1. Model Organisasi Pembelajaran
DCE3601
Model Organisasi Pembelajaran

2. The Fragrance and Taste of Durian

3. Human Knowledge (Polanyi, 1966)
“We can know more than we can tell” (p.4)
Classified into
Explicit knowledge
Tacit knowledge

4. Explicit Knowledge
Codified knowledge that can be expressed through formal language
Generally captured in speech, written documents and databases.

5. Tacit or Explicit Lecture Notes Beckham Executing a free kick
Mom cooking rendang
A recipe
A car owner’s manual
An F1 mechanic tuning an F1 car

6. Tacit Knowledge Personal in nature
Difficult to formalize and communicated
Tacit knowledge involves (Nonaka, 1994):
Cognitive elements – “mental models” (Johnson-Laird, 1983) schemata, paradigms, beliefs and viewpoints that help us view the world
Technical elements – Concrete know-how, crafts and skills that are applied to specific contexts

7. Tacit or Explicit Lecture Notes Beckham Executing a free kick
Mom cooking rendang
A recipe
A car owner’s manual
An F1 mechanic tuning an F1 car

8. Learning Formal – Schools, Colleges
Informal – Interactions, socialization
Non-formal – Community, NGO
Incidental – Action, doing

9. Learning Processes Adaptive Learning
- Changes in reaction to changing environments
Proactive Learning
- Purposive changes in anticipation of the future
Beck (1997)
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10. Learning Processes
Intentional use of learning processes at individual, group and system level to continuously transform the organization to increase satisfaction of the stakeholders
Involves four steps
Widespread generation of ideas
Integration of new/local information
Collective interpretation of information into context
Authority to take responsible action on interpreted meaning

11. Evolution of Organizations (Hitt, 1995)
The
Learning
Organization
Peter Senge, 1990
The
Performance-Based
Organization
Peter Drucker, 1964
The Bureaucratic
Organization
1900
Max Webber, 1947
1950
2000
1990

12. The Five Disciplines Peter Senge (1990)
Systems Thinking
Shared Vision
Mental Model
Personal Mastery
Team Learning

13. Learning Subsystems Model Marquardt (1996)
People
People
Learning
Technology
Knowledge
Organization

14. Learning Organization Action Imperatives (Watkins and Marsick, 1996)
Provide strategic leadership for learning
Connect organization to its environment
Global
Empower people toward a collective vision
Create systems to capture and share learning
Organization
Continuous
Learning
And
Change
Encourage
Collaboration and Team
Learning
Team
Promote enquiry and dialogue
Create continuous learning opportunities
Individuals

15. CONTOH UPM universiti terkemuka dalam bidang penyelidikan
Systems Thinking: Setiap bahagian akan berkerja kearah memudahkan penyelidikan dilaksanakan
Shared Vision: Warga UPM mendukung wawasan UPM sebagai pusat penyelidikan unggul
Mental Model: Semua warga bersedia mengamalkan inovasi dalam penyelidikan
Personal Mastery: Membentuk kemahiran dan kemampuan dalam penyelidikan
Team Learning: Bersama melaksanakan penyelidikan dan bertukar pengalaman.