文献综述范文：Learning Organization: Literature Review

学习型组织：文献综述范文。本文是一篇留学生论文文献综述写作范文，主要内容是讲述学习型组织是一个不断扩大其创造未来能力的组织。对于这样一个组织来说，仅仅生存是不够的“生存学习”或更经常被称为适应性学习是重要的，确实是必要的。但对于一个学习型组织，适应学习必须与“生成性学习”相结合，以增强我们的创造能力。在学习型组织中，人们不断扩大自己的能力，创造他们真正想要的结果，培养新的和扩展的思维模式，释放集体愿望，人们不断学习看到整体，聚集在一起。下面就一起来参考这篇文献综述写作范文的全部内容。

Introduction of learning organization 学习型组织介绍
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 学习类型
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.
第一层：-学习事实、知识、流程和了解情况程序，以了解变化较小的地方。             
第二层：-学习可转移到其他情况的新工作技能适用于需要改变现有反应的新情况。在这里，引入外部专业知识是一个有用的工具。             
第三层：-学习采用适用于更动态的情况，其中解决方案需要开发实验，从成功和失败中汲取经验教训是这里的学习模式。             
第四层：-学习是关于创新和创造力，设计未来，而不仅仅是适应未来。这是挑战假设和重新定义知识的地方。
Characteristic of a learning organization 学习型组织的特征
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.
学习文化：一种组织氛围，促进学习。与创新相关的特征有很大的相似性。             
过程：-鼓励跨边界交互的过程。这些是基础设施、开发和管理流程，而不是业务运营流程。             
工具和技术：帮助个人和小组学习的方法，如创造力和解决问题的技术。             
技能和动机：-学习和适应。
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.
《学习型组织的艺术与实践》和《第五学科领域书：构建广告盈利组织的策略和工具》解释了五个学科，在引入此类组织时必须加以整合。
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.
系统思维：-能够看到全局并区分模式，而不是将变化概念化为孤立事件系统思维需要另外四个转变：从不关联到相互关联到整体，从将我们的问题归咎于外部，到认识到我们如何操作我们的行动可能会产生问题。
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.
个人掌握：-从“致力于终身学习”开始，是学习型组织的精神基石。个人掌握包括更加现实，专注于成为可能的个人，并努力在职业生涯中获得承诺感和兴奋感，以促进潜力的实现。
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：-必须对其进行管理，因为它们确实阻止了新的、强有力的见解和组织实践的实施。这一过程始于自我反思，发掘根深蒂固的信仰结构和概括，并理解它们如何极大地影响我们自己生活的方式。在实现和关注开放性之前，真正的变革永远无法实现。
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，因为它始于员工个人的愿景，他们可能不同意领导者的愿景。所需要的是一个真正的愿景，在好的时候和坏的时候都能激发承诺，并有能力将组织团结在一起。
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.
团队学习：-很重要，因为目前，现代组织是在团队合作的基础上运作的，这意味着如果团队成员不一起学习，组织就无法学习。这是一个发展能力的过程，以创造期望的结果，心中有一个目标，并共同努力实现它。
Review of literature 文献综述
The literature I reviewed about learning organization fell in to these categories: 我回顾的关于学习型组织的文献分为以下几类：
The “founders” “创始人”
Real world definitions and critiques 现实世界的定义和评论
Promoting continuous improvement, innovation, stakeholder collaboration 促进持续改进、创新和利益相关者合作
Organization learning and organizational outcomes 组织学习和组织成果
Today’s approaches for building organization learning 当今构建组织学习的方法
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.
帮助创建和传播这一概念的学习型组织的概念在哪里。在文学和与实践者的对话中，作者的名字一次又一次地出现在各种方法的“创始人”中，他们是彼得·森加、克里斯·阿吉里斯，唐纳德·肖恩和玛格丽特·惠特利在本节中还强调了沙娜·拉特纳对20世纪后半叶学习方法的根本转变的描述，这种转变导致了现有的新领域，如组织学习。       
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·森格被大多数人认为是组织学习的“父亲”。森格是剑桥咨询公司创新协会的董事，为南非等全球变化中心的政府和教育领导者提供咨询。森加对增长和繁荣的宣传对当今的商业领袖具有强烈的吸引力。麻省理工学院组织学习中心成立于1990年，有18家公司赞助，包括at&t、福特、摩托罗拉和封建快递。在森加和他的同事的帮助下，每个人每年捐款80000美元创建学习型组织试点项目。
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.
森加通过将它们结合起来创造了一些新的、强大的东西。不幸的是，乍一看，这些想法似乎模糊不清。因此，在购买这本书的众多人中，只有一小部分人读过这本书，只有一小部分人实现了它的想法。为了让经验丰富的管理人员更容易获得学习，森加和几位联合顾问发表了。第五个学科领域的书，“实践”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.
《实地考察手册》解释说，任何想要成为学习型组织的一部分的人都必须首先经历个人的变化。这意味着，如果团队中的一些成员喜欢告诉人们该做什么，并且忙于倾听，他们必须愿意改变自己。森加和他的同事们与组织进行了磋商，在组织中，他们精心制定了一套个人意识练习，名称包括对话、容器和影响力阶梯。
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·阿吉里斯还因传播关于“现在学习可以提高组织发展成功”的开创性思想而受到称赞。他可能以区分挑战现状的学习而闻名，称为单循环学习。
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.
双循环学习依赖于员工在工作场所寻求透明度和个人责任的内部承诺。对于单循环学习，人们很好地被编程为相信透明度和真相是好主意，但只有在它们没有威胁时，他在这篇文章《阻碍学习的良好沟通》中说，阿吉里斯说，新的但现在很熟悉的公司沟通技术，如焦点小组、调查、通过四处走动进行管理，可以阻碍组织学习，即使它们有助于解决某些问题。他解释说，这些技巧通过鼓励员工相信他们的正确角色是批评管理层，而管理层的正确角色则是采取行动并纠正任何错误，从而促进防御行为。他建议管理者鼓励员工不断地、创造性地思考组织的需求。通过将这些想法应用于个人或团队绩效评估，管理者可以激励员工增加对持续非常规学习和实施战略的承诺。
Donald A. Section 唐纳德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.
在大约40年的时间里，唐·肖恩在组织学习领域撰写并咨询了许多肖恩的见解，尽管在管理文献中没有区分，但仍然对组织学习的概念化有重要影响。
肖恩的工作可以分为四个主题：（a）他将探究视为行动中的反思。（b） 在组织中构建学习辩证法（c）学习如何学习的实践，以及（d）他致力于一种新的教育范式，教实践者如何在行动中反思。
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.
与当前有关组织学习的文献相比，肖恩对知与行的深度整合可以被视为开创性的工作。随着时间的推移，必须有关于组织学习的文献。根据肖恩的方法，行动和反思应该同时发生，这样学习就必然体现在具体的情境中。
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.
有人评论说，肖恩没有强调，人们很少就自己的原则和行为之间的不匹配寻求反馈。“事实上，这种学习可能非常有用。
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).
玛格丽特·怀特利：玛格丽特·惠特利（Margaret Whitley）的《领导力与新科学：从有序宇宙中学习组织》一书被公认为引入了一种新的组织发展范式，涉及社会的“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.一切都是一个不断发现和创造的过程。
Life uses messes to get well ordered solutions.生活用混乱来获得有序的解决方案。
Life is intent on finding what works, not what is right.生活的目的是找到有效的，而不是正确的。
Life creates more possibilities as it engages with opportunities.生活创造了更多的机会，因为它与机会相结合。
Life is attracted to order.生活被秩序所吸引。
Life organizes around identity.生活围绕着身份而组织。
Everything participates in the creation and evolution of its neighbours.一切事物都参与其邻国的创造和演变。
Reflecting on her Wheatley vividly demonstrates how organization is living entities and that learning and change strengthen their structure and their communities.
通过对她的反思，惠特利生动地展示了组织如何是活的实体，学习和变革加强了他们的结构和社区。
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是一个关于我们如何学习的新老答案：-Shana rasher 1997年的“学习社区中的新兴问题”对20世纪后半叶学习方法的根本转变进行了深刻描述，这一转变正在产生现有的新领域，如学习、协作学习和组织学习。这一转变，从将学习视为一种交易，转变为学习过程。这种转变消除了教师与学生的分离，取而代之的是教师与学生之间的对话，以鼓励共同负责学习和成长。
Old and new answers to how we learn (ratner 1997)我们如何学习的新旧答案
Old answer 老答案
New answer    新答案
Knowledge is thing that is transferred from one person to another. 知识是从一个人传递到另一个人的东西。
Knowledge is objective and certain. 知识是客观和确定的。
Learners receive knowledge. 学习者接受知识。
We all learn in the same way. 我们都以同样的方式学习。
Knowledge is a relationship between the knower and the known: knowledge is created through this relationship.  知识是知识者和已知者之间的关系：知识是通过这种关系创造的。 
Knowledge is subjective and provisional.  知识是主观的和临时的。
Learners create knowledge.  学习者创造知识。
There are many different learning styles. 有许多不同的学习风格。
                                                                                                                          
LEARNING ORGANIZATION 学习型组织
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——西南航空公司从内到外建立了自己的文化和声誉。它重视一个快乐的员工队伍，并相信其3200名员工将保持客户回来。西南航空的领导层，包括联合创始人兼现任董事会主席赫伯特·D·凯莱赫和总裁科琳·巴雷特，从一家小型的三喷气式航空公司开始，就依赖于公司价值观——关注、尊重和关心员工和客户。       
Company Consider Learning Organisation because of following reason:- 公司考虑学习型组织，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.
公司必须提供一定程度的知识和信息，使员工“像所有者一样行事”。西南航空公司通过互联网提供每日新闻更新；首席执行官每周为所有员工记录一条电话信息，公司传达详细的财务信息，称为“了解季度收益分数”。西南员工持有超过14%的已发行股份。
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.
西南航空每天通过互联网上的新闻与员工沟通，每周通过电话新闻线，每月通过32页的杂志，每周季度通过一系列市政厅会议，每年通过《金融知道分数》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.
传播者必须塑造其企业文化，使员工了解他们的行为如何影响组织的判断。西南航空公司在其每月的新闻信《LUV Lines》中介绍了被同行提名为“Wining Spirit”的员工。这些杰出的员工正在模拟为客户或跟随员工带来非凡与普通体验的行为类型。
Learning excellence: Southwest Airline approach 学习卓越：西南航空公司方法
A bias for action  对行动的偏见
Close to customer  接近客户
Autonomy and entrepreneurship 自主性和创业精神
Productivity through people. 生产力是通过人来实现的
Hands on value driven 实践价值驱动
Stick to the knitting 坚持编织
Simple from lean staff 来自精干员工的简单
Simultaneous loose tight properties 同时具有松紧特性
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场最成功的航空公司之一，也是许多其他低成本航空公司的榜样。像瑞安空气和轻松设置。
Five specific elements of southwest Airline are strategy, structure, processes and reward. 西南航空公司的五个具体要素是战略、结构、流程和奖励
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：西南航空公司有开放的传统。赫伯·凯莱赫（Herb Kelleher）在酒吧里呆到凌晨四点，让一名技工听他说些什么。激励员工提出想法，并从管理层那里获得所有必要的支持，尝试不同的东西。机上安全演示，已变成一个完整的行为，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.
除了通常的二级就业福利之外的奖励，如免费机票、利润分享等。西南航空公司有另一种通常的方式来关注他们的员工。在达拉斯洛夫菲尔德机场的西南航空公司总部大厅里，有一个大港口正在倒塌，混乱不堪。西南航空公司的员工是我们已经成为什么和我们将成为什么的“创造者”。我们的员工将一个想法转变为一个传奇。这个传奇只有在得到滋养的情况下才会继续成长。
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拥有自己的“人民大学”，每年培训25000名新员工。招聘的选择标准更多地基于态度而不是知识。因此，SWA现在被视为美国的朋友名单航空公司。
The three important factors-these are those factor that show how SWA manager to keep the spirit high 三个重要因素，这些因素显示了SWA经理如何保持高昂的精神
The relationship between management and workforce. 管理层与员工之间的关系
The training at university for people decreases hierarchical thinking. 大学对人的培训减少了等级思维
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·凯莱赫，SWA创始人之一，也是公司的重要领导者。他的远见、幽默感和动手精神对西南威尔士大学的全体员工都是非常鼓舞人心的。
Suggestion to SWA 对SWA的建议
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.
以利润分享、奖金和一揽子计划等形式给予奖励，同时也激励员工             
在研究了整个组织之后，我了解到，在激励问题上，公司应该有良好的领导力             
赫伯·斯瓦没有一个像他一样的领导者，所以公司应该努力让他成为一个领导者，这对公司有很大帮助。
Reason of Google as learning organisation-谷歌成为学习型组织的原因-
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.
谷歌是当今商业界最引人注目的公司。正如IBM和可口可乐在年轻时是“最好的公司”，现在每个人都想效仿谷歌。
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，从我们的研究中可以明显看出，谷歌在很大程度上依赖创新来发展。这些公司雇佣“最优秀和最聪明”的员工，并创造了一个任何X和Y代员工都羡慕的工作环境。政府自助餐厅、灵活的工作条件和20%的政策，使每个员工每周最多有一天时间从事自己的特殊创新项目。如今，很少有公司能负担得起在每位员工身上挥霍这些奢侈品。
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，公司还建立了产品创新文化。今天，谷歌提供了数十种新产品和服务，鼓励工程师不断更新。鼓励在其他工程师产品中发现缺陷的工程师检查代码行并提出修复建议。
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)
而大多数“新产品“谷歌从未成为市场领导者，但有些人却成为了。谷歌金融、Goggle地图和Gmail都是以强大的竞争优势进入市场的产品。通过创新和强大的执行力，这些产品中的每一个都在短时间内占据了巨大的市场份额，当公司看到通过收购进入市场的巨大机会时，谷歌就采取了行动。”
Following are the points that consider Google as learning organisation very truly- 以下是将谷歌视为学习型组织的要点：
Greater Motivation 更大的动力
The Workforce Is More Flexible.劳动力更加灵活
People Are More Creative.人们更有创造力
Improved Social Interaction.改善社会互动
Knowledge Sharing.知识共享
Interdependency 相互依赖
The Breakdown of Traditional Communication Barriers.打破传统的沟通障碍
Customer Relation.客户关系
Information Resources 信息资源
Innovation & Creativity 创新与创造力

Suggestions-建议
Google should level out the workload 谷歌应该平衡工作负荷
Use only reliable, thoroughly tested technology that serves you people & processes 仅使用可靠、经过彻底测试的技术，为您的人员和流程服务
Make decision slowly by consensus through considering all the option and implementing the decision rapidly.通过考虑所有选项并快速执行决策，以协商一致的方式慢慢做出决策。
Introduction to 3M-3M简介
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，我们将富有想象力的思维与基于科学的技术结合起来，创造全球知名的产品。我们在医疗保健、安全、办公产品和交通运输等众多市场处于领先地位。我们的秘密是什么？很简单：我们通过一系列技术解决现实问题，以满足客户的需求。领导这一过程的是一些世界上最优秀和最聪明的员工，他们都致力于创新和卓越
Learning environment of 3M 3M的学习环境
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是一个学习型组织，致力于持续改进公司的成果和每个人的绩效。学习环境不仅仅是一个全面的培训计划。这是一种哲学，认为学习是每个员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.
持续学习为所有员工提供了实现其潜力的更大机会。在学习环境中，员工的角色是持续学习者，管理者的角色是加强学习并为学习行为建模，公司的角色是创建一个允许跨职能知识共享的系统。
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支持通过在职培训、传统教室设置、在线学习和实践功能交流进行学习。每位员工都对自己的个人成长计划负责。我们致力于学习的目标是让员工了解他们的行动如何为3M的成功做出贡献，并做出决策，就像他们拥有企业一样。
Findings:-调查结果：
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.
员工认为，作为学习框架的奖励制度对学习环境有很大影响。             
努力和回报之间存在公平/平衡。             
在SWA组织中，每年培训新员工。             
在SWA组织中，招聘的选择标准更多地基于态度而不是知识。             
在谷歌组织中，为了提高员工的激励水平，向员工提供货币或其他激励。             
在3M组织中，员工与管理者之间的关系良好。员工感觉他们在安全的环境中工作。
Conclusion 结论
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.
文献综述提到在研究了组织的整体概念之后，我们学到了许多关于学习型组织的知识。学习型组织是一个非常广泛的概念，学习帮助组织取得成功并创造新事物。学习型组织创新世界。在这项任务中，我还研究了学习型组织，如SWA和谷歌。他们是学习型组织的主要例子，这些公司提供创意和产品。由于他们的学习行为，这些公司获得了成功，学习型组织的增长率从未下降，因为他们在需要时改变了政策。这对公司有好处，所以据我所说，每一家公司都成为了学习型组织。这对经济和公司都有好处，我们得到了创新的东西。

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