文獻綜述范文：Learning Organization: Literature Review

學習型組織：文獻綜述范文。本文是一篇留學生論文文獻綜述寫作范文，主要內容是講述學習型組織是一個不斷擴大其創造未來能力的組織。對于這樣一個組織來說，僅僅生存是不夠的“生存學習”或更經常被稱為適應性學習是重要的，確實是必要的。但對于一個學習型組織，適應學習必須與“生成性學習”相結合，以增強我們的創造能力。在學習型組織中，人們不斷擴大自己的能力，創造他們真正想要的結果，培養新的和擴展的思維模式，釋放集體愿望，人們不斷學習看到整體，聚集在一起。下面就一起來參考這篇文獻綜述寫作范文的全部內容。

Introduction of learning organization 學習型組織介紹
A learning organization is an organization that is continually expanding its capacity to create its future. For such an organization, it is not enough to merely survive. ‘Survival learning’ or what is more often termed adaptive learning is important indeed it is necessary. But for a learning organization adapting learning must be joined by ‘generative learning’ learning that enhances our capacity to create.
Learning organization where people continually expand their capacity to create the result they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning to see the whole to gather.
Types of learning 學習類型
Level 1:- learning facts, knowledge, processes and know situation procedures apply to know where changes are minor.
Level 2:- learning new job skills that are transferable to other situations applies to new situations where existing responses need to be changed bringing in outside expertise is a useful tool here.
Leel 3:- learning to adopt-applies to more dynamic situation where the solution need developing experimentation and deriving lessons from success and failure is the mode of learning here.
Level 4:- learning to learn-Is about innovation and creativity, designing the future rather than merely adapting to it. This is where assumptions are challenged and knowledge is reframed.
第一層：-學習事實、知識、流程和了解情況程序，以了解變化較小的地方。             
第二層：-學習可轉移到其他情況的新工作技能適用于需要改變現有反應的新情況。在這里，引入外部專業知識是一個有用的工具。             
第三層：-學習采用適用于更動態的情況，其中解決方案需要開發實驗，從成功和失敗中汲取經驗教訓是這里的學習模式。             
第四層：-學習是關于創新和創造力，設計未來，而不僅僅是適應未來。這是挑戰假設和重新定義知識的地方。
Characteristic of a learning organization 學習型組織的特征
Learning culture:- An organizational climate that natures learning. There is a strong similarity with those characteristic associated with innovation.
Processes:- processes that encourage interaction across boundaries. These are infrastructure, development and management processes, as opposed to business operational processes.
Tools and techniques:- method that aid individual and group learning, such as creativity and problem solving techniques.
Skills and motivation:- to learn and adapt.
學習文化：一種組織氛圍，促進學習。與創新相關的特征有很大的相似性。             
過程：-鼓勵跨邊界交互的過程。這些是基礎設施、開發和管理流程，而不是業務運營流程。             
工具和技術：幫助個人和小組學習的方法，如創造力和解決問題的技術。             
技能和動機：-學習和適應。
The art and practice of the learning organization and the fifth discipline field book: strategies and tools for building ad earning organization explain that there are five disciplines, which must be mustered when introducing such as organization.
《學習型組織的藝術與實踐》和《第五學科領域書：構建廣告盈利組織的策略和工具》解釋了五個學科，在引入此類組織時必須加以整合。
Systems thinking:- the ability to see the big picture and to distinguish patterns instead of conceptualizing change as isolated event systems thinking needs the other four shift from being unconnected to interconnect to the whole and from blaming our problems on something external to a realization that how we operate our actions can create problems.
系統思維：-能夠看到全局并區分模式，而不是將變化概念化為孤立事件系統思維需要另外四個轉變：從不關聯到相互關聯到整體，從將我們的問題歸咎于外部，到認識到我們如何操作我們的行動可能會產生問題。
Personal mastery:- begins “by becoming committed to lifelong learning” and is the spiritual cornerstone of a learning organization. Personal mastery involves being more realistic, focusing on becoming the personal possible and to strive for a sense of commitment and excitement in our careers to facilitate realization of potential.
個人掌握：-從“致力于終身學習”開始，是學習型組織的精神基石。個人掌握包括更加現實，專注于成為可能的個人，并努力在職業生涯中獲得承諾感和興奮感，以促進潛力的實現。
Mental models:- they must be managed because they do prevent new and powerful insights and organizational practices from becoming implemented. The process begins with self reflection, unearthing deeply held belief structure and generalizations and understand how they dramatically influence the way we operate in our own lives. Until there is realization and focus on openness, real change can never be implementation.
心理模型：-必須對其進行管理，因為它們確實阻止了新的、強有力的見解和組織實踐的實施。這一過程始于自我反思，發掘根深蒂固的信仰結構和概括，并理解它們如何極大地影響我們自己生活的方式。在實現和關注開放性之前，真正的變革永遠無法實現。
Building shared vision:- visions cannot be dictated because it begins with the personal visions of individual employees, who may not agree with the leaders visions what is needed is a genuine visions that elicits commitment in good times and bad and has the power to bind an organization together.
建立共同愿景：-愿景不能被支配，因為它始于員工個人的愿景，他們可能不同意領導者的愿景。所需要的是一個真正的愿景，在好的時候和壞的時候都能激發承諾，并有能力將組織團結在一起。
Team learning:- is important because currently, modern organization operate on the basis of teamwork, which means that organization cannot learn if team members do not come together and learn. It is a process of developing the ability to create desired results, to have a goal in mind and work together to attain it.
團隊學習：-很重要，因為目前，現代組織是在團隊合作的基礎上運作的，這意味著如果團隊成員不一起學習，組織就無法學習。這是一個發展能力的過程，以創造期望的結果，心中有一個目標，并共同努力實現它。
Review of literature 文獻綜述
The literature I reviewed about learning organization fell in to these categories: 我回顧的關于學習型組織的文獻分為以下幾類：
The “founders” “創始人”
Real world definitions and critiques 現實世界的定義和評論
Promoting continuous improvement, innovation, stakeholder collaboration 促進持續改進、創新和利益相關者合作
Organization learning and organizational outcomes 組織學習和組織成果
Today’s approaches for building organization learning 當今構建組織學習的方法
Where did the concept of a learning organization that helped create and disseminate this concept. In literature and conversation with practitioners the authors whose names came up again and again as “founders” of sorts of this approaches are peter senge, chris aggris, Donald schon and marguret wheatly also highlighted in this section is shana ratner’s description of the fundamental shift in learning approaches in the latter half of the 20th century has given rise to exiting new field like organizational learning.
幫助創建和傳播這一概念的學習型組織的概念在哪里。在文學和與實踐者的對話中，作者的名字一次又一次地出現在各種方法的“創始人”中，他們是彼得·森加、克里斯·阿吉里斯，唐納德·肖恩和瑪格麗特·惠特利在本節中還強調了沙娜·拉特納對20世紀后半葉學習方法的根本轉變的描述，這種轉變導致了現有的新領域，如組織學習。       
Peter senga: peter senga is considered by most to be the “father” of organizational learning senga is a director at innovation associates a Cambridge consulting firm and advises government and educational leader in centre of global changes like South Africa. Senga’s massage of growth and prosperity holds strong appeal for today’s business leaders. This research centre at MIT the centre for organizational learning started in 1990 has 18 corporate sponsors, included AT and T, ford, Motorola and feudal express. Each contributes $80,000 a year to create learning organization pilot programme with the help of senga and his colleagues.
彼得·森加：彼得·森格被大多數人認為是組織學習的“父親”。森格是劍橋咨詢公司創新協會的董事，為南非等全球變化中心的政府和教育領導者提供咨詢。森加對增長和繁榮的宣傳對當今的商業領袖具有強烈的吸引力。麻省理工學院組織學習中心成立于1990年，有18家公司贊助，包括at&t、福特、摩托羅拉和封建快遞。在森加和他的同事的幫助下，每個人每年捐款80000美元創建學習型組織試點項目。
Senga created something new and powerful by putting them together. Unfortunately, at first glance these ideas can seem ambiguous. As a result only a small percentage of the huge number of people who bought the book has read it and only a small percentage of those have carried out its ideas. To make the learning more accessible to seasoned managers, senga and several co-consultants published. The fifth discipline field book, “hands-on” work.
森加通過將它們結合起來創造了一些新的、強大的東西。不幸的是，乍一看，這些想法似乎模糊不清。因此，在購買這本書的眾多人中，只有一小部分人讀過這本書，只有一小部分人實現了它的想法。為了讓經驗豐富的管理人員更容易獲得學習，森加和幾位聯合顧問發表了。第五個學科領域的書，“實踐”工作。
The field book explains that anyone who wants to be the part of a learning organization must first go through a personal change, senga kleines etal 1994. This means that if some members of the group like to tell people what to do and are to busy to listen they must be willing to change themselves. Senga and his colleagues consult with organizations, where they elaborate set of personal awareness exercise with names like dialogues, the container and the ladder of influence.
《實地考察手冊》解釋說，任何想要成為學習型組織的一部分的人都必須首先經歷個人的變化。這意味著，如果團隊中的一些成員喜歡告訴人們該做什么，并且忙于傾聽，他們必須愿意改變自己。森加和他的同事們與組織進行了磋商，在組織中，他們精心制定了一套個人意識練習，名稱包括對話、容器和影響力階梯。
Chris argyris:- Chris argyris is also lauded for disseminating pioneering ideas about now learning can improve organizational development success. He is probably known for distinguish between learning that challenges the status quo, called singe loop learning.
克里斯·阿吉里斯：-克里斯·阿吉里斯還因傳播關于“現在學習可以提高組織發展成功”的開創性思想而受到稱贊。他可能以區分挑戰現狀的學習而聞名，稱為單循環學習。
Double loop learning depends on the internal commitment by employees to seek transparency and personal responsibility in the work place for single loop learning, people are good programmed to believe that transparency and truth are good ideas, but only when they are not threatening, he says in this article “good communication that blocks learning” argyris says that the new but now familiar techniques of corporate communication like focus groups, surveys, management by walking around, can block organization learning even as they help solve certain kinds of problems. These techniques, he explains, promote defensive behaviour by encouraging employees to believe that their proper role is to criticize management while the proper role of management is to take action and fix whatever is wrong. He recommends that managers challenge employees to think constantly and creatively about the needs of organizational. By applying these ideas to individuals or group performance reviews, managers can create an incentive for employees to increase their commitment to continuous non-routine learning and for implementing strategy.
雙循環學習依賴于員工在工作場所尋求透明度和個人責任的內部承諾。對于單循環學習，人們很好地被編程為相信透明度和真相是好主意，但只有在它們沒有威脅時，他在這篇文章《阻礙學習的良好溝通》中說，阿吉里斯說，新的但現在很熟悉的公司溝通技術，如焦點小組、調查、通過四處走動進行管理，可以阻礙組織學習，即使它們有助于解決某些問題。他解釋說，這些技巧通過鼓勵員工相信他們的正確角色是批評管理層，而管理層的正確角色則是采取行動并糾正任何錯誤，從而促進防御行為。他建議管理者鼓勵員工不斷地、創造性地思考組織的需求。通過將這些想法應用于個人或團隊績效評估，管理者可以激勵員工增加對持續非常規學習和實施戰略的承諾。
Donald A. Section 唐納德A.科
For about 40 years, don schon wrote about and consulted in the field of organizational learning many of schon’s many schon’s insights, though not distinguished in the management literature, continue to have a significant on the conceptualization of organizational learning.
Schon’s work can be organized in the four themes:(a)his concept of inquiry as reflection in action.(b)constructing a learning dialectic in organization (c)the practice of learning how to learn and(d)his commitment a new educational paradigm that teaches practitioner how to reflect in action.
在大約40年的時間里，唐·肖恩在組織學習領域撰寫并咨詢了許多肖恩的見解，盡管在管理文獻中沒有區分，但仍然對組織學習的概念化有重要影響。
肖恩的工作可以分為四個主題：（a）他將探究視為行動中的反思。（b） 在組織中構建學習辯證法（c）學習如何學習的實踐，以及（d）他致力于一種新的教育范式，教實踐者如何在行動中反思。
When compared to the current literature on organizational learning, schon’s deep integration of knowing and doing can be seen as pioneering work. Must literature on organizational learning over time. According to schon’s approach, action and reflection should occur at the same time so that learning is necessarily embodied in concrete situation.
與當前有關組織學習的文獻相比，肖恩對知與行的深度整合可以被視為開創性的工作。隨著時間的推移，必須有關于組織學習的文獻。根據肖恩的方法，行動和反思應該同時發生，這樣學習就必然體現在具體的情境中。
Some comment that schon does not emphasize how rare it is for persons to solicit feedback about mismatches between their principles and their actions. “the fact that such learning may be extraordinarily useful.
有人評論說，肖恩沒有強調，人們很少就自己的原則和行為之間的不匹配尋求反饋。“事實上，這種學習可能非常有用。
Margaret whitely: Margaret Whitley’s book leadership and the new science learning about organization from an orderly universe has been recognized as introducing a new paradigm for organizational development that involves “reintegration” of society.
(Dennard 1996), (Brown 1993).
瑪格麗特·懷特利：瑪格麗特·惠特利（Margaret Whitley）的《領導力與新科學：從有序宇宙中學習組織》一書被公認為引入了一種新的組織發展范式，涉及社會的“重新融合”。
Wheatley offers these are ideas:- 惠特利提供了以下想法：
Everything is a constant process of discovery and creating.一切都是一個不斷發現和創造的過程。
Life uses messes to get well ordered solutions.生活用混亂來獲得有序的解決方案。
Life is intent on finding what works, not what is right.生活的目的是找到有效的，而不是正確的。
Life creates more possibilities as it engages with opportunities.生活創造了更多的機會，因為它與機會相結合。
Life is attracted to order.生活被秩序所吸引。
Life organizes around identity.生活圍繞著身份而組織。
Everything participates in the creation and evolution of its neighbours.一切事物都參與其鄰國的創造和演變。
Reflecting on her Wheatley vividly demonstrates how organization is living entities and that learning and change strengthen their structure and their communities.
通過對她的反思，惠特利生動地展示了組織如何是活的實體，學習和變革加強了他們的結構和社區。
Shana rather an old and new answer to how we learn:-Shana rasher’s 1997 “emerging issues in learning communities” offers an insightful description of the fundamental shift in learning approaches in the latter half on the 20th century that is giving rise to existing new field such as learning, collaborative learning and organizational learning. This shift, from thinking of learning as a transaction to learning as a process. This shift eliminates the separation of teacher from student and replaces it with dialogue between teacher and student to encourage joint responsibility for learning and growth.
Shana是一個關于我們如何學習的新老答案：-Shana rasher 1997年的“學習社區中的新興問題”對20世紀后半葉學習方法的根本轉變進行了深刻描述，這一轉變正在產生現有的新領域，如學習、協作學習和組織學習。這一轉變，從將學習視為一種交易，轉變為學習過程。這種轉變消除了教師與學生的分離，取而代之的是教師與學生之間的對話，以鼓勵共同負責學習和成長。
Old and new answers to how we learn (ratner 1997)我們如何學習的新舊答案
Old answer 老答案
New answer    新答案
Knowledge is thing that is transferred from one person to another. 知識是從一個人傳遞到另一個人的東西。
Knowledge is objective and certain. 知識是客觀和確定的。
Learners receive knowledge. 學習者接受知識。
We all learn in the same way. 我們都以同樣的方式學習。
Knowledge is a relationship between the knower and the known: knowledge is created through this relationship.  知識是知識者和已知者之間的關系：知識是通過這種關系創造的。 
Knowledge is subjective and provisional.  知識是主觀的和臨時的。
Learners create knowledge.  學習者創造知識。
There are many different learning styles. 有許多不同的學習風格。
                                                                                                                          
LEARNING ORGANIZATION 學習型組織
SOUTH WEST AIRLINE :-西南航空公司
Background – Southwest Airlines has built its culture and its reputation inside out. Its value a happy workforce, and believes that its 3200 employees will keep customer come back. Since its beginning as a small, three jet airlines, southwest leadership, including co- founder and current board chairman Herbert D. Kelleher and President colleen Barrett, has relied on company values – concern, respect and caring for employees and customer.
背景——西南航空公司從內到外建立了自己的文化和聲譽。它重視一個快樂的員工隊伍，并相信其3200名員工將保持客戶回來。西南航空的領導層，包括聯合創始人兼現任董事會主席赫伯特·D·凱萊赫和總裁科琳·巴雷特，從一家小型的三噴氣式航空公司開始，就依賴于公司價值觀——關注、尊重和關心員工和客戶。       
Company Consider Learning Organisation because of following reason:- 公司考慮學習型組織，原因如下：
Company must provide the level of knowledge and information that allows the employees to “act like owners”. Southwest Airlines provides daily news updates via internet; the CEO records a weekly telephone message for all the employees and the company communicates detailed financial information called “knowing the score” on quarterly earnings. More than 14% of outstanding shares of stock are held by southwest employees.
公司必須提供一定程度的知識和信息，使員工“像所有者一樣行事”。西南航空公司通過互聯網提供每日新聞更新；首席執行官每周為所有員工記錄一條電話信息，公司傳達詳細的財務信息，稱為“了解季度收益分數”。西南員工持有超過14%的已發行股份。
Southwest communicates with employees everyday through news on their internet every week through a telephone news line, every month with 32 page magazine, every week quarter through the financial knowing the score message very year through a series of town hall meetings.
西南航空每天通過互聯網上的新聞與員工溝通，每周通過電話新聞線，每月通過32頁的雜志，每周季度通過一系列市政廳會議，每年通過《金融知道分數》消息。
Communicators must nature their corporate culture so that employees understand how their behaviour contributes how their organisation is judged. In its monthly news letter LUV Lines, southwest features employees who have been nominated by their peers for “Wining Spirit” recognition. These outstanding employees are modelling the type of behaviour that result in a remarkable vs ordinary experience for a customer or follow employees.
傳播者必須塑造其企業文化，使員工了解他們的行為如何影響組織的判斷。西南航空公司在其每月的新聞信《LUV Lines》中介紹了被同行提名為“Wining Spirit”的員工。這些杰出的員工正在模擬為客戶或跟隨員工帶來非凡與普通體驗的行為類型。
Learning excellence: Southwest Airline approach 學習卓越：西南航空公司方法
A bias for action  對行動的偏見
Close to customer  接近客戶
Autonomy and entrepreneurship 自主性和創業精神
Productivity through people. 生產力是通過人來實現的
Hands on value driven 實踐價值驅動
Stick to the knitting 堅持編織
Simple from lean staff 來自精干員工的簡單
Simultaneous loose tight properties 同時具有松緊特性
Southwest Airlines one of the most successful airlines n the low cost market segment is the role model for many other low cost airlines. Like Ryan air and easy set.
西南航空公司是低成本市場最成功的航空公司之一，也是許多其他低成本航空公司的榜樣。像瑞安空氣和輕松設置。
Five specific elements of southwest Airline are strategy, structure, processes and reward. 西南航空公司的五個具體要素是戰略、結構、流程和獎勵
Processes: Southwest Airlines has an open – door tradition. Herb Kelleher is known to stay in the bar until four in the morning with a mechanic to hear what he is got to say. Employees are stimulated to come up with ideas and there receive all the necessary support from their management to try out different things. The on board safety demonstration, which has been turned into a complete act to attain the attention of passengers.
流程：西南航空公司有開放的傳統。赫伯·凱萊赫（Herb Kelleher）在酒吧里呆到凌晨四點，讓一名技工聽他說些什么。激勵員工提出想法，并從管理層那里獲得所有必要的支持，嘗試不同的東西。機上安全演示，已變成一個完整的行為，以吸引乘客的注意。
Rewards-besides the usual package of secondary employment benefits, like free airline tickets, profit sharing etc. employees of the month election. South west airline has another usual way to pay attention to their work force .In the lobby of SWA corporate headquarter at Dallas love field airport .there is a big port falling messy “The people of SWA are “the creator “of what we have become and what we will be. Our people transformed an idea into a legend .that legend will continue to grow only so long as it is nourished.
除了通常的二級就業福利之外的獎勵，如免費機票、利潤分享等。西南航空公司有另一種通常的方式來關注他們的員工。在達拉斯洛夫菲爾德機場的西南航空公司總部大廳里，有一個大港口正在倒塌，混亂不堪。西南航空公司的員工是我們已經成為什么和我們將成為什么的“創造者”。我們的員工將一個想法轉變為一個傳奇。這個傳奇只有在得到滋養的情況下才會繼續成長。
People-SWA has its own “university for people” where 25000 new employees are trained every year .the selection criteria for recruitment are much more based on attitude than on knowledge. As a result SWA is now regarded as friend list airline in us.
People SWA擁有自己的“人民大學”，每年培訓25000名新員工。招聘的選擇標準更多地基于態度而不是知識。因此，SWA現在被視為美國的朋友名單航空公司。
The three important factors-these are those factor that show how SWA manager to keep the spirit high 三個重要因素，這些因素顯示了SWA經理如何保持高昂的精神
The relationship between management and workforce. 管理層與員工之間的關系
The training at university for people decreases hierarchical thinking. 大學對人的培訓減少了等級思維
Herb Kelleher, one of the founder of SWA and an important leader for the company. His vision, humour and hand on mentality are very inspiring for the entire employee in SWA.
赫伯·凱萊赫，SWA創始人之一，也是公司的重要領導者。他的遠見、幽默感和動手精神對西南威爾士大學的全體員工都是非常鼓舞人心的。
Suggestion to SWA 對SWA的建議
Give reward also in the form of profit sharing, give bonus and package plan etc. .It also motivate the employees
After studying the whole organisation I come to know that in motivational problem are there so company should have good leadership
After herb SWA has not a leader same like him so company should try to make a leader as him which helps the company a lot.
以利潤分享、獎金和一攬子計劃等形式給予獎勵，同時也激勵員工             
在研究了整個組織之后，我了解到，在激勵問題上，公司應該有良好的領導力             
赫伯·斯瓦沒有一個像他一樣的領導者，所以公司應該努力讓他成為一個領導者，這對公司有很大幫助。
Reason of Google as learning organisation-谷歌成為學習型組織的原因-
Google is the most goggled company in business today. Just as IBM & coca-cola were the “best companies” in youth and everyone wants to pattern them after Google now.
谷歌是當今商業界最引人注目的公司。正如IBM和可口可樂在年輕時是“最好的公司”，現在每個人都想效仿谷歌。
First, it is clear from our research that Google is relying heavily on innovation to grow. The companies hire the “best & brightest” and have created a work environment which is the envy of any generation X and Y employee. Government cafeterias, flexible working conditions and the 20% policy which enable each and every employee to spend up to one day per week working on a special and innovative project of their own. Few companies today can afford to lavish such luxuries on every employee.
首先，從我們的研究中可以明顯看出，谷歌在很大程度上依賴創新來發展。這些公司雇傭“最優秀和最聰明”的員工，并創造了一個任何X和Y代員工都羨慕的工作環境。政府自助餐廳、靈活的工作條件和20%的政策，使每個員工每周最多有一天時間從事自己的特殊創新項目。如今，很少有公司能負擔得起在每位員工身上揮霍這些奢侈品。
Second, the company has also built a culture of product innovation. Dozens of new products & services are available from Google today & engineers are encouraged to continuously newones.engineers who finds bugs in others engineer’s products are encouraged to check out the code line and suggest a fix.
第二，公司還建立了產品創新文化。今天，谷歌提供了數十種新產品和服務，鼓勵工程師不斷更新。鼓勵在其他工程師產品中發現缺陷的工程師檢查代碼行并提出修復建議。
While most of the “new products “from Google never became market leader, some do. Google finance, Goggle maps & Gmail are all products which entered the market with strong entrenched compitition.through innovation and strong execution each of these products have take on tremendous market share in a short part and when the company sees a tremendous market opportunity to enter through acquision. Google takes the plunge(YouTube & blogger)
而大多數“新產品“谷歌從未成為市場領導者，但有些人卻成為了。谷歌金融、Goggle地圖和Gmail都是以強大的競爭優勢進入市場的產品。通過創新和強大的執行力，這些產品中的每一個都在短時間內占據了巨大的市場份額，當公司看到通過收購進入市場的巨大機會時，谷歌就采取了行動。”
Following are the points that consider Google as learning organisation very truly- 以下是將谷歌視為學習型組織的要點：
Greater Motivation 更大的動力
The Workforce Is More Flexible.勞動力更加靈活
People Are More Creative.人們更有創造力
Improved Social Interaction.改善社會互動
Knowledge Sharing.知識共享
Interdependency 相互依賴
The Breakdown of Traditional Communication Barriers.打破傳統的溝通障礙
Customer Relation.客戶關系
Information Resources 信息資源
Innovation & Creativity 創新與創造力

Suggestions-建議
Google should level out the workload 谷歌應該平衡工作負荷
Use only reliable, thoroughly tested technology that serves you people & processes 僅使用可靠、經過徹底測試的技術，為您的人員和流程服務
Make decision slowly by consensus through considering all the option and implementing the decision rapidly.通過考慮所有選項并快速執行決策，以協商一致的方式慢慢做出決策。
Introduction to 3M-3M簡介
At 3M, we pair imaginative thinking with science-based technology to create globally-renowned products. We lead scores of markets: health care, safety, office products, and transportation – to name a few. So what’s our secret? It’s simple: We approach real-world problems with our array of technologies to satisfy customers. Leading this process are some of the world’s best and brightest employees who share a commitment to innovation and excellence
在3M，我們將富有想象力的思維與基于科學的技術結合起來，創造全球知名的產品。我們在醫療保健、安全、辦公產品和交通運輸等眾多市場處于領先地位。我們的秘密是什么？很簡單：我們通過一系列技術解決現實問題，以滿足客戶的需求。領導這一過程的是一些世界上最優秀和最聰明的員工，他們都致力于創新和卓越
Learning environment of 3M 3M的學習環境
3M is a learning organisation committed to continuous improvement in both the company’s result & each individual’s performance. A learning environment is more than a comprehensive training program. It is a philosophy that says that learning is a part of every employee’s job every day.
3M是一個學習型組織，致力于持續改進公司的成果和每個人的績效。學習環境不僅僅是一個全面的培訓計劃。這是一種哲學，認為學習是每個員工每天工作的一部分。
Continuous learning gives all employees greater opportunity to realize their potential .in a learning environment the role of the employee is to be a continuous learner, the role of the manager is to reinforce learning & model learning behaviour and the role of the company is to create system that allow cross functional knowledge sharing throughout the organisation.
持續學習為所有員工提供了實現其潛力的更大機會。在學習環境中，員工的角色是持續學習者，管理者的角色是加強學習并為學習行為建模，公司的角色是創建一個允許跨職能知識共享的系統。
3M supports learning through on the job training, traditional class room setting, online learning & functional communication of practice .each employee is responsible for his or her individual growth plan. The goal of our commitment to learning is engaged employee who understand how their action contribute to 3M’s success & make decision as if they owned the business.
3M支持通過在職培訓、傳統教室設置、在線學習和實踐功能交流進行學習。每位員工都對自己的個人成長計劃負責。我們致力于學習的目標是讓員工了解他們的行動如何為3M的成功做出貢獻，并做出決策，就像他們擁有企業一樣。
Findings:-調查結果：
The reward system as a learning frame has high effect on learning environment according to employees.
There is an equity/balance between efforts and rewards.
In SWA organisation new employees are trained every year.
In SWA organisation selection criteria for recruitment are much more based on attitude than on knowledge.
In Google organization monetary or other incentives are given to employees in order to increase their motivation level.
In 3M organization and the relation between employees and managers is good. Employees feel like they work in safe environment.
員工認為，作為學習框架的獎勵制度對學習環境有很大影響。             
努力和回報之間存在公平/平衡。             
在SWA組織中，每年培訓新員工。             
在SWA組織中，招聘的選擇標準更多地基于態度而不是知識。             
在谷歌組織中，為了提高員工的激勵水平，向員工提供貨幣或其他激勵。             
在3M組織中，員工與管理者之間的關系良好。員工感覺他們在安全的環境中工作。
Conclusion 結論
After study the whole concept of organisation we learn many things regarding learning organisation. Learning organisation is very wider concept and learning helps organisation to achieve success and create new things. Learning organisation innovate things to world. In this assignment I also study learning organisation like SWA & Google. They are the main example of learning organisation these companies’ gives ideas & products. Because of their learning behaviour these companies get success and the growth rate of learning organisation never down because they change their policies when requires. It is good for companies so according to me every company became learning organisation .it is good for economy as well as companies and we get innovative things.
文獻綜述提到在研究了組織的整體概念之后，我們學到了許多關于學習型組織的知識。學習型組織是一個非常廣泛的概念，學習幫助組織取得成功并創造新事物。學習型組織創新世界。在這項任務中，我還研究了學習型組織，如SWA和谷歌。他們是學習型組織的主要例子，這些公司提供創意和產品。由于他們的學習行為，這些公司獲得了成功，學習型組織的增長率從未下降，因為他們在需要時改變了政策。這對公司有好處，所以據我所說，每一家公司都成為了學習型組織。這對經濟和公司都有好處，我們得到了創新的東西。

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