Organizational Learning

Paper Summary:

This paper discusses how organizational learning is becoming an increasingly important tool in helping organizations to adapt to our quickly changing economy and social environment. It does this through the review of four different articles by different theorists. These articles offer a variety of approaches from cognitive and psychological, to an understanding of employee motivation and job satisfaction. Taken together, they offer a solid guide for organizational learning in the new economy.
The articles are :
"Organizational Learning II : Theory, Method, and Practice" by Chris Argyris & Donald A Schon.
"Motivation through the design of work? Test of theory" by J.R Hackman and G.R Oldham.
"Review and Clinical Utility of: The Neurotic Organization" by Manfred F. R. Kets de Vries and Danny Miller.
"The Addictive Organization: Why We Overwork, Cover up, Pick up the Pieces, Please the Boss, and Perpetuate Sick Organizations" by Anne Wilson Schaef and Diane Fassel.

From the Paper:

"Hackman and Oldham's job characteristics model focuses on how enrichment and job satisfaction derive from attitudes and behaviors. The five core dimensions of skill variety, task identity, task significance, autonomy, and the degree of direct feedback are important criteria in defining any job. Hackman and Oldham argues that the five core job dimensions in turn influence the worker's psychological states. These three states are experienced meaningfulness of work, experienced responsibility for the outcome of work, and the knowledge of the results of the work outcomes."

More papers on Organizational Learning:

• Case Study # 94532 : "Organizational Learning"
• Cause and Effect Essay # 94157 : "Alyeska and Organizational Learning"
• Research Paper # 98434 : "Organizational Learning Orientation"

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