Search

Background. Currently, the university management requires undertaking the execution of new activities. In response to the challenges of the contemporary processes of the management - building a third generation university - universities are adapting the concepts of management, which up to now have been first and foremost availed of in the sector of enterprises. Such a solution is the concept of a learning organisation. Research aims. The aim of the research conducted was to verify the using of the concepts of a learning organisation during the building of the third generation university. Methodology. In the research methodology, a systematic literary review was applied, as well as a case study of the Jagiellonian University. The choice of this university was made on the basis of a subjective evaluation of the process of evolution of the university from the second generation to the third generation. The adoption of such research methodology shall facilitate the building of propositions of good practices of the university management for other universities in the future. Findings. The research conducted reveals that the university has been using a learning organisation to build a third generation university. [ABSTRACT FROM AUTHOR]

Background. Management theories are products of their environment. Thus, the social, political, economic and technological forces present in a given time and locale create demand for a given theory and shape it. Research aims. In this perspective paper the authors present how learning has evolved in management theories over the years and how challenges imposed by Industry 4.0 may impact the concepts of learning. Methodology. The paper is based on an overview of literature and experts' work. First, the authors refer to learning in management theories from the birth of the field until the present day. Second, they portray Industry 4.0 and the current stage of implementation of its ideas. Then, they indicate the macro-environmental and workforce challenges produced by Industry 4.0. Finally, they attempt to look at the role of learning in Industry 4.0 and whether there is a need for a new theory concerning learning for the fourth industrial revolution. Key findings. The discourse of the paper suggests that new challenges require at least a modification of the existing theories concerned with learning of individuals and organisations as well as their further improvements. [ABSTRACT FROM AUTHOR]

Background. The Careers Office is a part of Wroclaw University of Technology (Polaid). It is responsible for job activation of students and graduates. Challenges and changes coming from dynanic job market relations encourage tean members of the Careers Office to take a new approach in management and self-development. Research amis. This paper presents some innovative actions undertaken by the office such as: researches of student's expectations or organization change elements (i.e. involving students as volnteers). The aim of this article is to provet at areers office can be recognized as a learning organization. Second goal is assessment try of effectiveness rate of the Office in selected aspects of their activity backed by interviews and survey anong students. Methodology. The search for an appropriate franework of learnmg organization definition was based on scientific literature review. Exploration of actual action undertaken by the office as based on as survey a ong the students and partially standardized interview with employees of the office. Key findings. The Careers Office can be recogiized as a learning organization based on its multiple definitions elements. The majority of students assessed their Career Office as good in the survey, although their expectations towards organization and the university are very high. [ABSTRACT FROM AUTHOR]

Background. Universities possess an inherent imperative of self-improvement derived from their mission and they act as a source, transfomier and propagator of learning and knowledge. Therefore incorporating a learning organisation concept in higher education institutions (HEIs) seems natural. Research amis. A lack of clear and explicit practical hints on how to incorporate the concept in to a university as identified as a cognitive gap in the literature. The key research aim of the paper was to analyse the concept of a learning organisation in the context of Is, present conditions facilitating implementation of the concept in Island indicate how systematic usage of benchmarking can help HEIs to become learning organisations. Method. In the paper an in-depth study and critical analysis of literature on learning organisation is the context of Is as performed. The a thor points to bencmarking as a tool enhancing the impact of the learning organisation concept. In the study a set of recommendations for HEIs enhaning at becoming a learning organisation was developed. Key Findings. In the paper the thesis that systematic usage of benchnarking helps a university to become a learning organisation was stated and supported. Benchmarking comprises interorganisational learning. It involves descriptive learning about competition and the environment of the organisation. Universities willing to become learning organisations should develop a climate of creativity add lateral thinking wich enhaces learning in the process of bechmarking. [ABSTRACT FROM AUTHOR]

Background. Culture as the sole of each organization is examined itself or in different management concepts. Many studies identify culture as a main dimension in the organizational learning process or in learning organizations, both in the private and public sector. However there is a lack of research focusing on municipalities, especially in transformed countries. Ongoing changes in the task of imposed by the government as well as those resulting from the European grants cause needs for appropriate culture which is one learning organization dimensions in the light of theory. Research aims. This paper explores which variables shaping organizational culture are important for the local municipalities in relation to their scope and to propose their consistent typology for the state of art in research in the example of a transformed country. Methods. A questionnaire survey was conducted among 670 municipalities, with response rate of 26,7% of total population. The questionnaire was filled in by one official from each municipality, who takes one of the following position: mayor, deputy mayor or municipality secretary. Key findings. The analysed research results clearly demonstrate that the level of culture in the rural municipalities is higher than in the urban rural municipalities and urban municipalities. It could be observed, inter alia, that high-rang officials (head of division or mayor) tend to be afraid to talk about their mistakes and there is hardly any atmosphere for constructive remarks. [ABSTRACT FROM AUTHOR]

Background. There is a terminological disorder regarding the concepts of organizational learning, learning organization and knowledge management. Two of these concepts are regarded as ambiguous. Research aims. The article presents differences, resemblances and connections among organizational learning, learning organization and knowledge management. The main aim is to propose a framework of interrelationships among those three concepts. Method. The research is based on the literature review and synthesis. It covers analysis and comparison of the essence of organizational learning, learning organization and knowledge management. Key findings. The comparison indicates that the concepts are related and the learning organization idea can be understood with the application of organizational learning, knowledge management and organizational knowledge concepts. [ABSTRACT FROM AUTHOR]