雪的形成,qunmosewu,3d晚秋字谜
During the last decade, Yochanan had defined the completion of things and task using the learning technique of single loop. He also mentioned that continuous prediction and correction is required for identified mistakes in a single loop, but it might be a false approach, as it is based on the assumptions (Yochanan 1998). On the other side, to learn the better understanding, double loops are used because multiple questions can be raised in this process. The market position, its vision and culture with the awareness of the basic principles of the organization can be obtained and figured through using the triple loop learning. The third stage of leadership is very comprehensive and gives the chance with encouragement to adapt multiple strategies to answer the questions raised. It also gives strength to take risk. Modern organizations are bit different in this regard but old traditional organizations were under the fear not to take risks, because the first stage of learning known as single loop, scares to take risks. “One approach linking individual and organizational learning through leadership has been a focus on the role of directors. In addition to this view of teams as a powerful vehicle for reflection, dialogue and the sharing of learning, leadership seems to play a key role in reshaping and transforming” (Yochanan, 1998). 惠普的案例研究——The Case Study of Hewlett-Packard Where other organizations are providing leading services to businesses in the market, there HP is known as the worldwide leader of serving the services to customers, organizations, solutions to their problems and technologies to enhance the products. Using their own best practices, HP has developed after the complete learning of creating strategies for the enterprise solutions. Formulization of set of practices was developed by them. There was investment in IS/IT to enhance the performance of technology and services, further more to manage change in the industry. Company witnessed rapid changes in technology, emerging markets. According to Peter Gaarn, global program manager in executive development, “So much had changed so fast that managers were saying that they were unsure how to lead in the new environment “. To get to the main business issues, HP’s workforce development group carried out interviews with business managers across the organization. The results of interviews indicated that managers across the organization were frustrated due to the slow pace of decision making. Finding of interview also indicated loss of shared purpose and lack of alignment led to productivity deceleration and wasted opportunities. To overcome these issues and fill the gaps in knowledge HP leadership brought in dynamic learning programme. To effectively illustrate target skills and build participative environment, Program designer selected the live formats. This Program was run by HP facilitators with collaboration of external professionals. Very important part of designed program was accountability for action. The thinking behind the program was that development should not be ended on last day of program but participants would apply Dynamic Leadership to their objective. Copies of the objectives are sent to each participant’s manger to aid its accountability, encourager support and foster alignment. This case study establishes that the behaviour and commitment of the leadership is to provide best practice knowledge to their management and staff member so they can cope with the unprecedented changes in the market. We have learnt a lesson after the investigation of this research, if the management does not take timely action towards their staff learning, it will slow down the profile of the organization, whereas on the other side, if they do understand its importance in time, it will enhance the business and gloom the organization. 结论——Conclusion After conducting this literature review and research, it suggests that the transformational leadership should be adopted by the learning organization. With the acceptance of this lead, all the employees and leaders are enhanced and encouraged to transform their jobs, which would result the organization to be very productive and successful. But if leaders want to achieve organizational objectives in return, they should implement transactional leadership, as this approach integrates both the learning process and the strategy of the particular organization. When the organization demands more learning and rapid change, if the leaders do not implement this approach, they are putting the organization in a deadlock, as they do not value the environment of learning. It is very important for the leaders to get involved the senior staff’s experiences into the learning environment, they will lose out the business in a shockwave. “Corporations that help their executives and leadership teams examine their action logics can reap rich rewards” ( David Rooke and William R. Torbert). |