The essay should demonstrate understanding and application of, and show independent research on central ideas, concepts, constructs and theories. • The construct of the 'learning organisation'. • Distinctive characteristics according to Garvin. • How individuals, groups and teams learn. • Organisational learning paradigms – single loop, double loop, adaptive and generative learning. • Cognitive perspectives • Cultural perspectives • Socio-cultural perspectives • Knowledge and technical aspects of organisational learning • Limitations of organisational design on organisational learning. • Mintzberg's theories 'Structure in Fives'. Identify and analyse typical organisational learning processes as evidenced at Hewlett Packard, and evaluate to what extent the organisation could claim to be a 'learning organisation' (Conduct this evaluation using the learning organisation 'criteria' as proposed by Garvin). Structure Introduction (300 - 350 words) 1. Summary of different criteria for learning organisations (300 - 350 words) 2. Review of literature in the area of organisational learning (300 words) 3. Discussion (400 - 450 words) 4. Conclusion (200 - 250 words) Assessment criteria 1. Demonstrated the use and understanding of concepts/issues relevant to topic 2. Clear incorporation of ideas and learnings. 3. Structure, grammar and effective communication of issues, findings and conclusions 4. Evidence of research and critical analysis of case studies; academically rigorous use of references and resources The assessment Research the literature on organisational learning/learning organisations and organisational design. In this assessment you need to understand the distinctions between organisational learning and learning organisations. Focus on: Organisational design, managerial attitudes and behaviours, knowledge management, HRM policies and practices ‐ and how these impact on organisational learning ‐ positively or negatively ‐ in the company of HP. The first place to look for information concerning your selected company will undoubtedly be that company's website. Companies provide significant details about their history as well as about their current operations. Do not just confine yourself to the histories or to the Annual Reports, and note that you need to be careful not just to write a lot of purely descriptive material about the companies. In addition, you will find a number of articles in both the business and general media and also in academic/scholarly journals. These articles can provide important information and details about the organisation with regard to factors relevant to this assignment. The case study Hewlett-Packard There is an enormous amount of material on Hewlett-Packard for you to browse through. Below are just a few examples which may help with starting your research on the learning processes engaged in by this organisation, including some evaluation of if they are successful or not. In the 1980s and 1990s, the company experienced a crisis leading to the hiring of its first 'outsider' CEO and its first non‐engineer CEO ‐ and its first woman CEO, Carly Fiorina. The changes she instituted to save the company created enormous angst among employees and a number of shareholders, many of whom were employees and former employees, resulting in often emotive media coverage. You can search for the following: Peter Burrows, "Backfire: Carly Fiorina's High Stakes Battle for the Soul of Hewlett-Packard". This provides an overview of HP – and the issues and passions ignited when a massive change program was instituted. The company has also experienced more recently another period of difficulty with the termination of the CEO who succeeded Carly Fiorina, Mark Hurd, as well as difficulties in structuring its place in the computer industry. You should do some searches of Company web‐sites, look at Annual general reports and academic data bases such as Google Scholar and Ebscohost to find information. Articles: Mohanty, K & Subhashree, K 2012, 'Achieving Innovation and Success: Organizational Learning', SCMS Journal of Indian Management. vol. 9, issue 1, pp. 36‐42. 'Hewlett‐Packard Consulting and Integration shows that one size does not fit all: Japan's learning communities foster face‐to‐face communications' 2007, Human Resource Management International Digest, vol. 15, issue 6. pp. 13‐15. Zell, D 2001, 'Overcoming Barriers to Work Innovations: Lessons Learned at Hewlett‐ Packard.' Organizational Dynamics, vol. 30, issue 1, pp. 77‐86. Points of focus: • HRM practices, organisational design/structure, managerial practices, etc. Do they facilitate or hinder organisational learning as evident in the organisation? • Do people learn individually and in groups, or is real team work evident? • What type of knowledge transfer occurs? E.g. the balance between explicit and tacit knowledge transfer. • Does organisational learning occur? Is it single or double loop, generative, etc. Formal and informal ways employees learn about their jobs. • Do different forms of learning occur in different parts of the organisation (is this to do with structural aspects of the organisation – or design?) • Does organisational culture (e.g. values, ways of doing things) facilitate or hamper learning and knowledge transfer? • Who has control over learning in the organisation? • What role do leaders play in learning in the organisation?