Journal of Organization and Human Behaviour

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Revisiting Learning Organisations: Case Study of a Leading Power CPSU of India


Affiliations
1 IIT Delhi and DEI Agra, India
     

   Subscribe/Renew Journal


In this paper an attempt has been made to study and present the tenets of Learning Organisations through a case study of a leading Power Central Public Sector Undertaking (CPSU) of the Government of India. A brief macro level description of the different types of generic organisation designs has been given as the backdrop, beginning broadly from the classical understanding of Taylor, Fayol and Weber's Classical Organisation designs. Another way in which this paper traces the movement is through understandings such as Mechanistic Organisations and Process-driven Organisations. As a natural progression, contemporary Knowledge-based Organisation Designs are discussed next in brief, before moving on to Organic Organisations and finally to Learning Organisations. Towards this end, this paper researches and maps out the exciting facets of the multidimensional Learning Organisations, laden with potential for further research. With this objective, after discussing briefly three international examples of Learning Organisations, results of a research study carried out in a leading Central Public Sector Undertaking of the Government of India,under the administrative control of the Ministry of Power are briefly enumerated as a case study to highlight learning organisations.

Keywords

Organisation, Classical Theories, Knowledge Management, Organic Organisations, Learning Organisations.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Brown, J. S., & Duguid, P. (2000). The Social Life of Information. Boston, MA: Harvard Business School Press.

  • CoserLewis A. Coser (Author) Visit Amazon's Lewis A. Coser Page

  • Find all the books, read about the author, and more. See search results for this author

  • Are you an author? Learn about Author Central, L. A. (1971). Masters of sociological thought: Ideas in historical and social context. New York: Harcourt Brace Jovanovich, Inc.

  • Garvin, D. (1993). Building learning Organizations. Harvard Business Review, 71(4), 78-91.

  • Garvin, E., & Gino (2008). Is yours a learning organization? Harvard Business Review, The Magazine. Retrieved from http://hbr.org/2008/03/is-yours-a-learning-organization/ar/5 Web

  • Government of India Website. http://indiaimage.nic.in/Government of India, Ministry of Power. (2002).National Training Policy for the Power Sector June 2002, Government of India, New Delhi

  • Hansen, M. T., & Nohria, N. (2004). How to build collaborative advantage. MIT Sloan Management Review, 46(1), 22-31.

  • Nisbet, R. (1972). American Journal of Sociology, 78(1). Varieties of Political expression in sociology, 234-236

  • Power Finance Corporation Limited Website http://www.pfcindia.com/

  • Power Finance Corporation Limited. (2005). Annual Report 2004-2005, Power Finance Corporation Limited, New Delhi

  • Ray, D. (2003). Managing human resources in reforming utilities: The role of training. Indian journal of Training & Development, 33, 61-78.

  • Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Random House.

  • Tsang, E. W. K. (1997). Organizational learning and the learning organization: A dichotomy between descriptive researches. Human Relations, 50, 73-89.

  • Watkins, K. E., & Marsick, V. J. (1992). Building the learning organization: A new role for human resource developers. Studies in Continuing Education, 14(2), 115-29.

  • Watkins, K. E., & Marsick, V. J. (1993). Sculpting the learning organization: Lessons in the art and science of systems change. San Francisco: Jossey-Bass.

  • Yang, B., Watkins, K. E., & Marsick, V. J. (2004). The construct of the learning organization: dimensions, measurement, and validation. Human Resource Development Quarterly, 15(1), 31-55


Abstract Views: 253

PDF Views: 2




  • Revisiting Learning Organisations: Case Study of a Leading Power CPSU of India

Abstract Views: 253  |  PDF Views: 2

Authors

Umang S. Bhatnagar
IIT Delhi and DEI Agra, India

Abstract


In this paper an attempt has been made to study and present the tenets of Learning Organisations through a case study of a leading Power Central Public Sector Undertaking (CPSU) of the Government of India. A brief macro level description of the different types of generic organisation designs has been given as the backdrop, beginning broadly from the classical understanding of Taylor, Fayol and Weber's Classical Organisation designs. Another way in which this paper traces the movement is through understandings such as Mechanistic Organisations and Process-driven Organisations. As a natural progression, contemporary Knowledge-based Organisation Designs are discussed next in brief, before moving on to Organic Organisations and finally to Learning Organisations. Towards this end, this paper researches and maps out the exciting facets of the multidimensional Learning Organisations, laden with potential for further research. With this objective, after discussing briefly three international examples of Learning Organisations, results of a research study carried out in a leading Central Public Sector Undertaking of the Government of India,under the administrative control of the Ministry of Power are briefly enumerated as a case study to highlight learning organisations.

Keywords


Organisation, Classical Theories, Knowledge Management, Organic Organisations, Learning Organisations.

References