21036 Lecture Notes - Lecture 7: Organizational Learning, Knowledge Management, Job Design
Document Summary
Overview: week 7 (learning and performance: definitions, training, learning, development and the organisation, knowledge management and organisational learning, training: needs analysis, delivery, and evaluation, talent management and learning. Training: giving someone what they need to be able to perform job (immediate) Enhance work performance and current or special personal knowledge, skills and attitudes (romanowska, 1993). Qualitative and permanent change (marton and ramsden, 1988). Development: (looking at where the person may go in the future) Defined: a skill that someone is able to perform (cid:494)behaviours when undertaking job-relevant tasks effectively within an organisational context(cid:495) (cid:523)whiddet and (ollyforde, (cid:884)00(cid:885)(cid:524). Acquired competencies doesn(cid:495)t come naturally (have to learn it) Adapting competencies multi-tasking (adapting skills from previous skills) Performing competencies people are able to perform their competencies. From: time specific behavioural change (nadler, 1970) individual focus (hall, 1984) holistic approach, future looking in terms of both team/individual. If weaknesses are sitting here, training needs to be provided to line managers.
