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In the final part, self reflection about how Self Organized Learning Environments promotes the creativity in the organizations will be discussed.
Mental models are the vast range of processes that include the people, their hobbies and music, how to performs as a politician, sportsman, religion and host for the business phenomena. New mental models are quickly developed by the minds when they interact with the novel or a new process. Mental models are less or more complete and show the cognitive representation. For example, a favorite sport or hobby of individuals might be complete, which represents the knowledge about peripheral aspects or features of a hobby. On contrary to this complete mental model, a less understood mental model contains the cursory or abstract understanding (Duhaime et al., 2012).
Mental models perform the function of information filtering and focus upon the attention. People read newspapers and look at headings instead of spending whole the day on reading the editorials. Other people read newspapers very quickly. Selective perception about newspaper reading is about the mental models. Business executives are often overloaded with the meetings, calls and emails; they access more data that can be possibly processed. Their mental models are focused upon the most required and critical as per their perception. It is learnt from “The bear of game” that reality understanding is built through the constructs of mental models. All players in a business can understand the complex dynamics systematically and helps them to keep away from hindering and reinforcing their beliefs.
It is difficult to present the precise definition of emotions in people from various sectors. However, individuals’ everyday activities for social communication, adaptation of tasks and in decision making are affected by people’s distinct states of their emotions and moods. Emotional
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Two types of knowledge are emphasized in KM practices. Tacit knowledge is ingrained in the minds of employees and is difficult to articulate1. Most knowledge is tacit in nature and is developed over time through trial and error. Tacit knowledge is often underutilized as organizations lack inbuilt systems to harness it.
According to this definition of organisational learning, identification of loopholes in the organisational system and measures to change the system for the better are some of the most fundamental characteristic features of organisational learning in any organisation.
Behind all this is the idea that eliminating the old and obsolete methods and equipment in a company increases employee productivity. Some may see that a business thrives only through its capital, even though many factors are attributed to the financial success of a business.
Companies with a learning culture are more flexible and adaptive to the environment yet more focused on the critical factors that matter in their business (Martin, Puig, Tena, & Llusar, 2008). These companies achieve success through highly competent and effective people.
Strategic management is the way of finding gaps in the current performance of the organisation and to design, formulate and implement new steps in order to fill these gaps and to align the organisational functions with the pre settled objectives. It is the method of aligning all the activities being undertaken in the organisation such as management, marketing, research and development and Computer information system in a prescribed way to achieve the goals of the organisation.
Growing competitiveness in the market makes modern businesses increasingly rely on skilled and highly qualified personnel then on technologies and products. Increasing attention to human resources led to emergence of a new set of methods, principles, techniques, and practices known as Human Resource Management (HRM), Human Resource Planning (HRP) and Human Resource Development (HRD) (Beardwell, Claydon & Holden, 2003; Reid, Barrington & Brown, 2004).
It also pertains to the natural environment. Abiotic factors on the other hand, include the external environment and the components behind it. Systems thinking look at these systems and tries to find viable solutions with in the tenets of each system be it hard or soft.
The concept of learning organisation was mainly popularized by theorists such as Senge (1990) and Peddler et al (1989). Learning organisation can be defined as an organisation which facilitates the learning of all its members and continuously transforms itself (Peddler,
nvironment, effective leadership traits, increasing productivity and good profits can be actualized and continued, till the achievement of the set goals. However, when the organisation does not perform up to expected levels, and in other cases wanted to expand and diversify its