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تحقیق آماده درباره سازمان یادگیری در قالب فرمت فایل ورد

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Today, for you dear users of the Faile Saharamaz website, we have prepared a research about the learning organization, we hope it will be to your satisfaction.

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لینک کوتاه : https://en.magicfile.ir/?p=2934
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  • عنوان: سازمان یادگیری
  • زبان : فارسی
  • قابلیت ویرایش : دارد
  • فرمت فایل : docx word (قابل ویرایش)
  • تعداد صفحه : 64
  • چاپ : بدون مشکل در پرینت گرفتن

بخشی کوتاه از متن این مقاله در آورده شده است :

The learning organization is used as an important tool in the learning process, improving the quality of education and increasing the ability of employees and students. This article examines the principles of learning organization and its role in improving learning.

The learning organization operates as an independent organization focused on improving learning and developing the skills of employees and students. A learning organization consists of people, processes, technologies, and infrastructure that work to improve the performance of employees and students.

In the learning organization, attention should be paid to the management of resources and their optimal use. It includes human, financial, physical and technological management. Human management includes the management of faculty members, staff and students. By establishing good relationships with these people, the best use of human resources can be achieved.

مدیریت مالی شامل برنامه‌ریزی و استفاده بهینه از منابع مالی است. در این بخش، باید به تعیین بودجه مناسب برای آموزش و پرداخت هزینه‌های مختلف مرتبط با آموزش پرداخت شود.

Physical management includes the management of educational spaces and the provision of equipment and facilities related to education. For the best use of physical resources, optimal and suitable training spaces should be selected and the equipment needed for training should be provided.

Technology management includes the use of technology in education. By using technology, education can be made more attractive and of higher quality. But for the optimal use of technology, attention should be paid to the needs of students and course content.

Also, to improve learning in the learning organization, attention should be paid to determining training needs and formulating appropriate training programs. To determine training needs, various methods such as interviews, performance evaluations and questionnaires can be used.

In general, learning organization is very important as an important tool in the process of learning and developing the skills of employees and students. According to the needs of the society and the needs of the students, a proper learning organization should be formulated and the best results should be achieved by managing resources and using them optimally.

مهارتهای‌ جدید
Leaders in learning organizations need new skills to take on new roles. The two main points emphasized by Peter Sanj about these skills are the commitment of people throughout their lives in using and developing them, as well as the use of these skills among all organizational people. In the article: "The Leader's New Work: Building Learning Organizations", Sanj introduces three new skills: building a shared perspective, displaying and working with mental models, and engaging in the systemic thinking process. Then, at a short distance, he adds two other skills, personal mastery and team learning, in the book "The Fifth Style: The Art and Skill of the Learner's Organization" to this collection. Of course, Sanj (1377) in his latest book introduces the above five skills under the title of style or rule (60).
ساختن‌ دورنمای‌ مشترک‌
برای‌ ساختن‌ دورنمای‌ مشترک‌ کلیه‌ افراد سازمان‌ باید پنج‌ مهارت‌ زیر را فرا گیرند:
A- Encouraging and promoting (61) individual perspective: the common perspective is formed from the individual perspectives in the minds of the people of the organization. The reason for this is not that people attach importance to their own interests and opinions, in fact, the values ​​accepted by people often include dimensions that are related to the family, organization, society and even the world. In fact, the main point here is that the capacity of people to pay attention to things is completely individual.
B- Communicating and asking for support: Instead of introducing and being the official messengers of the organization's perspective, leaders should constantly be willing to share their personal perspective with other organizational people and ask for their points of view in relation to this perspective.
C- Adopting a perspective as a continuous process: at any time, a particular image of the future is dominant, but this image will change its nature. The process of building a shared vision is a never-ending process.
D- Blending endogenous and exogenous perspectives: Many energizing perspectives are exogenous, meaning that the focus of the perspectives is on achieving something outside the organization, such as dominating a competitor. But a goal that is limited to defeating a competitor will become a defensive situation after achieving the prospect. On the other hand, endogenous goals such as: inventing a new type of product or creating new standards to satisfy the customer lead to the improvement of the level of creativity and innovation. They are in the organization.
E'- Differentiating between positive and negative perspectives: many social movements are formed around the denial of what people don't want: for example, anti-drug, anti-tobacco or anti-nuclear weapons movements. Quite similarly, in many organizations, unity and empathy emerge only when the survival of the organization is threatened by an external factor. The negative perspective carries with it an implicit message that people only unite when there is a sufficiently serious threat. In addition, the negative outlook has a short life span. In contrast to the negative perspective, which is rooted in fear, the positive perspective is rooted in a strong desire to build a better future.
نمایان‌ ساختن‌ و آزمون‌ مدلهای‌ ذهنی‌
Many of the best ideas that contain attitudes and factors of innovation in the organization, due to the inherent conflict with the dominant mental models, never find the opportunity and field of serious planning. Leaders of learning organizations must learn the skill of exposing and challenging mental models without evoking defensive procedures. In this direction, Senj (1990) has four basic recommendations:
A- Paying attention to abstract leaps: Our minds operate at almost the speed of light. But the irony is that this often slows down our learning because we often jump so quickly to generalizations that we never think about the test. We do not make these generalizations. A fundamental mistake occurs when we confuse these mental generalizations with the data that underlies them. When the head of the company's sales department blithely declares that "customers don't really care about quality, they care about price," what has really happened is that the three major customers in a row have made the offer of major price reductions a condition for placing an order. They have stated themselves. Unfortunately, by projecting his assumption that customers are concerned about prices, the head of the sales department makes every effort to provide the discounts he wants to the customers, without considering that these customers may not buy from the company in the future due to inappropriate service or low quality. .
B- Creating a balance between questioning (62) and favoritism (63): Most managers have a special skill in combining and embellishing their opinions and presenting them to their subordinates along with great insistence for these thoughts to be accepted. While this skill is valuable in its own right, it may have detrimental anti-productivity effects when managers are faced with more complex issues that require everyone to learn. Sanj (1990) while clarifying the importance of both questioning and biasing skills, provides three important recommendations for the effective use of each of these skills.
به‌ نظر او مدیران‌ به‌ هنگام‌ استفاده‌ از مهارت‌ جانبداری‌ باید قادر باشند:
- استدلالها و داده‌هایی را‌ که‌ آنان‌ را به‌ نظر خاصی‌ رسانده‌ است‌، تشریح‌ کنند؛
- دیگران‌ را برای‌ آزمون‌ این‌ نظرها‌ مورد تاکید تشویق‌ کنند؛
- دیگران‌ را به‌ ارائه‌ نظرهای متفاوت‌ تشویق‌ کنند.
همچنین‌ برای‌ استفاده‌ از مهارت‌ پرسشگری‌ - به‌ معنی‌ جویا شدن‌ ازنظر‌ افراد - مدیران‌ باید بتوانند:
- به‌ جای‌ اینکه‌ تنها نظر خود را تکرار کنند و در تلاش‌ تفهیم‌ تفاوت‌ دیدگاههایشان‌ به‌ دیگران‌ باشند، بطور فعال‌ در جهت‌ فهم‌ دیدگا‌ههای ‌دیگران‌ تلاش‌ کنند؛
- نگرش‌ خود را نسبت‌ به‌ افراد و دیدگاههایشان‌ به‌ روشنی‌ بیان‌ کنند؛
- در صورت‌ به‌ بن‌بست‌ رسیدن‌ فرایند پرسشگری‌، به‌ دلیل‌ عدم‌ برخورد مناسب‌ سایرین‌، نظر افراد را در مورد اشکالات‌ منطقی‌ یا داده‌های‌ مورداستفاده‌ جویا شوند.
C- Differentiating between claimed theory (64) and used theory (65): Most people want to think that they have certain views on issues, but their actions often indicate deeper views. Attention to the gap between the theories claimed and the theories in use is crucial for deeper learning, which will of course be possible to a large extent through interaction with others.
D- Identifying and neutralizing defensive procedures (66): The term "defensive procedures" means people's established habits to protect themselves from blaming others while presenting their views. Peter Sange adapted from Chris Argeris. Defensive procedures from the early years of people's social life. And it is formed due to the pressures that the people around him put on him in front of giving unusual but correct answers on behalf of the person. Unfortunately, when people enter the organization, such pressures intensify and as a result, a stronger shell of defensive procedures is included, so that day by day it becomes more difficult to access the mental models of people to show them and organizational learning is weakened more and more. Leaders of learning organizations must first identify and neutralize the defensive practices they are using. One of the best tools for this is the use of the self-opening mechanism (67).

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