Course Schedule

Organisational Learning, Training Management


  • Explore the factors that influence the reshaping of employees, workplaces and organizations from a learning perspective.
  • Critically analyze and apply different theories of learning at individual and organizational levels.
  • Reflect on personal learning and development strategies, approaches and preferences in relation to organizational and individual needs.
  • Analyze and evaluate knowledge management strategies in work organizations.
  • Plan and develop strategies and management practice for building learning organizations.

The theory and practice of learning

  • Indicative content:
  • Reflecting on and analysing learning approaches;
  • Learning as change; change as learninG
  • Learning as research; research as learning
  • Human Development (change and learning as life stages)
  • Learning to learn

Organizational learning (1) – formal learning in (for?) organizations

  • Indicative content
  • Skills and competences
  • What ‘skills’ and abilities do we need now? What will we need in the future?
  • Education and training; lifelong learning; learning for employability
  • Employee/management development
  • Learning ‘outcomes’ at work; competency approaches to learning

Organizational learning (2) – informal/less formal/individualized learning in organizations

  • Indicative content
  • It is not always easy to differentiate (objectively) between informal and formal learning (as was also suggested in day 2 regarding tacit knowledge and learning).
  • Today we’ll focus more on social learning (Socialization, enculturation etc) and development (professional and personal). This will relate more to informal aspects of learning (and tacit knowledge in organizations). Key concepts here include: Work-based learning (although this also relates to NWBL from yesterday); situated learning; communities of practice; narrative and storytelling.

Learning organisations – organisations as learners

  • Indicative content
  • Defining and creating learning organizations
  • Action learning as organizational learning
  • Transforming learning philosophies into practical reality – management practice as
  • learning practice
  • Unlearning

Managing learning and knowledge management: Maintaining and enhancing the learning organization

  • Indicative content
  • Reflective practice
  • Action Research
  • Policies, strategies and practice in learning organizations
  • Internship; Apprenticeship
  • Tactical management
  • Designing programs for effective learning
  • Integrating formal and informal learning at organizational level