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HRB4801 ASSIGNMENT 2 2024 Your CEO attended a business expo and heard a few attendees talking about how their organisations have been transformed into learning organisations. He is considering transforming your organisation into a learning organisation; $4.73
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HRB4801 ASSIGNMENT 2 2024 Your CEO attended a business expo and heard a few attendees talking about how their organisations have been transformed into learning organisations. He is considering transforming your organisation into a learning organisation;
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Course
HRD4801 (HRD4801)
Institution
University Of South Africa (Unisa)
Book
Strategic Human Resource Development
HRB4801 ASSIGNMENT 2 2024
Your CEO attended a business expo and heard a few attendees talking about how their organisations have been transformed into learning organisations. He is considering transforming your organisation into a learning organisation; however, he does not know what the process...
HRD4801 Assignment 5 (COMPLETE ANSWERS) 2024 (519928) - DUE 5 September 2024
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HRD4801 (HRD4801)
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Table of Contents
QUESTION 1: Your CEO attended a business expo and heard a few attendees talking about
how their organisations have been transformed into learning organisations. He is considering
transforming your organisation into a learning organisation; however, he does not know what
the process entails. In a presentation to the organisational development division; explain
what a learning organisation is (5 marks) and how it can be implemented (5 marks). In your
presentation, also include a section on the impact of learning organisations on organisational
effectiveness (10 marks). .................................................................................................................... 3
QUESTION 2: Identify and apply a performance problem in your organisation to phase 1 (7
marks) (articulate the initial purpose) and phase 2 (7 marks) (determine the performance
needs) of the Swanson model (consult your e-reserves source – Swanson, RA. 2007.
Analysis for improving performance: tools for diagnosing organisations and documenting
workplace expertise). Discuss how you would modify this model to better fit and resolve the
identified issues within your organisation (6 marks). ...................................................................... 8
QUESTION 3: Alibaba Innovations is a global technology company specialising in artificial
intelligence, robotics, and advanced automation solutions. Since the advent of the Fourth
Industrial Revolution, the company has experienced significant changes in its operations,
products and workforce. As the HRD Manager at Alibaba Innovations, you are tasked with
analysing the impact of the Fourth Industrial Revolution on this learning organisation and its
HRD functions. Your insights will play a crucial role in the company’s learning and
development strategies for adapting to the rapidly evolving technological landscape. ........... 12
QUESTION 4: Discuss the Fourth Industrial Revolution (3 marks) and its impact on learning
organisations (7 marks) by using the case study of Alibaba Innovations. (10) ........................ 17
References .......................................................................................................................................... 21
BMZ ACADEMY 061 262 1185/068 053 8213
, BMZ ACADEMY
QUESTION 1: Your CEO attended a business expo and heard a few attendees
talking about how their organisations have been transformed into learning
organisations. He is considering transforming your organisation into a learning
organisation; however, he does not know what the process entails. In a
presentation to the organisational development division; explain what a learning
organisation is (5 marks) and how it can be implemented (5 marks). In your
presentation, also include a section on the impact of learning organisations on
organisational effectiveness (10 marks).
A learning organisation is a company that facilitates the continuous learning and
development of its employees, allowing it to adapt and evolve in a rapidly changing
environment. Such organisations promote a culture of knowledge sharing, innovation,
and open communication, where employees are encouraged to learn from their
experiences and apply new insights to improve processes and outcomes (Senge,
1990). A learning organisation consistently develops by promoting an environment
where employees at all levels are motivated and empowered to acquire knowledge,
adjust, and progress. The concept, introduced by Peter Senge in his book The Fifth
Discipline, highlights the significance of fostering a culture that prioritises ongoing
learning and the exchange of knowledge (Hayes, 2018). Important characteristics of
a learning organisation are:
Systemic Thinking
Comprehending and effectively overseeing the organisation as a comprehensive
system, acknowledging the interconnectedness and mutual impact of its various
components. Systemic thinking in a learning organisation involves understanding the
organisation as an interconnected whole rather than as separate parts. It emphasises
the interrelationships and patterns within the organisation, allowing for better decision-
making and problem-solving. By applying systemic thinking, organisations can identify
the root causes of issues, predict the impact of changes, and foster a more holistic
approach to learning and growth (Senge, 1990).
Personal Mastery
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