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.

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.

The purpose of this study is to create an understanding of the phenomenon of reflection. In order to gain a deeper understanding of the concept, we chose to interview four preschool teachers. The preschool teachers met with colleagues in their pre-school area regularly during the autumn and spring terms 2014-2015, to develop their skills through reflection. We wanted to examine whether these meetings influenced their understanding of the concept of reflection, as well as their ability to reflect. We tried to get a hold of these two elements through the questions in our interview. Our three most interesting findings in this study are. The preschool teachers in our study makes a fundamental theoretical difference between how you look at and define the reflection with children and how they look at peer learning. A distinction is difficult to justify theoretically. Our second interesting finding was the importance and the difficult task to keep the reflections away from mainly be about giving each other "tips and advice". Our last finding is the need of good leadership skills of the one who have the task to lead the reflection.

Children, Youth and Families at Risk (CYFAR) is a national program developed by Cooperative Extension’s federal partner, Cooperative State, Research, Education and Extension Service (CSREES). In collaboration with its federal partner and in concert with state extension systems across the nation, UVM Extension conducted an organizational change survey in 1998, 2000, and 2004 with a selected sample of UVM Extension professionals to determine the organization’s capacity to address issues of CYFAR. Findings from these three surveys showed that Extension had not substantively altered its organizational practices in alignment with the goals of the national program. In order to stimulate new strategic planning for the program, this study set about to assess the capacity of staff from UVM Extension to promote organizational learning. Grounded in the literature of organizational learning, this study administered a 43 item survey instrument called the Dimension of the Learning Organization Questionnaire (DLOQ) to Extension employees. As a strategic planning tool, the survey identifies organizational learning opportunities at the individual, team, and organizational level. Following the Total Design Method, the web-based survey was launched September 2006, with a response rate of 68% (n=63). Findings from the new survey continue to indicate limited organizational capacity to meet national goals for CYFAR program. Interestingly, nearly 70% of survey respondents reported participation in programming for children, youth and families at risk, a percentage greater than those formally assigned to CYFAR activities. Regardless of formal assignment, however, CYFAR employees and non-CYFAR employees did not significantly differ in their survey responses across a variety of organizational measures. Prior training to develop organizational capacity in line with national goals appears to be falling short of expectations. Implications for these shortcomings are discussed and used to frame an action plan for development of this program.