scholarly journals Implementation of The Senge's Fifth Discipline: Strategy to Anticipate Change *)

2021 ◽  
Vol 8 (05) ◽  
pp. 6460-6463
Author(s):  
M.M.T.S. Mildawani
Keyword(s):  
Mental Models ◽  
Systems Thinking ◽  
Team Learning ◽  
Shared Vision ◽  
Personal Mastery ◽  
Anticipate Change ◽  
Covering Systems

The vision of ABFII Perbanas was launched on 23 October 2007 and as a sign of themerger of two institutions, namely STIE and STIMIK Perbanas into one.The institute's vision to become a leading institute in Asia in the field of banking andinformatics emphasizes the emphasis on the mission of educating students based onintegrity and knowledge as well as developing intellectual capabilities based onresearch in related fields. Achieving the vision and mission of the institution will belinked to the application of The Fifth Discipline theory, a theory developed by PeterSenge and friends, covering systems thinking, personal mastery, mental models,shared vision, and team learning. This paper will elaborate on the application of thistheory and its possible application in ABFII Perbanas.

scholarly journals Organizational Learning and Performance of Hospitality Industry in Kenya: A Case Study of Sarova Whitesands Beach Resort and Spa

2019 ◽  
Vol 3 (II) ◽  
pp. 117-130
Author(s):  
Priscah Anyango Mak’Anyengo ◽  
James Maina
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Mental Models ◽  
Team Learning ◽  
Business Environment ◽  
Shared Vision ◽  
Personal Mastery ◽  
And Performance ◽  
Beach Resort ◽  
Learning And Performance

Organizational learning has been viewed by several researchers as a key concept essential for ensuring the survival and continuity of organizations in the ever-changing business environment. Research has revealed the various benefits towards enhanced performance that are accrued through the effective establishment of organizational learning. With this information as a basis, this study sought to determine the relationship between organizational learning and performance of Sarova Whitesands Resort. The general objective was to establish the organizational learning in Sarova Whitesands and its influence on performance. The specific objectives were to determine the influence of team learning, mental models, personal mastery and a shared vision on performance of Sarova Whitesands. The study was guided by organizational learning theory, human capital theory and resource based view theory. The study adopted a descriptive research design. The target population of the study was the staff of Sarova Whitesands Beach Resort and Spa. The study’s total number of respondents was 300 employees who were sampled using stratified proportionate sampling method to obtain a sample size of 171 respondents. Questionnaires were used as a data collection instrument and the data collected from the field was analysed using descriptive statistics and regression analysis. The study established that personal learning, mental models, shared vision and team learning had a positive and significant influence on organizational performance. The study concludes that personal mastery enables an employee to search for their life direction and purpose, identify their strengths and weaknesses and become responsible of their action. Mental models leads to advantages of scale in that which refers to an idea that as an organization performs more and more of the same type of work it will tend to acquire efficiencies over time and as an organization becomes more efficient at a task it often gains a competitive advantage as a result improved organizational performance. Shared vision acts as a unifying force, has a positive impact on organizational performance and provides the guidance employees need to make the right decisions and that team learning allows individual participants to work through the content at their own pace. The study recommends that the organization should help their employees to know how to deal with difficult and challenging situations, develop self-confidence and self-esteem, accept imperfection and build on one’s strength. The organization should offer different kinds of mental models to help their employees make sense of the real world and be able to understand and interpret the environment and themselves. The organization’s shared vision should offer a unified framework for the organization's success so as to encourage the top managers to collaborate and to resolve conflicts creatively arising from the organization and that the organization should establish a climate for learning in the team because taking time to establish the environment and the processes for learning is the prerequisite for rapid learning and effective team performance in the future.

scholarly journals Learning Organization Attributes and Performance of G4s Kenya Limited Mombasa County, Kenya

2019 ◽  
Vol 3 (III) ◽  
pp. 212-226
Author(s):  
Diana B. A Otieno ◽  
James Maina
Keyword(s):  
Organizational Performance ◽  
Mental Models ◽  
Systems Thinking ◽  
Learning Organization ◽  
Likert Scale ◽  
Individual Performance ◽  
Shared Vision ◽  
System Thinking ◽  
Personal Mastery ◽  
The Impact

Learning organization refers to an organization that encourages its individuals to learn and consistently change its form. Organizations give both formal and casual procedures and structures for securing, sharing and utilization of information and abilities. Learning organizations come about due to pressures that are faced in the modern time organizations and vest these organizations to retain their aggressiveness in the business world. The learning organization urges organizations to move to a more interconnected mindset. Organizations ought to wind up more like networks that workers and its members can feel a responsibility towards them. The site of the investigation was at G4S Kenya Limited in Mombasa County. The specific objective was to determine the consequences of learning organization on the execution of G4S Kenya limited. The study was then guided by the following objectives; to find out the impact of systems thinking on performance of an organization, to determine how personal mastery affects the performance of an organization, to examine the influences of mental models on performance of an organization as well as to research on the impact of shared vision on performance of an organization. The study was guided by Argyris and Schön’s Theory and Systems Theory. The investigation was carried out on 150 representatives from G4S Kenya Limited. An adjusted Likert scale questionnaire separated into three (3) sections was created. A pilot study was done to fine-tune the instrument. Information gathered was reviewed on a PC by use of Statistical Package for Social Science (SPSS Version 22) for Windows. The collected data was then examined using statistical methods of frequencies and percentages, with the aid of MS Excel. Charts, tables and bar graphs were then used to present the information. The summary of the main component of the study conclusion was based upon the research objectives. The researcher deduced that a system thinking provides continuous learning opportunities in the organization; embraces creative tension as a source of energy and renewal, link individual performance with organizational performance. This is because the majority of the respondents indicated that system thinking link individual performance with organizational performance. This component scored highly on the adjusted Likert scale; a clear indication of the importance of system thinking on the performance of G4S Kenya Limited. The investigation on the influences of learning organization on the performance of G4S Kenya limited was recommended for further study since it has brought to light the effect of systems thinking, personal mastery, and mental models and shared vision on organization performance.

scholarly journals Analysis of Quality of Knowledge Transformation Path to Learning Organization at Copper Carving Cluster in Central Java

2014 ◽  
Vol 6 (3) ◽  
pp. 128-134 ◽  
Author(s):  
Widiartanto Widiartanto
Keyword(s):  
Mental Models ◽  
Learning Organization ◽  
Team Learning ◽  
Shared Vision ◽  
Systemic Thinking ◽  
Knowledge Transformation ◽  
Transformation Path ◽  
Personal Mastery ◽  
Central Java

The purpose of this study was to determine the effect among variables of disciplinary learning organization (personal mastery, mental models, shared vision, thinking systemic, and team learning). The benefit of this research is to develop a model of knowledge transformation path quality as one of the strategies to manage environment change around Copper Craft Cluster. Samples of 90 workers were chosen by Slovin at 10% critical value of 716 populations as workers at the Copper Carving Cluster Tumang Boyolali, Central Java as a chosen research location. The technique sampling was proportional random sampling. The validity and reliability were tested. The data analysis method has been used descriptive analysis and inferential statistics (used path analysis). The benefit of this research was to develop a model of quality of knowledge transformation path as one of the strategies to manage environment’s change at the Copper Craft Cluster. The results showed that there were a positive and significant influences among variables as follow: personal mastery discipline on mental models discipline ; personal mastery discipline on shared vision discipline; personal mastery discipline on systemic thinking discipline; mental models discipline on shared vision discipline; mental models discipline on systemic thinking discipline; systemic thinking discipline on shared vision discipline; mental models discipline on team learning discipline; systemic thinking discipline on team learning discipline; and shared vision discipline on team learning discipline.

Senge’s Learning Organization: Development of the Learning Organization Model

2019 ◽  
pp. 34-50
Author(s):  
Hong T. M. Bui
Keyword(s):  
Conceptual Framework ◽  
Mental Models ◽  
Systems Thinking ◽  
Learning Organization ◽  
Shared Vision ◽  
Systematic Evaluation ◽  
Holistic Model ◽  
Organization Model ◽  
Personal Mastery ◽  
Five Disciplines

Despite a number of critics, Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization is one of the best-selling books on management of all time. This chapter revisits Senge’s learning organization by looking at how the idea has been conceptualized since its publication. Consequently, it aims to further develop a more holistic model of Senge’s learning organization philosophy that can enable systematic evaluation of the process of creating a learning organization. In detail, it attempts to develop all possible antecedents for the five disciplines of a learning organization, namely personal mastery, mental models, team learning, shared vision, and systems thinking mainly based on what has been developed in the literature so far. This conceptual framework is expected to assist both practitioners and researchers in building learning organizations.

scholarly journals Kepemimpinan Organisasi Pembelajaran Program Studi Bahasa Inggris di STKIP PGRI Ngawi

2016 ◽  
Vol 11 (1) ◽  
pp. 29
Author(s):  
Nuri Susilowati ◽  
Suyatmini Suyatmini
Keyword(s):  
Systems Thinking ◽  
Team Learning ◽  
Research Study ◽  
Shared Vision ◽  
System Thinking ◽  
Personal Mastery ◽  
Study Case ◽  
Shared Commitment

The research  has  five proposed: 1) to describe personal mastery of leadership in english departement at STKIP PGRI Ngawi, 2) to desribe mental methods of leadership in english departement at STKIP PGRI Ngawi, 3) to describe shared vision of leadership in english departement at STKIP PGRI Ngawi, 4) to describe system thinking of leadership in english departement at STKIP PGRI Ngawi. 5) to describe team learning of leadership in english departement at STKIP PGRI Ngawi. The skill is descripƟve qualitaƟve research; study case. The source of the data research from the chairman, lecture and students. The result of the research shows that are: 1) personal mastery: a) commitment; personal and a shared commitment, b) creativity, innovative and priorities; good creativity, innovative and priorities. 2) mental methods: a) criticism and suggestions; received and evaluated of the criticism and suggestions, b) Behavior;   discipline, responsible and friendly. 3) Shared vision: a) motivation and oppeness; good motivation and slightly open, b) Vision; shared vision. 4) systems thinking has not been so appears. 5) Tim learning: a) position; the position isn’t an obstacle to maintain good relations between the others, b) dialogue and discussion; to improve communication.

scholarly journals Digitalization in practice: the fifth discipline advantage

2019 ◽  
Vol 27 (1) ◽  
pp. 54-64 ◽  
Author(s):  
Siu Loon Hoe
Keyword(s):  
Systems Thinking ◽  
Learning Organization ◽  
Shared Vision ◽  
The Other ◽  
Digital Culture ◽  
Comparative Case Study ◽  
Digital Ecosystems ◽  
Content Type ◽  
Personal Mastery ◽  
Five Disciplines

Purpose The purpose of this paper is to provide advice to organizations on how to become successful in the digital age. The paper revisits Peter Senge’s (1990) notion of the learning organization and discusses the relevance of systems thinking and the other four disciplines, namely, personal mastery, mental models, shared vision and team learning in the context of the current digitalization megatrend. Design/methodology/approach This paper is based on content analysis of essays from international organizations, strategy experts and management scholars, and insights gained from the author’s consulting experience. A comparative case study from the health and social sector is also included. Findings With the current digitalization megatrend sweeping across the globe, the practice of systems thinking would certainly become more crucial for organizations seeking to develop new digital ecosystems. In addition, the application of the other four disciplines of the learning organization would also help to nurture a digital culture for organizations to stay ahead of the competition. Practical implications Organizations and digitalization practitioners could benefit from applying systems thinking to develop digital ecosystems, and the other four disciples to nurture a digital culture. Originality/value This paper contributes to the existing literature by offering a relook and justifications on the relevance of the five disciplines, in particular systems thinking, in the present times. It offers advice to organizations on how to become successful as part of the digital transformation journey.

Change Management in K-12 Education for Data-Driven Decisions

2018 ◽  
pp. 54-74
Author(s):  
Carol Cutler White ◽  
Janet Johnson
Keyword(s):  
Change Management ◽  
Mental Models ◽  
Data Use ◽  
Shared Vision ◽  
Data Driven ◽  
Personal Mastery ◽  
The People ◽  
Learning And Change ◽  
Data Driven Decisions ◽  
K 12

Recent research in the business sector situates data use within a change management paradigm to maximize the potential for impact. Education leaders recognize the need to develop educator habits of mind and to address the people, policies, practices, and patterns of educational reform; yet, many grapple with making data-driven decision making (DDDM) a reality. This chapter includes: (1) descriptions of school data use mental models within Senge's and Argyris' organizational learning and change management theories; (2) it describe how building a shared vision and developing personal mastery, systems thinking, and team learning can change mental models and assist in moving to a culture of DDDM; and (3) it includes an explanation of the Prosci change management model to implement and sustain DDDM change.

scholarly journals Literasi Learning Organization pada Pengurus Persaudaraan Muslimah (Salimah) Kota Bandar Lampung

2021 ◽  
Vol 1 (3) ◽  
pp. 115-124
Author(s):  
Ani Agus Puspawati ◽  
Vina Karmilasari ◽  
Susana Indriyati Caturiani ◽  
Rahayu Sulistiowati
Keyword(s):  
Focus Group ◽  
Focus Group Discussion ◽  
Learning Organization ◽  
Mental Model ◽  
Team Learning ◽  
Group Discussion ◽  
Shared Vision ◽  
Personal Mastery

Literasi learning organization pada pengurus Persaudaraan Muslimah (Salimah) Kota Bandar Lampung bertujuan untuk 1) Meningkatkan partisipasi/ keaktifan pengurus daerah dan anggota Salimah Kota Bandar Lampung. 2) Meningkatkan efektivitas program kerja sehingga dapat berjalan dengan baik. 3) Membentuk sinergitas program antara pengurus cabang dan pengurus daerah. Metode yang dilakukan terdiri dari tiga tahapan: 1) Analisis situasi dilakukan melalui penelusuran penelitian dan kajian tema yang berkaitan. 2) Intervensi Objek: dengan ceramah -tema ceramah: a) Mental model dan personal mastery; b) Shared vision, team learning; dan c) Komunikasi efektif-, focus group discussion, dan pendampingan. 3) Evaluasi dan Refleksi. Secara kuantitatif nilai rata-rata peserta sebelum dilaksanakan kegiatan adalah 70,19 dan mengalami kenaikan menjadi 80,31 setelah dilaksanakan kegiatan pelatihan. Kenaikan rata-rata sebesar 10,12 poin.

PELATIHAN PENULISAN SURAT MENYURAT ELEKTRONIK ERA 4.0 DIKALANGAN SISWA-SISWI SMKN 9 KOTA BANDAR LAMPUNG

2021 ◽  
Vol 1 (4) ◽  
pp. 149-156
Author(s):  
Supriyanto Supriyanto ◽  
Suripto Suripto ◽  
Putri Nirmala Sari
Keyword(s):  
Focus Group ◽  
Focus Group Discussion ◽  
Mental Model ◽  
Team Learning ◽  
Group Discussion ◽  
Shared Vision ◽  
Personal Mastery

Pelatihan Penulisan Surat Menyurat Elektronik Era 4.0 Dikalangan Siswa-Siswi SMKN 9 Kota Bandar Lampung bertujuan untuk memberikan keterampilan penulisan surat menyurat elektronik Siswa-Siswi di Jurusan Jaringan Komputer di SMK Negeri 9 Bandar Lampung. Metode yang dilakukan terdiri dari tiga tahapan: 1) Analisis situasi dilakukan melalui penelusuran penelitian dan kajian tema yang berkaitan. 2) Intervensi Objek: dengan ceramah -tema ceramah: a) Mental model dan personal mastery; b) Shared vision, team learning; dan c) Komunikasi efektif-, focus group discussion, dan pendampingan. 3) Evaluasi dan Refleksi. Secara kuantitatif nilai rata-rata peserta sebelum dilaksanakan kegiatan adalah 67,5 dan mengalami kenaikan menjadi 83,8 setelah dilaksanakan kegiatan pelatihan. Kenaikan rata-rata sebesar 16,3 poin.

The learning organisation and the innovative organisation

2004 ◽  
Vol 23 (2) ◽  
pp. 93-100
Author(s):  
Pak Tee Ng
Keyword(s):  
Mental Models ◽  
Systems Thinking ◽  
Learning Organisation ◽  
Personal Mastery ◽  
Five Disciplines

Nowadays, many organisations launch initiatives with lofty aims to develop themselves into “learning organisations” and “innovative organisations”. This article reviews the literature on the concepts of “learning organisation” and “innovative organisation” and argues that the innovative organisation can be developed from the foundation of the learning organisation. The five disciplines of learning organisation are fundamental to effective innovation. The spirit of innovation is an exercise in personal mastery. Thinking out of the box is an exercise in challenging mental models. To develop a truly innovative organisation, people should share the same vision for innovation. They should work closely and find synergy in teams because a team is more powerful than the sum of the individuals. Systems thinking allows the organisation to innovate in the areas where the highest payoff can be reaped and develop the platform to sustain innovation.

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