To read the full version of this content please select one of the options below:

A measure of the learning organization

Rosemary Hill (Rosemary Hill is a freelance HR development consultant based in South Wirral, UK. She is undertaking PhD research with the Nottingham Business School)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 1 February 1996

Abstract

Suggests that there are many dilemmas facing the aspiring learning organization and true commitment to its principles is a way of integrating the false dichotomy of “concern for the task” versus “concern for the people”. Each organization’s journey in learning endeavour will be different. How to understand, release and apply the powerful pragmatism of the learning organization is the key to success. Begins by exploring some key concepts based on action research and studies into the learning organization. Describes a model of learning culture, an associated learning culture survey and how this translates into a flexible programme of organizational development. Concludes by considering how this methodology may be posited as a useful investigation, analysis and measurement tool within an overall framework of organizational development.

Keywords

Citation

Hill, R. (1996), "A measure of the learning organization", Industrial and Commercial Training, Vol. 28 No. 1, pp. 19-25. https://doi.org/10.1108/00197859610105440

Publisher

:

MCB UP Ltd

Copyright © 1996, MCB UP Limited