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SIMILARITY AND DEFFERENCE THE BOOKS OF SENGE AND MARQUARDT

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SENGE

MARQUARDT

  • The purpose of the Fifth Discipline is to describe how to manage the success and development of a company and how to create an organization which excels.
Why are learning organizations so important (purpose):

  • Reorganization, restructuring, and reengineering for success, not just survival
  • Increased skills shortages caused by schools that have not adequately prepared people for work in the 21st century
  • Doubling of knowledge every 2 to 3 years
  • Global competition from the world’s most powerful companies
  • Overwhelming breakthroughs in new and advanced technologies
  • Spiraling need for organizations to adapt to change
  • Senge proposes a framework of five disciplines:
  1. Systems Thinking,
  2. Mental Models,
  3. Team Learning,
  4. Personal Mastery and
  5. Shared Vision.
  • the five disciplines develop as an ensemble, but he also admits that it is challenging to integrate several things at the same time.
The core subsystem of the learning organization, of course, is learning at the individual, group, and organization levels including the skills of :

  1. Systems Thinking,
  2. Mental Models,
  3. Personal Mastery,
  4. Self-Directed Learning And
  5. Dialogue.

 

  • Senge makes the distinction between a genuine shared vision and the familiar “vision statement”.
  • explains how a vision should be successfully implemented; through communication and invitation to confirm commitment to the vision or through criticism.
  • He also states that the vision should come from all levels in the organization and not be applied “top down”.
what is the new learning in organizations

  • It is performance based and tied to business objectives.
  • It emphasizes the importance of learning processes, or learning how to learn.
  • The ability to define learning is as important as finding answers to specific questions.
  • Organization-wide opportunities exist to develop knowledge, skills, and attitudes.
  • Learning is part of everybody’s job.

 

  • The book is approaching the problem on many levels, such as strategy, operations management, psychology and philosophy.
  • The analysing approach is based on theoretical and practical science with a philosophical touch.
  • One of the book’s strengths is the sometimes spiritual and philosophical approach, which facilitates the creation of a sense for the five disciplines.
    • This book presents each subsystem and explores how all five interface with and complement one another.
    • This book is not talking about simply changing the external elements of the organization its products, activities, or structures; but, rather, about altering its intrinsic way of operating: its values, mind-set, and even its primary purpose.
  • We have to understand the correlation between actions and consequences, and that they can occur in different time spans.
emergence of learning organizationsIn the 1980s, Shell Oil began to consider organizational learning in relation to strategic planning. Shell spent 12 months experimenting

with work groups and researching the implications of the organizational learning concept.

During the 1990s, the number of firms committing themselves to becoming learning organizations increased dramatically. Companies such as General Electric, Johnsonville Foods, Quad Graphics, and Pacific Bell in the United States; Sheerness Steel, Nokia, Sun Alliance, and ABB in Europe; and Honda and Samsung in Asia were among the early pioneers.

Peter Senge’s The Fifth Discipline and feature articles on learning organizations in the Harvard Business Review, The Economist, BusinessWeek, Fortune, and Asiaweek have led many other companies to begin considering the process of transforming themselves into learning organizations.

 

  • The book also evokes the curiosity of discovering companies that have introduced the “learning organization”, as the biggest challenge is to implement all the ideas and change the way people think.
  • The explanations to the two disciplines Systems thinking and Shared vision the most interesting and probably also the most important disciplines to a company.
    • Chapter 1 assesses rising social, political, and economic forces as well as the new expectations of workers, customers, and even communities that have necessitated the emergence of learning organizations. The eight key forces causing this shift from institutions based on manufacturing (manual labor) to those based on mentofacturing (mental labor) are discussed.
    • Chapter 2 introduces the total Systems Learning Organization model with an overview and brief synopsis of the five subsystems: learning, organization, people, knowledge, and technology. The interactional and complementary nature of the subsystems is also discussed.
    • The dimensions, principles, practices, and ideals of the five subsystems are explored in chapters 3–7. Each chapter contains examples of best practices from learning organizations around the world.
    • At the end of each chapter, I list 10 top implementation strategies for building the subsystem under discussion.
    • Chapter 8 provides a general framework and guidelines, as well as 16 steps, for becoming a learning organization.
 

 

 

 

 

 

 

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