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  Issue 35

   

Concepts: Organizational learning as a new form of progress II

Situations of organizational learning in MCIC
 

In MCIC organizational learning is considered to be basic organizational learning. All types of organizational learning are represented and in some situations various moments of organizational learning intertwine.


1. Learning from leadership

In MCIC there are situations of learning from leadership applied and impelled. It can be realized in the following:
-         MCIC as an organization learns from the others (partners, users, donators);
-         learning from leadership is stimulated among the MCIC employees.

In the MCIC organizational culture it is stated that everyone learns because he/she wants to and each completed task can be done even better.

Practices from the work of similar organizations are applied (adapted to the MCIC working conditions).

The MCIC employees are stimulated to notice and research practices of successfully completed tasks (models) that they would follow and adapt to their regular work. We especially appreciate the moment when it is said that for some task a similar situation has been used and adapted.


2.  Learning from supervisory

In MCIC there is regular evaluation of the working achievements. In spite of the fact that the function of evaluation of the working achievements is development and support of human resources in MCIC, it is also a possibility for the “supervisor” to point to the mistakes. Once the mistakes are pointed, the employee and the supervisor suggest measures for overcoming them. It can be a formal training course, practice or any other way of learning. The most important is that by pointing the mistakes to the employee, he/she develops self-control awareness of future mistakes.

There is a minute book on the working achievements and it is kept in a personal file for each employee.


3. Learning in formal training

According to the requirements of the working position, each employee is to go through a formal training course in some training institution or in MCIC.

In the first years of MCIC existence, the training used to be same for all employees, regardless of their working tasks. With the development of the organization, thus with the profiling of working positions, employees’ training is directly related to the evaluation of the working achievements (what needs to be improved) and with the department’s plans for the following period (requirement of the working position).

For each of the employees a record is kept for their vocational training in their personal file.

MCIC nurtures the principle of employees’ participation in covering a part of the training expenses. For example, for learning a foreign language MCIC can cover the price of the course for 70% - 75%, and the employees cover the rest of 25% -30%.


4.  Learning from the environment

As a form of organizational learning from the environment in MCIC there is observation and evaluation of the projects (a final report on a project), programs (regular evaluation after completion of each program) and mid-term evaluation of MCIC. According to the data from the observation and evaluation of the program activities, including the evaluation of MCIC internal functioning, conclusions are made and future steps are determined.

The concept of PME (planning, monitoring and evaluation) is applied and unified in all segments of operating. Thus, all reports (projects, programs) contain the element of “learnt lessons”. They are realizations that the associate collaborators have gained when having contacts with the target group, associate collaborators, competitors.


5.  Learning from the colleagues

Each year in MCIC there is a so-called internal cross-control. Teams formed for that purpose carry out the control. The function of the internal cross control is through a teamwork and control of the mistakes made in the register and the project documentation to contribute to mistakes decrease. The teams and the competent associate collaborator of the project check the documentation and there is a transfer of knowledge among the members of the team and among the team and the individual (the competent associate collaborator of the project).

Once the mistakes are found, there are no sanctions against the one who has made them. The whole activity that is carried out in a specially chosen working day has an objective to learn from the colleagues.


6.      Self-education

Self-education has an important place in the MCIC systems and procedures. Namely, MCIC provides support for its employees in case they self-initiatively want to upgrade their capacities. For example, there can be days off for the employee if he/she requires, there is crediting under favourable conditions for paying scholarship etc.

 

Concept page

System thinking is a discipline of organizational learning; it is a concept frame, a corpus of knowledge and tools (developed for the last fifty years) that help us to better understand all the phenomena in the organizational system and to realize how we can change them efficiently.

Personal workmanship is a discipline of continuous explanation and deepening the individuals’ personal vision, focusing own energy, development of individuals’ patience and objective view of reality.

Mental models are actually deeply rooted presumptions, generalizations, even pictures and images in the individuals’ awareness that influence the understanding of phenomena and accordingly the individuals take certain actions.


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