No matter what theories are followed in the management of all enterprises in the world today, there are mainly two kinds, one is hierarchical power control, and the other is non-hierarchical power control, that is, learning enterprises. Hierarchical power control is a vertical one-way linear system based on hierarchy, which is characterized by power and is responsible to superiors. It emphasizes "system+control", which makes people "work harder" and achieves the purpose of improving the production efficiency and increasing profits of enterprises. The management of power-controlling enterprises has played an effective role in the early industrial economy era, which is of positive significance to the operation and effective command of production and work. However, in the late stage of industrial economy, especially after entering the information age and knowledge age, this management model can no longer meet the needs of enterprises to win in the rapid development of science and technology and the rapid changes in the market. Entrepreneurs, economists and management scientists are all looking for a more effective management model that can meet the needs of development, that is, another non-hierarchical power control management model, and the learning organization theory is produced under such a background.

The original idea of learning organization originated from Professor forest of Massachusetts Institute of Technology. He is an outstanding technical expert and the leader of the world's first general-purpose computer "whirlwind" creation team in the early 1950s. The system dynamics initiated by him provides a complex method to study human dynamics. The so-called dynamic complexity is to regard everything as a dynamic and ever-changing process, as if it were an endless flow. 1956, when forest used his information feedback principle in automatic control to study the inventory problem of General Electric Company, he made an amazing discovery. Since then, he has devoted himself to studying how the interactive structure formed by various information and decisions within the enterprise affects various activities, and then affects the ups and downs of the decision itself. Forest does not make predictions, nor only looks at trends, but thinks deeply about the essence behind complex changes-the basic mechanism of overall dynamic operation. The system dynamics proposed by him has something in common with the concepts expounded by the latest chaos theory and complex theory in natural science. 1965 published a paper entitled "New Design of Enterprise", and applied the principle of system dynamics to conceive the ideal form of enterprise organization in the future-flattening, organization informationization and open structure, and gradually changed from subordinate relationship to working partnership, constantly learning and constantly readjusting the structural relationship. This is the initial idea of a learning enterprise.

Peter. Shengji is the founder of learning organization theory. As a student of Forrester, he has been devoted to studying more ideal organizations based on system dynamics. 1970 after obtaining a bachelor's degree in aerospace engineering from Stanford university, Peter? Shengji entered the Si Long School of Management of Massachusetts Institute of Technology to pursue his Ph.D., studied under Forrester, studied the integration of system dynamics with organizational learning, creative theory and cognitive science, and developed a brand-new organizational concept. He spent nearly ten years researching and analyzing thousands of enterprises, and completed his masterpiece "The Fifth Practice-Art and Practice of Learning Organization" at 1990. He pointed out that what modern enterprises lack is the ability of systematic thinking. It is a whole dynamic collocation ability, and many organizations can't learn effectively because of its lack. This is precisely because modern organizations divide organizations in a responsible way, which makes people's actions far away from their time and space. When people are not responsible for the results of their actions, they will not correct their actions, that is, they cannot learn effectively.

The fifth discipline provides a set of methods to transform traditional enterprises into learning enterprises, so that enterprises can improve their overall operation "group intelligence" and continuous innovation ability through learning, and become organizations that constantly create the future, thus avoiding "premature death" and "short life" of enterprises. As soon as this book was published, it had a great response in the west. Peter. Shengji is also known as the management master in the 1990s, and the most successful enterprise in the future will be a learning enterprise. The proposal of learning organization and the establishment of a whole set of training actually declare that the whole paradigm of management lies in Peter? Sanjay, changes have taken place here. It is in this sense that many scholars think that the fifth law and the subsequent fifth law? The emergence of the dance of practice and change marks the basic formation of the theoretical framework of learning organization.

(Jilin Writing Society and changchun university of science and technology jointly sponsored Applied Writing magazine)

[Edit this paragraph] Second, the connotation of learning organization

The rapid rise of knowledge economy poses a severe challenge to enterprises. The change of modern people's work value orientation, the active penetration of contemporary mainstream concepts such as lifelong education and sustainable development strategy into organizational groups provide theoretical support for organizational learning. Combined with the research status, we put forward the connotation of learning organization:

(1) The foundation of learning organization-unity, coordination and harmony.

There are "learning disabilities" in organizational learning, and individual self-protection psychology will inevitably lead to mutual suspicion among group members. This so-called "office politics" leads to high personal IQ, but low efficiency in organizing groups. In this sense, the unity of the team, the top-down coordination of the organization, and the democracy and harmony of the group environment are the basis for building a learning organization.

(2) The core of a learning organization is to establish a perfect "self-learning mechanism" within the organization.

Organization members learn at work, work at study, and learning becomes a new form of work.

(3) Learning organizational spirit-learning, thinking and innovation.

Learning here is group learning and all-staff learning, thinking is systematic and nonlinear thinking, and innovation is the renewal of ideas, systems, methods and management.

(4) The key feature of learning organization-systematic thinking. Only by understanding the system and its environment from the perspective of the system can we avoid falling into the whirlpool of system power.

(5) The foundation of organizational learning-team learning. Team is the basic unit of learning in modern organizations. Many organizations have heated debates about their present situation and prospects, but team learning depends on in-depth conversation rather than debate. Deep dialogue is the ability of all members of a team to expand their assumptions and enter real thinking together. The purpose of in-depth discussion is to think together and draw a more correct and better conclusion than personal thinking; Debate is a process in which everyone tries to persuade others to agree with their own views.

[Edit this paragraph] III. A learning organization should include five elements.

1. Establish a common vision: the vision can unite the willpower of the whole company. By organizing * * *, everyone is working in the same direction, and individuals are willing to make contributions and efforts to organizational goals.

2. Team learning: Team wisdom should be greater than the average of individual wisdom, so as to make correct organizational decisions, find out individual weaknesses through collective thinking and analysis, and enhance team centripetal force.

3. Improve mental model: organizational obstacles mostly come from old personal thinking, such as stubbornness and selfishness. Only through team learning and benchmarking can we change our thinking mode and innovate.

4. Personal proficiency: I am willing to work and good at work skills. There is a kind of "creative tension" between individual and vision, which is the source of self-transcendence.

5. Systematic thinking: Grasping the whole picture of the event through information collection, avoiding seeing the trees but not the forest, cultivating the overall thinking ability and seeing the essence of the problem will help to clearly understand the causal relationship.

Learning is a positive change in thinking. If the enterprise can successfully introduce learning organization, it will not only achieve higher organizational performance, but also drive the vitality of the organization.

[Edit this paragraph] Fourth, the characteristics of learning organizations

Learning organization has the following nine characteristics:

1. The members of this organization share a common vision.

The same vision of the organization comes from the personal vision of employees and is higher than the personal vision. It is the vision and ideal of all employees in the organization. People with different personalities can get together and move towards the same goal of the organization.

This organization is composed of many creative individuals.

There are two kinds of work in enterprises, one is reflective and the other is creative. Reflection means that the superior will check the subordinate to reflect and reflect on the accident. What is the function of reflection? At most, the status quo can be maintained, and most people and energy are used for reflection, not creation. The development of enterprises is creative work. Enterprises that do not create will be eliminated.

Case: Changhong relies on continuous creation, pushing out new products one by one, occupying the Shanghai market, and letting the color TV enterprises that once ignored Changhong close down one by one. Now Changhong Clothing has developed LCD color TV. Venus is struggling to rise, and the available funds are only a small part of Changhong. Venus launches three new products every month on average, thus winning a place. Haier came to Shanghai and launched two new products every week on average.

3. Be good at continuous learning

This is the basic feature of a learning organization. The so-called "good at continuous learning" mainly has four meanings:

One is to emphasize "lifelong learning". In other words, all members of the organization should form the habit of lifelong learning, so as to form a good learning atmosphere in the organization and encourage members to learn constantly at work.

The second is to emphasize "all-staff learning". That is to say, the decision-making, management and operation levels of enterprise organizations should concentrate on learning, especially the management decision-making level, which is an important class that determines the development direction and destiny of enterprises and needs to learn more.

The third is to emphasize "whole learning". That is, learning must run through the whole process of organizational system operation. John Reading put forward a learning organization theory called "the fourth mode". He believes that the operation of any enterprise includes three stages: preparation, planning and implementation, while learning enterprises should not study first and then prepare, plan and implement, and should not separate learning from work, but should emphasize preparation, planning and implementation while learning.

The fourth is to emphasize "team learning". That is, it not only attaches importance to the development of individual learning and individual intelligence, but also emphasizes the cooperative learning of organizational members and the development of group intelligence (organizational intelligence). In a learning organization, the team is the most basic learning unit, and the team itself should be understood as a group of people who need the cooperation of others. All the goals of the organization are achieved directly or indirectly through the efforts of the team.

By maintaining the learning ability, learning organizations can eliminate obstacles on the road of development in time and constantly break through the limits of organizational growth, thus maintaining the posture of sustainable development.

4. Learn other things at the same time

Members of the organization should not only master the work skills of this position, but also understand the work ability of other positions. Only in this way can the work take care of the overall situation, cooperate with each other, be efficient and streamline.

Case: Baosteel power plant, like ordinary power plants, consists of three parts: machine, electricity and furnace. It took three and a half years for Baosteel Power Plant to let these three workers learn the other two technologies in batches, which means that one person can do three different things, and only those who pass the examination can take up their posts. After learning, the original three groups only have 13 people, which is more advanced than some Japanese worlds.