Click here to have a similar A+ quality paper

Order Now

Business Development

Business development
In my organization learning processes are approached as an integral part of the development process in the organization and all members of the organization are encouraged to advance their education levels by enrolling for part time classes provided that it does not affect the working process. In the organization, learning new methods and techniques that make-work easier and produce better results is highly appreciated as a way of motivating staff to be innovative. Modern technology has made it possible for people to enroll for online classes and to be able to attend work at the same time. This has been widely accepted in the organization.
Technological advancement has also introduced new ways of carrying out activities and organizations that fail to embrace this idea are unable to beat competition in the industry. Therefore I can say that the learning approach in our organization is aimed at acquisition of modern techniques of performing duties and acquisition of new ideas to make one innovative and more effective. In the field of human development and more specific the organizational and management practices, the idea of staff training is crucial for organizational growth and development. For better understanding of what learning is, a distinction has to be made whether learning is a practice or a product Those that approach it as a process view learning as understanding theories on how we gain knowledge and skills. On the other hand, the view of learning as a product takes us into a perception that learning is a change in behavior or state of the mind. 
Organizational learning has been part and parcel of management literature for a very long period of time but two developments have been greatly significant in the advancement of this practice .First, Scholars from various disciplines have shown interest to carry out extensive studies and research about organizational learning which has resulted to a lot of documented information for employees and organization’s leaders. The other development is the commercialization of organizational learning by many companies and consulting organizations to enhance quality and standards in the field.
The organizational learning approaches are corrective and rational involving a series of analysis and re-alignments of the organization. For instance indicate that organizational change should involve having a direction of the processes, structure and infrastructure of the organization. For a directional change, the vision of the organization must be established and repeatedly corrected as blocking factors are addressed. One of the ways of realizing these organizational changes is through internal organizational development, either bottom-up or top-down development. These developments are only achieved when leaning as a process is embraced at all levels. 
In other areas, leaning approaches in organizations are seen as being technical or social processes   The technical theorists believe that organizational learning involves effective interpretation, processing and response to ideas both outside and inside the organization. The ideas may be qualitative and quantitative but are generally unambiguous in the public realm. On the other hand, the social subscribers of organizational learning approaches have their focus on the manner in which employees judge their work experiences. The experiences may be ordinary in formation such as financial statements or from tacit experiences such as skilled strategist or a skilled craftsman. From this perspective, organizational learning is a seen to be an interactional process among workers normally in a working environment. In the context of explicit ideas, organizational learning is perceived to be a continuous process of making judgment of information.
According to  the view of organizational learning indicates that organizational leaning occurs through experience as a genuine part of nearly all approaches. She also mentions that one of the most common myths about organizational learning is the manner in which learning may be considered organizational. Others consider that it is individuals in an organization who learn and not the organization meaning that it is a process that takes place in the mind of members in an organization. This approach considers individual efforts to develop new ideas which will culminate to organizational development.  
Traditionally, development of education, desirable skills and competencies has been regarded to be cognitive and residing or being possessed by individuals as cultural, social and technological factors being relegated to the level of external factors that cause stimulation (Wenger 1998). This approach relates to a certain view of selfhood.  However, examining human behavior gives a contradicting understanding of cognitive processes where people seem to act in partnership or conjunction with others with the help of implements or tools provided culturally. What happens outside individuals is not only stimulating but makes the vehicle of thinking and this becomes genuine parts of learning that arises from cognitive partnership.
In short it is not just an individual who learn but the whole system. This clearly shows how organization learning occurs. Hence, understanding of organizational learning should not be concerned with individual entities but with an active organizing process with roots at the cognitive level where individuals in an organization try to gain knowledge about their organization and understand themselves in the framework of the organization. 
According to Argrys and  organizational learning is the outcome of organization inquiry that occurs when the actual outcome is different from the expected outcome. In the process of inquiry, individuals interact with each other and learning occurs in organization. In short, organizational learning is a direct product of interactions in an organizational. They also emphasize that this interaction usually goes far beyond the set rules and regulations in an organization. This understanding of organizational learning is based on two theories of operation .The espoused theory refers to the formal elements in an organization that define employee’s interaction when carrying out duties. This is in form of specific and narrow instructions that confine employees to a specific path.  A good example of espoused theory case is when the computer fails to work, try rebooting and if it fails again, contact the system administrator. 
On the other hand, the theory in-use is in reference to the exact manner in which people do their work in an organization. Employees rarely follow laid down rules and procedures at work and they will rely on brainstorming and interaction with co-workers to solve a problem. Through this interaction and brainstorming, learning takes place. A good example to illustrate this theory is they way someone may try to solve a problem with the computer by asking a friend, by troubleshooting solutions or by researching online. Since the two theories mismatch, there will be a problem if an organization attempts to fully implement the espoused theory. To be able to foster learning in organizations, employees are encouraged to be using the theory in use in order to interact with other employees and learn new ideas.
highlight three levels in which organizational learning occurs in an organization. The first level is single loop learning which has its emphasis on detecting and correcting errors in a set of variables for expansionary change in an organization. For instance when an organization’s sales drop, marketing managers inquire into the reason for that and work on a strategy to improve performance. The second level, double loop is about interrogating the variables themselves and making changes to the whole system and departments. The deutro-learning learning level is about improving the existing system comprising of behavioral and structural elements that influence the learning process. Essentially deutro-learning is about learning how the organization learns. Therefore effective organizational learning must include all the three levels for continually increasing the performance of an organization at all times. Therefore, a good environment in organizations is essential for organizational inquiry to occur.
further expands on the dynamics of organizational learning approaches. His view of an organization is that an organization is target oriented, dependent and historical and routine based. While lessons from the past are stored in an organization’s memory, the event itself is usually lost. They observe that past lessons are recorded routinely in a manner that brings learning but not the history available to organizations and their employees. The mistake many organizations commit is to focus on the event rather than the interpretation which is costly time-wise and financially. The observation here is that organizational learning is transmitted through imitation, education and many other ways and can change with time as a result of historical interpretations.
In summary, just like individuals, organizations learn with most of the significant principles remaining the same. However, organizations’ learning process has distinctive features with regard to what is learned, how the learning is and the change needed for improvement. These come from the fact that an organization by definition is a larger unit with individuals carrying out different roles of different value and perspectives. These individuals pass information to one another in informal settings resulting to acquisition of new ideas. Therefore, organizational learning is more informal, involve less teaching and relatively unregulated. 
Development of people skills                                                                                                      People skills in an organization play an important role in the realization of goals and management objectives. Leadership needs people with good people skills and the spirit of team work is also enhanced well when employees are having people skills. These skills are naturally nurtured through interactional at an early age in someone’s life. However, poor socialization may lead to someone developing poor people skills.
In developing an action plan to help people develop people skills, the biggest challenge is from the attitude of people.  Positive attitude towards others will easily enable one to develop people skills and be able to interact at work freely. Negative attitude arises from the point where one feels that his ideas are either superior or inferior from other people’s opinions. In this case it becomes difficult for an individual to communicate freely when in groups. It also affects one’s communication skills that are vital in socializing with people. Organizations are made of people and if there are no people skills then achievement of objectives becomes an uphill task.
The other challenge faced when developing an action plan to develop pole skills is cultural diversity among members of an organization. Organizations recruit people from a wide range of people from different backgrounds thereby bringing together different experiences. This has in effect affected the culture of commonality in thinking and interaction.  In effect, it influences the interaction habits among employees. In modern life, many situations call for skills in collaboration and understanding and these skills differ from information sharing and advocacy skills. Part of the problem in developing people skills is because people find it difficult to switch to particular skills at an appropriate time when people hold meetings; 
CLICK HERE FOR HELP ON THIS PAPER…………………….

Business Development


Business development
In my organization learning processes are approached as an integral part of the development process in the organization and all members of the organization are encouraged to advance their education levels by enrolling for part time classes provided that it does not affect the working process. In the organization, learning new methods and techniques that make-work easier and produce better results is highly appreciated as a way of motivating staff to be innovative. Modern technology has made it possible for people to enroll for online classes and to be able to attend work at the same time. This has been widely accepted in the organization.
Technological advancement has also introduced new ways of carrying out activities and organizations that fail to embrace this idea are unable to beat competition in the industry. Therefore I can say that the learning approach in our organization is aimed at acquisition of modern techniques of performing duties and acquisition of new ideas to make one innovative and more effective. In the field of human development and more specific the organizational and management practices, the idea of staff training is crucial for organizational growth and development. For better understanding of what learning is, a distinction has to be made whether learning is a practice or a product Those that approach it as a process view learning as understanding theories on how we gain knowledge and skills. On the other hand, the view of learning as a product takes us into a perception that learning is a change in behavior or state of the mind. 
Organizational learning has been part and parcel of management literature for a very long period of time but two developments have been greatly significant in the advancement of this practice .First, Scholars from various disciplines have shown interest to carry out extensive studies and research about organizational learning which has resulted to a lot of documented information for employees and organization’s leaders. The other development is the commercialization of organizational learning by many companies and consulting organizations to enhance quality and standards in the field.
The organizational learning approaches are corrective and rational involving a series of analysis and re-alignments of the organization. For instance indicate that organizational change should involve having a direction of the processes, structure and infrastructure of the organization. For a directional change, the vision of the organization must be established and repeatedly corrected as blocking factors are addressed. One of the ways of realizing these organizational changes is through internal organizational development, either bottom-up or top-down development. These developments are only achieved when leaning as a process is embraced at all levels. 
In other areas, leaning approaches in organizations are seen as being technical or social processes   The technical theorists believe that organizational learning involves effective interpretation, processing and response to ideas both outside and inside the organization. The ideas may be qualitative and quantitative but are generally unambiguous in the public realm. On the other hand, the social subscribers of organizational learning approaches have their focus on the manner in which employees judge their work experiences. The experiences may be ordinary in formation such as financial statements or from tacit experiences such as skilled strategist or a skilled craftsman. From this perspective, organizational learning is a seen to be an interactional process among workers normally in a working environment. In the context of explicit ideas, organizational learning is perceived to be a continuous process of making judgment of information.
According to  the view of organizational learning indicates that organizational leaning occurs through experience as a genuine part of nearly all approaches. She also mentions that one of the most common myths about organizational learning is the manner in which learning may be considered organizational. Others consider that it is individuals in an organization who learn and not the organization meaning that it is a process that takes place in the mind of members in an organization. This approach considers individual efforts to develop new ideas which will culminate to organizational development.  
Traditionally, development of education, desirable skills and competencies has been regarded to be cognitive and residing or being possessed by individuals as cultural, social and technological factors being relegated to the level of external factors that cause stimulation (Wenger 1998). This approach relates to a certain view of selfhood.  However, examining human behavior gives a contradicting understanding of cognitive processes where people seem to act in partnership or conjunction with others with the help of implements or tools provided culturally. What happens outside individuals is not only stimulating but makes the vehicle of thinking and this becomes genuine parts of learning that arises from cognitive partnership.
In short it is not just an individual who learn but the whole system. This clearly shows how organization learning occurs. Hence, understanding of organizational learning should not be concerned with individual entities but with an active organizing process with roots at the cognitive level where individuals in an organization try to gain knowledge about their organization and understand themselves in the framework of the organization. 
According to Argrys and  organizational learning is the outcome of organization inquiry that occurs when the actual outcome is different from the expected outcome. In the process of inquiry, individuals interact with each other and learning occurs in organization. In short, organizational learning is a direct product of interactions in an organizational. They also emphasize that this interaction usually goes far beyond the set rules and regulations in an organization. This understanding of organizational learning is based on two theories of operation .The espoused theory refers to the formal elements in an organization that define employee’s interaction when carrying out duties. This is in form of specific and narrow instructions that confine employees to a specific path.  A good example of espoused theory case is when the computer fails to work, try rebooting and if it fails again, contact the system administrator. 
On the other hand, the theory in-use is in reference to the exact manner in which people do their work in an organization. Employees rarely follow laid down rules and procedures at work and they will rely on brainstorming and interaction with co-workers to solve a problem. Through this interaction and brainstorming, learning takes place. A good example to illustrate this theory is they way someone may try to solve a problem with the computer by asking a friend, by troubleshooting solutions or by researching online. Since the two theories mismatch, there will be a problem if an organization attempts to fully implement the espoused theory. To be able to foster learning in organizations, employees are encouraged to be using the theory in use in order to interact with other employees and learn new ideas.
highlight three levels in which organizational learning occurs in an organization. The first level is single loop learning which has its emphasis on detecting and correcting errors in a set of variables for expansionary change in an organization. For instance when an organization’s sales drop, marketing managers inquire into the reason for that and work on a strategy to improve performance. The second level, double loop is about interrogating the variables themselves and making changes to the whole system and departments. The deutro-learning learning level is about improving the existing system comprising of behavioral and structural elements that influence the learning process. Essentially deutro-learning is about learning how the organization learns. Therefore effective organizational learning must include all the three levels for continually increasing the performance of an organization at all times. Therefore, a good environment in organizations is essential for organizational inquiry to occur.
further expands on the dynamics of organizational learning approaches. His view of an organization is that an organization is target oriented, dependent and historical and routine based. While lessons from the past are stored in an organization’s memory, the event itself is usually lost. They observe that past lessons are recorded routinely in a manner that brings learning but not the history available to organizations and their employees. The mistake many organizations commit is to focus on the event rather than the interpretation which is costly time-wise and financially. The observation here is that organizational learning is transmitted through imitation, education and many other ways and can change with time as a result of historical interpretations.
In summary, just like individuals, organizations learn with most of the significant principles remaining the same. However, organizations’ learning process has distinctive features with regard to what is learned, how the learning is and the change needed for improvement. These come from the fact that an organization by definition is a larger unit with individuals carrying out different roles of different value and perspectives. These individuals pass information to one another in informal settings resulting to acquisition of new ideas. Therefore, organizational learning is more informal, involve less teaching and relatively unregulated. 
Development of people skills                                                                                                      People skills in an organization play an important role in the realization of goals and management objectives. Leadership needs people with good people skills and the spirit of team work is also enhanced well when employees are having people skills. These skills are naturally nurtured through interactional at an early age in someone’s life. However, poor socialization may lead to someone developing poor people skills.
In developing an action plan to help people develop people skills, the biggest challenge is from the attitude of people.  Positive attitude towards others will easily enable one to develop people skills and be able to interact at work freely. Negative attitude arises from the point where one feels that his ideas are either superior or inferior from other people’s opinions. In this case it becomes difficult for an individual to communicate freely when in groups. It also affects one’s communication skills that are vital in socializing with people. Organizations are made of people and if there are no people skills then achievement of objectives becomes an uphill task.

The other challenge faced when developing an action plan to develop pole skills is cultural diversity among members of an organization. Organizations recruit people from a wide range of people from different backgrounds thereby bringing together different experiences. This has in effect affected the culture of commonality in thinking and interaction.  In effect, it influences the interaction habits among employees. In modern life, many situations call for skills in collaboration and understanding and these skills differ from information sharing and advocacy skills. Part of the problem in developing people skills is because people find it difficult to switch to particular skills at an appropriate time when people hold meetings; 
CLICK HERE FOR HELP ON THIS PAPER…………………….

Click here to have a similar A+ quality paper

Order Now