Getting Out Of The Steel-House Archetype In Organizational Learning

Along with the development of society and economic, the issue on how to improve their learning ability attracts more and more attention from enterprises. Many of them are increasing invest in training, especially in management training. However, many State-owned Enterprises failed to improve their performances after conducting many expensive courses. All of these push researchers to review a question, what makes organizations fail in learning management thinking? Under this background, the reason for organization's failure in OL becomes a hot topic in training filed.Through literature study, many interviews and some training practice, my thesis is intended to probe deeply and systematically into this issue in the light of psychological, economic and managerial knowledge. In the beginning of this paper, we divide OL into some different types. Then we use three typical archetypes to illustrate the misunderstanding in management development, accordingly give out some improvement suggestions to both trainers and companies.The article's framework and corresponding contents are as follows:Chapterl: An introduction. After a brief summarization of current research of OL and misunderstanding in management development, this chapter explains the meaning, the framework, and the originality of this paper.Chapter2: Using the monkey's world archetype to illustrate the typical misunderstanding in bench-mark learning, and I give some suggestions to evite it.Chapter3: In this section we use a famous experiment named red beads game to illustrate why we should build a profound and well designed knowledge system. We also point out the potential knowledge which should be included in this system. In the meantime, this chapter is trying to discuss two most advanced theories in OL domain and illuminating the meaning and importance of these two theories in building such system.Chapter4: In the perspectives of applicability I conclude some splendid Chinese traditional management thinking. Firstly, I explain why we often fail to use these traditional wisdoms correctly. Secondly, this chapter illustrates the third kind of misunderstanding in management learning which makes companies fail in the reform after OL.Chapter5: This chapter presents a case about management learning and development practice in the Coca-cola China beverage company.