The Role of the Manager in the Learning Organisation
Senge (1990) argues that the role of the Manager in the Learning Organisation is that of a designer, teacher, and steward who can build a shared vision and is responsible for learning. The Manager is responsible for building organisations where people are continually expanding their capabilities to shape their future. Relationship between Strategy and Learning Organisation
Mintzberg (1987) says “the key is not getting the right strategy but fostering strategic thinking”. Learning should be embedded in any organisational strategy in order to survive.
The key ingredient of the Learning Organisation is in how organisations process their managerial experiences. The ability of an organisation is not measured by what it knows which is the product of learning, but rather by how it learns which is the process of learning. Case Study: ABN AMRO Bank ABN AMRO – An Introduction
Netherlands' former two largest banks Algemene Bank Nederland (ABN) and Amsterdam-Rotterdam Bank (AMRO) merged to form ABN AMRO Bank in 1991. ABN AMRO is an international bank with roots stretching back to 1824. ABN AMRO ranks eighth in Europe and 13th in the world based on total assets. ABN AMRO is Holland’s leading bank operating over 800 offices in Holland together with 2,600 worldwide offices in 75 different countries with over 110,000 employees. Concept 1: Continuous Improvement A Learning Organisation The ongoing success of ABN AMRO is attributed to its commitment towards employee learning and personal development; learning is a major priority for the organisation. Being a dynamic and a fast growing organisation, there is the need for staff flexibility, staff mobility and staff adaptation to new technologies, practices, situations and challenges. In order to support the personal development and career development of employees, ABN AMRO offer continuous learning programmes such as: Job-related training Induction programmes to help new employees integrate into the new work environment In-house training seminars In-house training programmes External courses Coaching/mentoring programmes Short term assignments in overseas offices
Management programmes Leadership programmes Development Programmes Structural talent management & succession planning Management and leadership programmes Full range of training for new and diversified products Internal mobility programme to encourage horizontal moves across business units for more challenging roles and opportunities.
Learning is an investment and an ongoing process in ABN AMRO adding value both to the organisation and to its employees. e-learning e-learning is a training channel which is effectively utilised by ABN AMRO. "We need to make training accessible to people when and where they need it... Our multimedia training is available in every city where we have people... We’re very close to implementing intranet-based systems to bring training to people’s desks" said Judi Davenport, Director of Training (Aggressive training key to ABN AMRO acquisition success, Undated). e-learning is an innovative learning solution and is the only way forward for a global Learning Organisation such as ABN AMRO where staff is deployed worldwide. Continuous improvement is achievable through the continued upgrading of the organisational Total Quality Management practices as an ongoing learning experience. TQM can be achieved by having a knowledgeable workforce who continuously strives for self-improvement and through personal development for the benefit of both the organisation and its employees. | 
