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.

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 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.

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 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.

PROFIL LEARNING ORGANIZATION PADA MAHASISWA DI UNIVERSITAS KUNINGAN

2015 ◽  
Vol 10 (19) ◽  
Author(s):  
Rani Tania Pratiwi
Keyword(s):  
Mental Models ◽  
Learning Organization ◽  
Indicator System ◽  
System Thinking ◽  
Purposive Sampling ◽  
Personal Mastery

Masalah pada penelitian ini adalah bahwa mahasiswa kurang memahami konsep berorganisasi itu sendiri. Konsep organisasi yang harus mereka pahami adalah konsep organisasi pembelajaran. Sehingga, dalam menjalankan roda organisasi mereka seperti ”bingung”. Metode penelitian yang digunakan adalah penelitian survey dengan jenis penelitian deskriptif. Populasi dalam penelitian ini adalah seluruh mahasiswa Universitas Kuningan. Teknik sampling yang digunakan dalam penelitian ini adalah Purposive Sampling. Teknik pengumpulan data menggunakan kuesioner,Hasil penelitian, maka dapat diketahui mengenai gambaran learning organization pada mahasiswa di Universitas Kuningan. Skor rata-rata diperoleh sebesar 4.1624, hal ini menunjukkan gambaran learning organization pada mahasiswa di Universitas Kuningan sudah baik. Berdasarkan hasil pengolahan angket dapat diketahui bahwa nilai rata-rata terendah terdapat pada indicator system thinking dengan nilai sebesar 4.0423 dan nilai rata-rata tertinggi terdapat pada indicator mental models dengan nilai sebesar 4.4036.Berdasarkan hasil penelitian melalui penyebaran kuesioner, dapat kita ketahui bersama bahwa rata-rata nilai angket terendah diperoleh pada indicator personal mastery pada item No. 09. Maka, dalam hal ini perlu sekali meningkatkan kesadaran anggota organisasi dalam mengutamakan kepentingan organisasi dibandingkan kepentingan pribadi. Selain itu, untuk pengembangan penelitian selanjutnya dapat ditekankan pada upaya peningkatan kemampuan system thinking. Selain itu, dapat juga dilihat pengaruhnya terhadap kompetensi, komitmen, kinerja, maupun variabel lainnya yang terkait.

scholarly journals The Adoption Rate of Isfahan University of Medical Sciences with Components of the Learning Organization from the Perspective of Senior and Middle University Managers

2019 ◽  
Author(s):  
Monireh Sadeqi Jabali ◽  
Hamidreza Tadayon ◽  
Sharifeh Monemian
Keyword(s):  
Correlation Coefficient ◽  
Learning Organization ◽  
Team Learning ◽  
Middle Managers ◽  
Pearson Correlation ◽  
Compliance Rate ◽  
Shared Vision ◽  
Medical Sciences ◽  
Wide Range ◽  
The Individual

Background: Universities of Medical Sciences are required to take steps to implement dimensions of the learning organization due to their wide-range of activities and their role in maintaining and improving the community health. This study was conducted to determine the compliance of Isfahan University of Medical Sciences with the components of learning organization.  Methods: This descriptive-analytic study was conducted among all senior and middle managers of Isfahan University of Medical Sciences at the Central headquarters, colleges, and hospitals. For data collection, the standard Neife Learning Organization Questionnaire (2001) was applied .Validity of the questionnaire was evaluated in terms of content validity based on the experts' opinion and the questionnaire's reliability was confirmed by calculating the Cronbach's alpha coefficient of 0.89. Data were analyzed using descriptive and analytical statistics such as Pearson correlation coefficient, t-test, and Spearman correlation coefficient through SPSS 20. Results: The compliance rate of Isfahan University of Medical Sciences with components of the learning organization was 72.60 from the viewpoint of the senior and middle managers of this university in total. The highest mean score was attributed to the individual skills (77.60) and the lowest mean scores were related to the components of mental models (67.03), team learning (70.70), and shared vision (72.20), respectively. Independent t-tests showed that the total mean score of adoption with the learning organization and scores of the shared vision, team learning, and systematic thinking components were significantly higher in male than female managers (p < 0.05). Conclusion: The Isfahan University of Medical Sciences' compliance with characteristics of the learning organization is at a desirable level. Managers and authorities can achieve the highest level of learning organization by improving all components of the learning organization, especially the mental model, team learning, and shared vision.

A spiritual perspective on Senge’s five disciplines: harmony and Alibaba

2020 ◽  
Vol 27 (6) ◽  
pp. 521-533
Author(s):  
Carry Mak ◽  
Robin Stanley Snell ◽  
Jacky Hong
Keyword(s):  
Learning Organization ◽  
Design Methodology ◽  
Shared Vision ◽  
Content Type ◽  
Personal Mastery ◽  
Five Disciplines ◽  
Senge's Five Disciplines ◽  
Practical Implications

Purpose The purpose of this paper is to investigate Peter Senge’s ideas from the perspective of the spiritual ideal of harmony/He (和). Design/methodology/approach Following a literature review of the conceptualization of Senge’s fifth discipline and harmony, an appreciative case study of Alibaba is adopted to demonstrate the role of harmony in guiding the transformative application of the five disciplines of the learning organization. Findings In developing as a learning organization, Alibaba is portrayed as having embraced three levels of harmony: person-within-oneself, person-to-others and person-to-nature harmony. The authors identify three equivalencies between Senge’s disciplines and the traditional Chinese ideal of harmony. First, personal mastery and metal models correspond to developing person-within-oneself harmony. Second, team learning and shared vision entail developing person-to-others harmony. Third, systems thinking aligns with person-to-nature harmony. Practical implications The case study demonstrates various approaches that can be used to foster the development of person-within-oneself, person-to-others and person-to-nature harmony within an aspiring learning organization. Originality/value This paper shows how core values of Confucianism, Taoism and Buddhism, distilled into the Chinese ideal of harmony, can encourage the cultivation of learning organizations.

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.

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