Resource Number 1
(2002). In Exhibit 2: Creating training programs that foster Organizational Learning.
Retrieved from Academic Business Premiere.
Human subjects involved. There were no human subjects involved throughout this
narrative.
Purpose of the Study. The premise of this article is designed to briefly strategize and
define behavioral outcomes of the corporate/managerial environment. Throughout the discussion
of the article, a manager was identified to have excluded training classes from his strategical
expectations plan. The articles outlines why there is to be no utility gained from that active
managerial decision. Increasing organizational learning of the basis of programs they have
instilled includes providing feedback from key subordinates, peers and superiors on actual
performance in contrast to the desired and expected behaviors. The article continues to develop
pointers to maximize the applicability and the overall benefit to creating a training program by
assimilating transitional objects that facilitate the recognition and adoption of new behaviors
(Exhibit 2, 2002).
Author’s credentials and position. No author was named in the extract from Improving
Management Development’s contribution to organizational learning.
Findings of the study. It was discovered that ensuring a training program is in place to
foster organizational learning is integral to the success in social dynamics of the corporations that
chose to utilize that as a tool. Increasing organizational learning of the basis of programs they
have instilled includes providing feedback from key subordinates, peers and superiors on actual
performance in contrast to the desired and expected behaviors. The article continues to develop
pointers to maximize the applicability and the overall benefit to creating a training program by
assimilating transitional objects that facilitate the recognition and adoption of new behaviors
(Exhibit 2, 2002).
Textual verbiage outlines that effectivity that managers may assume to have in their
organization, is in all actuality held to their standards measured within their context and models.
Behavioral models change frequently and as they are changing to accommodate technological
advances and modern day approaches, so must managers with their outlooks to adapt to the
changes implemented. The article also directly references that “careful delineation of new
behavioral models, coupled with feedback assessing the new behaviors from associates is
especially useful for dispelling misconceptions and clarifying behavioral strengths and
weaknesses relative to the requirements of the new model” (Exhibit 2, 2002).
