If a company concentrates its attention into developing the structure and improving the performance, then it has owned partial characteristics of a learning organization basically. If the employees' perception of these characteristics increases their commitment to the organization, the managers will be confident in taking action leading to organizational revolution. In this research, the characteristics of an organization are treated as independent variables, organizational commitment as a dependent variable, personal characteristics as a control variable, while questionnaires are designed to gather data. 357 units of questionnaires (with 302 effective respondents) were distributed to the employees who work in two companies, which had good performances and have experienced organizational revolution in the past two years. To analyze the data collected from the two companies, various types of analysis were carried out including internal reliability analysis, Pearson correlation, one-way ANOVA and regression. The research findings show that the perception of the characteristics of a learning organization by employees does affect the organizational commitment. This means that in the event of an organization stepping forward to becoming a learning organization, the characteristics of a learning organization will exist in working experience, organizational structure, organizational culture, and information management, and the characteristics will promote employees¡¦ value commitment, effort commitment, and retention commitment. As listed below, the relation between characteristics of a learning organization and organizational commitment is meaningful for the organization, managers and employees. 1. An enterprise is able to promote its competitive strength in human resource management by building a learning organization. 2. Apart from job position, payment, image of firm, and financial performance, characteristics of learning organization are also an important element that can engage the employees in the organization. 3. Building a learning organization to promote employees¡¦ organizational commitment is helpful in order to cut down the expenses in raising the efficacy of the employees. 4. Organizational commitment can be promoted through the characteristics of a learning organization. These are a cause for the identification of common aims among employees and the organization, but not a result from advantage exchange, and this commitment is based on a stable foundation. 5. It enables managers to practice organizational revolution with more confidence, and thus the constitution and competence of the organization will get improved. 6. Being a part of the characteristics of the learning organization, manager behavior is related to the employees¡¦ organizational commitment. If managers get used to introspecting, the relation between staffs and supervisors can improve, and management efficiency can be promoted. 7. For the supervisor who takes charge of the human resource management in a company, the task to build a learning organization has become an important strategy of human resource management. 8. A learning organization can result in high employee motivation. Innovation and learning are encouraged in a democratic and open environment, and most employees will become motivated in the process of organizational learning and revolution. Therefore, the managers can take action for revolution in the organization with great confidence.

This case study analyze the key concept of the learning organization model and how Trend Micro incorporated practically applied this model to an employee educational program called “Trend Learning Cycle” (also called “TLC”). Through literature review, in-depth interview, and company background study; this paper examines TLC’s initial motivations, background of TLC initiation, TLC launch as a major company event, implementation process, and post-TLC review. Key steps and frameworks of TLC extracting the basic concepts of The Fifth Discipline on a learning organization are also stated explicitly. Lastly the conclusion and recommendation of this paper includes (1) the analysis on Trend Micro’s attempt of transforming into a learning organization through the people soft skill development and the organization learning process (2) the strategic building block of a learning organization (3) the performance measurement of linking the learning capacity of an organization to firm performance.

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This thesis was undertaken to explore the philosophical principles elaborated by Mary Parker Follett (1868-1933) and to examine their relevance in the contemporary workplace. The contention within this thesis was that concepts Follett expounded bear close resemblance to postmodern notions of organizing; juxtaposition of Follettian and postmodern philosophy and a postmodern take on research methodology add credence to the contention and allowed the researcher to examine the practical relevance of the notions explored. A case study within a manufacturing company provided the venue for the practical exploration of Follett's ideas. The original intent of the researcher to conduct focus groups interviews, which would lead to a contextually relevant survey instrument, was changed by the participants. Observation and interviews, which the employees of SEI preferred, allowed an examination of several of the most important of Follett's ideas: "power-with" rather than "power-over"; the "law of the situation"; democratic "small group government"; integration as a more favourable manner of dealing with conflict over voluntary withdrawal, domination, and compromise; the benefits of coordination; circular response in the creation of people; and individual and society as process. The stories of the participants are told and contemporary insights add to those provided by Follett over seven decades ago. It was found that many of Follett's ideas have applicability in a contemporary company. The interviewees displayed exceptional ability to comment regarding the application of Follettian principles within their workplace setting. My integration as researcher-participant allowed for personal transformation based on the experience of the research with its collaboration with the employees, lending credence to the most profound of Follett's insights--the reciprocal creation of people--the circular manner in which we create as we communicate. The significance of the study lies in the process itself--the opportunities provided for the circular creating and communicating of meaning. The study may encourage readers to reexamine the nature of their relationships, as well. While that examination is not the purpose of this research--no claim of generalizability is offered--it is hoped that others may learn lessons from the documentation of the process of this study.

In the business and the operation management, business strategies and operation guidelines are manually recorded on paper in large repositories. The data include standard operating procedures, work instructions, technical documents, manufacturing specifications and training materials. However, many companies are facing problems of document managements including a lack of updated information, document duplication, file misplacement and inconsistency, etc. Furthermore, accumulated working experiences, considered as parts of the most valuable resources of companies, are not well preserved after resignations and retirements of senior employees. This critical situation is apparent especially in those companies established over decades and affects the operation efficiency and the future expansion. This study helps understand the needs of document managements and shares experiences of document management implementations in the company. The standard processes of the document management includes source establishment, information review, data examination and format, file security and restoration and user feedback. In fact, most of companies do not carry out the entire processes. Companies can develop their own document management systems according to their business formats and operation demands. With the advent of computers, companies build up document management concepts by applying software like MIS. In addition, companies can also use ISO document management processes as the paradigm for the document management establishment. The document management gives companies abilities to learn faster and take better reactions in the market. Efficiency becomes the competitive advantage of the company which is able to outperform competitors in the industry.

Abstract In the economical times of knowledge, knowledge becomes into the most important resource. Corporations are making a race between learning speed and time pass. It meets the forecast of Peter F. Drucker, ¡§ 21st century is learning first and knowledge century¡¨. Corporations must consider how to make the organizational learning to transfer themselves into knowledge corporations in the future. The subject of this study is ¡§Organizational Learning Based on The Knowledge Management¡¨. After studying related theoretical literatures of knowledge management and organization learning, to clear the relation between knowledge management and organization learning, and to develop a model. This model must be easy used for corporations to establish their organizational learning based on the management knowledge. This model also must be reviewed to be useful by SYSCO case. The result of this study is to develop a model for organizational learning based on knowledge management. It includes 7 parts: resources input, organizational learning, intelligence capital, resources output, internal promotion factors, external promotion factors and single/double learning cycles. In this model, any corporation is a learning organization to continue learning by single/double learning cycles. To base on knowledge management, Corporation continues to evaluate the competitiveness by outside environments and inside resources. Depend on knowledge platform, corporation sets up a learning system in its learning center and also set up personnel system, organization system and customer system together, then input individual knowledge and organizational knowledge into its systems to make organizational learning. The process of organizational learning is knowledge acquiring, knowledge sharing and knowledge applying. After organizational learning, corporation transfers knowledge into intelligence capital, which includes personnel capital, organization capital and customer capital. Finally corporation enhances its competitiveness and creates customer¡¦s value by its intelligence capital, and it also increases corporation¡¦s value. After checked by SYSCO case, this study can be proved to be a useful model for corporations to establish their organizational learning based on knowledge management. In this model, we must take care the completeness for all 7 parts, and we must take care the tightness & practice for each part. Internal leadership and culture are the most important energy to promote organizational learning. Knowledge platform and information platform can make good performances. External customer, supplier, competitor and benchmarking corporation are important factors to promote organizational learning. If we can consider above mention, then we can get a good performance in organizational learning based on knowledge management.

The involvement of executives and the promotion time it takes are the key factors of organizational change. On many cases, failure results from program abandoned by executives too early just because it did not work as plan going. In the other hand, low of employees retention also cause the program not easy to sustain. This study is mentioned about how does the involvement of executives influence the changes of organization by case study approach: The first,why executives devote himself to the changes ? ¡]1¡^The change type of SH company is an enterprise need, have to respond an enterprise to beg continuously to beg to change lately. ¡]2¡^"Systems thinking" unties a dilemma of perplexing the SH company executive several years price war mire Nao, providing a different thinking method, promoting a SH company significantly, the executive fixs to practice continuously of motive. ¡]3¡^The executive would like to wait for because of the function of understanding"time delay", endure patiently.And feel five benefits which fix to practice by set oneself up as an example, even become one part of its value. The second,what are the factors disturbing the changes? ¡]1¡^ The biggest resistance comes from the executive oneself's mental models. ¡]2¡^ Time delay and time not enough influence. The third,what are the reflections of this study? ¡]1¡^From discipline to practice a beginning personally. ¡]2¡^Look for an of one mind friend, can keep on a deep ploughing. ¡]3¡^The structure suggestions which the fifth discipline to carry on.

The objective of the present work is to evaluate the features of AB „Lietuvos telekomas“ as a learning and gaining knowledge organization. In the master’s final paper theoretical researches on learning organization of foreign and several Lithuanian authors are analyzed and systematized: conception, models and features of learning organization are discussed. A lot of attention is allotted to learning as information, knowledge creation and spread in business organization, for improvement of employee competence and basic competence. There was made an analysis of features expression of AB “Lietuvos telekomas” as a learning organization, basing on employees’ opinion, competence education centre representative’s viewpoint to this phenomenon, and documents regulating the company’s activity. The hypothesis was proved that the features of learning organization in the joint-stock company “Lietuvos telekomas” are expressed fragmentary; learning partially matches the holistic model described in the theoretical part.

Thesis (Ph.D.) - University of Queensland, 2003. / Includes bibliography.

The research discusses mid-high level management of different service backgrounds from military hospitals of northern, central and southern Taiwan. By using questionnaires, we discuss four levels of consciousness, self-learning consciousness, learning organization, influence of group organization by building learning organizations and influence of group achievement by building learning organizations. The results reveal that the interviewers are mainly male, mid-high management, ranged from 31 to 50 years old, college-educated and have 11 to 20 years of job-related experiences. The overall interviewers are highly-educated and in stable profession situations, thus are qualified for highly concentration of knowledge and suitable for research. The results show that male, older, and having much education and more working experiences interviewers agree four levels of the questionnaires. This implies that individual, group and organization are the essence of building learning organizations and can affect the group achievement in military hospitals. Most interviewers are aware that self revolution shall fit the organizational learning, that all members shall challenge themselves to fulfill their ambitions and that learning by mistakes. In addition, under learning organization construction, the high level management can rebuild the role and function of leadership, emphasis on the interaction between the individuals and the organizations, and provide the opportunity to learn and create. Military hospitals also build the learning organization construction to fully fulfill the achievement of the organization. They also connect the learning and growing level and financial level, and extend to customer level to increase the level of customer satisfaction and productivity of employees, to decrease the turnover rate and to improve internal process by applying knowledge management. On the other hand, the research reveals that interviews that are young, fewer years of work experiences and working for Zuoying military hospitals have less identification of four levels in questionnaire. This implies that interviews are constrained by traditional self-learning model and knowledge management. This learning culture may not inspire the creation of the members and may have negative effect on organizational achievement. According to the above results, hospitals which build learning organization construction could improve the atmosphere of learning, increase the interaction between members and the society, and to build the concept of sharing. Eventually, members under learning organization construction may reach the same goal and increase the ability of competition.