Developing a learning organization

Transforming an organization into a learning organization is far from easy, yet the benefits that employers and employees can reap are well worth striving for. This introductory guide to building a 'learning organization' shows how organisations can improve their potential for learning by utilising a competence-based approach. Practical in approach, it shows how managers can play a key part in guiding organisations to become learning organisations by: organising the learning environment;making use of flexible learning materials;developing systems and procedures;using techniques from quality management and building a learning resource centre. Complete with short case studies and checklists, this guide shows how the various competence-based standards (investors in people, NVQs, etc) provide the backbone to a successful learning organization. Peter Lassey is the Awards Manager for the Museum Training Institute. He was part of the team that developed the industry-specific NVQs for the museum and gallery sector which included the first sector specific qualifications to be approved at level five. He was also involved in the recent review of the MCI standards as part of the Technical Working Party. Involved in all areas of occupational standards research and development, he has been responsible for developing training and assessment materials as well as contributing to the training and development strategy on both a sector and national level.