, P. (2001), “Knowledge using for learning”, Addison-Wesley, Reading, MA.
Pearn, M. Roderick, C. and Mulroney, C. (1995), “learning organizations in practice”, McGraw hill, maidenhead.
Rajabbeyghi, M., & Faghihi, R. (2003). Analytical Comparison of New Management Approaches. Management Knowledge Journal, 63, (In Persian).
Redding, J. and catalanello, R. (1997), “learning organization capability- survey questionnaire”, sample items, Institute for Strategic Learning.
Sarala, U. Sarala, A. (1996), “Oppiva organisaatio-oppimisen”, Laadun Ja Tuttauvuden Yhdistami, Tamer-Piano, Tampere.
Seajou, I. (2001), “How organizations learn”, Journal of Technology Management, Vol: 8, No. 2, pp. 139-155.
Senge, P. M. (1990b), “The leaders new work: building learning organizations”, Sloan Management Review, fall.
Shrivastava, P. (1983), “A typology of organizational learning systems”, Journal of Management Studies, Vol.20, No. 1, pp. 7-28.
Sobhaninezhad, M., Shahai, B., & Uozbashi, A. (2006). Learning Organization (Theoretical Foundations of the Realization and Measurement Model). Estrazan Publication, (In Persian).
Tannenbaum, S (1997), “enhancing continuous learning: diagnostic findings from multiple companies”, Human Resource Management, Vo1.36, No.4, pp. 437-452.
Taslimi, Kh. (2004). Organizational Learning Capability. Management and Development Magazine, 28, (In Persian).
Watkins, K. E. and Marsick, V. J. (2004), “The construct of the learning organization: dimensions, measurement, and validation”, Journal of Human Resource Development quarterly, Vol 24, No 4, pp. 33-45.
Weich, K. E. and Leon, D. (1993), “Sensemaking in organization”, Sage Publications, Thousand Oaks, CA.
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Argyris, C. and Schon, D. A. (1996), “Organizational learning reading”, Mass, Addison Wesley.
Armstrong, A. and Foley, P. (2003), “Foundations for a learning organization, The Learning Organization”, Vol. 10, No. 2, pp. 74-82.
Behnamy, J. (2005). Organizational Learning. Journal of Tadbir, 161, (In Persian).
Choo, C. W. (2001), “The Knowing Organization, how organization use information to create knowledge and make decisions”, Oxford university Press, New York, NY.
Ganns, B. (1996), “The learning organization and the need for directors who think”, Harper Collins, London.
Garvin, D. A. (2000), “Learning in action. A guide to putting the learning organization to work”, Boston, Mass, Harvard Business School Press.
Gephardt, M. A. and Marsick, V. J. (1996), “Learning organization come alive”, Training and Development Journal, Vol. 60, No. 5,pp.100-115.
Hong, J. (1999), “Structuring for organizational learning”, Journal of The Learning Organization, Vol. 6, No. 4, pp. 173-185.
Huber, G. P. (1991), “Organizational learning: the contributing process and the literature”, Organization Science. Vol. 2, No.1, pp. 88-115.
Jorgensen, B. (2004), “Individual and organizational learning a model for reform for public organizations”, Foresight, Vol. 6, No. 2, pp 91-103.
Marquart M. J. (2002), “Building the learning Organization: Mastering the 5 Elements for coporate learning”.
Mayo, E. and Lank, A. (2001), “The human Problem of industrial civilization”, Macmillian, New York, Ny.
Mumford, M. (1997), “From organizational learning to the learning organization”, Management Learning, Vol. 29, No. 1, pp. 59-73.
Najafbeigi, R. (2006). Organization and Management, (In Persian).
Najafbeigi, R. (2005). learning Organization in Action (3M Review from This View). Journal of Economics and Management, 64, (In Persian).
Neefe. D. O (2001), “Comparing levels of Organizational learning maturity of colleges and universities participating traditional and non-traditional (Academic Quality Improvement Project) accreditation processes”, Unpublished thesis, University of Wisconsin.
Otala, P. (1996), “To avoid organizational crises, unlearn”, Organizational Dynamics, Vol. 13. No. 7, pp. 53-65.
Pawlowsky, P. (2001), “Knowledge using for learning”, Addison-Wesley, Reading, MA.
Pearn, M. Roderick, C. and Mulroney, C. (1995), “learning organizations in practice”, McGraw hill, maidenhead.
Rajabbeyghi, M., & Faghihi, R. (2003). Analytical Comparison of New Management Approaches. Management Knowledge Journal, 63, (In Persian).
Redding, J. and catalanello, R. (1997), “learning organization capability- survey questionnaire”, sample items, Institute for Strategic Learning.
Sarala, U. Sarala, A. (1996), “Oppiva organisaatio-oppimisen”, Laadun Ja Tuttauvuden Yhdistami, Tamer-Piano, Tampere.
Seajou, I. (2001), “How organizations learn”, Journal of Technology Management, Vol: 8, No. 2, pp. 139-155.
Senge, P. M. (1990b), “The leaders new work: building learning organizations”, Sloan Management Review, fall.
Shrivastava, P. (1983), “A typology of organizational learning systems”, Journal of Management Studies, Vol.20, No. 1, pp. 7-28.
Sobhaninezhad, M., Shahai, B., & Uozbashi, A. (2006). Learning Organization (Theoretical Foundations of the Realization and Measurement Model). Estrazan Publication, (In Persian).
Tannenbaum, S (1997), “enhancing continuous learning: diagnostic findings from multiple companies”, Human Resource Management, Vo1.36, No.4, pp. 437-452.
Taslimi, Kh. (2004). Organizational Learning Capability. Management and Development Magazine, 28, (In Persian).
Watkins, K. E. and Marsick, V. J. (2004), “The construct of the learning organization: dimensions, measurement, and validation”, Journal of Human Resource Development quarterly, Vol 24, No 4, pp. 33-45.
Weich, K. E. and Leon, D. (1993), “Sensemaking in organization”, Sage Publications, Thousand Oaks, CA.