What began in 1948 as an organization to help develop "friendly relations" between member countries is now a global association with activities in 91 different countries and territories.
The founding members of AIESEC started to build the organization between 1946 - 1948, but a clear identity was defined in 1948 89 students participated in the Exchange Program in 1949 and Exchange was defined as the core activity of the organization. In the coming years more and more countries joined the network and AIESEC became global in a very short period by being present on all the continents.
The number of students and organizations involved in the exchange program grew rapidly and constantly, reaching 2467 exchanges by the end of 1960 and 4232 by the end of 1970.
Seminars were first introduced as part of trainees' reception experiences, in a proposal from AIESEC in Germany in 1961. It was well received by other countries, and a general set of seminar topics to be addressed was proposed and accepted. They were mainly economic in nature, and for the first time AIESEC was addressing specific issues in its activities-stated clearly in a non-political way.
At the 1974 International Congress in Bordeaux, an important motion was passed: the minimum length of an Exchange traineeship had to be 6 weeks. This measure improved the quality of our Exchanges.
In 1976 an International Theme Program was established that focused all international, regional, and local seminars on specific topics. This idea continued and grew through various stages.
After this the focus of the organization was on addressing global themes besides the traditional Exchange Program. Themes like International Trade, Management Education, Sustainable development, Entrepreneurship and Corporate Responsibility were discussed at local, national and global seminars.
In the late 90's the discussion about the relevance of the organization brought the Exchange Program on the main agenda and more and more effort was put in ensuring growth in this area.
Information systems were developed to make the process faster and easier. Insight I was launched in 1997 and Insight II in 2001. As the focus of the organization was the eXchange program again, the number of exchanges started to grow.
Looking for more relevance, nowadays AIESEC is the international platform for young people to discover and develop their potential. Our innovative approach to developing young people focuses on taking a proactive role, developing self-awareness and a personal vision, building networks, and developing capacity to drive change. We do this through an international platform of opportunities that provides over 5,000 leadership opportunities, 3,500 work abroad opportunities, 350 conferences, and virtual tools to build networks and later in 1949 at the Stockholm Congress.
Present in over 800 universities in 91 countries and territories, AIESEC, the world's largest student organization, is the international platform for young people to discover and develop their potential so as to have a positive impact in society.
Towards this aim, we provide 3,500 professional work abroad opportunities for university students and graduates, offer over 5,000 leadership positions to our members each year at all levels of the organization and we run more than 350 conferences. Together with a focus on building personal networks and exploring the direction and ambition of their future, AIESEC has an innovative approach to engaging and developing young people.
Our cooperating organizations, literally thousands from all sectors globally and more than 50 in Finland, look at AIESEC as a way to support the development of young people and to have access to high-potential young talent from around the world.
Our alumni are leaders within these organizations and their communities using the experience, skills, and increased vision that AIESEC gave...
... Organizations in the United States are constantly changing. Some are changing for the better and others are changing for the worse. Those that are successfully changing are most likely considered learningorganizations. These learningorganizations are constantly learning and incorporating new knowledge into their everyday work. They all have a lot in common in the way they go about their day to day and long term operations. I would like to discuss some specific organizations and why they are considered learningorganizations. Before examining a few organizations, lets look at what a learningorganization is and what some characteristics of learningorganizations are.
A learningorganization is one of any size that encourages an environment of learning and progress. An organization can come in many different forms. It can be a large business, a small local business with a few employees, a school or non profit organization. The vision may be the most important aspect of a learningorganization. Looking toward the future and constantly trying to improve and evolve will make a successful learningorganization. Richard Karash has said "A...
According to Peter Senge (1990: 3) Learningorganization are:
“…organizations where people continually expand their capacity to create the results 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 together”.
Senge argues that organizations should have the sort of culture which allows them to shape there own future to a far greater degree as been the case in the past. Organization must be constantly improving their performance and in order to do this both management and employees must be actively seeking ways in which they can improve performance.
Pedler et al (1998). defines a learningorganization as one that “facilitates learning of all its members and continuously transforms itself”.
Edgar Schein defines, “Culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic ‘taken for granted’ fashion an organization's view of its self and its environment.”
Organizational culture “is frequently described as a set of shared meanings that influence or determine behavior” (University of Sunderland Study Manual, HRM 325, pg. 446)....
January 7, 2013
A LearningOrganization is one in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really care about, (Smith, 2001). Many organizations are becoming learningorganizations because of the benefits associated with doing so. Several of the same organizations will require a cultural change in order to become a learningorganization. According to Smith (2001),
[l]earning organizations provide continuous learning opportunities, use learning to reach their goals, link individual performance with organizational performance, foster inquiry and dialogue; making it safe for people to share openly and take risks, embraces creative tension as a source of energy and renewal, and are continuously aware of and interact with their environment (p. 4).
Employees are able to see their value within a learningorganization. These individuals know and understand the organization is interested in not only its success, but in the development of its employees as well. In this assignment, two examples of learning...
...LearningOrganizations: Two Achievers
Tania M. Brown
Instructor Clifton Howell
January 28, 2013
LearningOrganizations: Two Achievers
A learningorganization is one, which facilitates learning and development of its employees, while continuously transforming itself. Organizational learning occurs with an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. The most successful learningorganizations perpetuate their advantage by encouraging people at all levels to collect information across all boundaries, being sure that information is shared, not forgotten, or hoarded, and encouraging casual information sharing as a way of organizational life.
Today’s workforce is more specialized than ever. Employers’ most talented people are in sales, manufacturing, engineering, and design and not in management. They have hidden talents and ideas that are not being utilized. High-impact learningorganizations unleash these experts and put in place programs to promote and reward even greater levels of expertise (Wilhelm, 2006). 3M and Microsoft are two organizations that have incorporated learning into their companies. In the process of doing so, it has made their...
...Learning Activity 5 – Final Project
Empire State College
BME-213704-01X-12SP2 - The LearningOrganization
Instructor: Prof. Pauline Chhooi
June 11, 2012
I was not aware that I was employed by a learningorganization until I took this course. A learningorganization is one that encourages and promotes learning at all levels to empower employees and for the overall betterment and success of said organization. A learningorganization is also one “where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” (Senge, 4) The learningorganization I am employed by is a non-profit agency that provides care, in a residential facility, to mentally challenged adults who are referred to as Individuals. The staff at a residential facility comprises of the Supervisor, Assistant Supervisor, Direct Care Counselors (DCC), Cook and Maintenance.
All Supervisors and DCCs are required to attend mandatory trainings such as CPR, First Aid, Automated External Defibrillator (AED), Approved Medication Administration...
...1. Give 3 definitions of LearningOrganization
* A learningorganization is an organization, which facilitates the learning of all its members and continuously transforms itself. ( Pedler, Boydell and Burgoyne, 1992)
* A learningorganization has managers who create an environment where the behaviors and practices involved in continuous development are actively encouraged. (Honey, 1996)
* An organization in which learning is valued, and consciously managed and supported. A learningorganization develops and uses the knowledge, skills and experience of those working within it and around it, to change the way in which things are done. (Lewis, 1996)
2. Give 5 assumptions of LearningOrganization
There are many assumptions behind LearningOrganization. One of them was learning is a good thing. It will improve the quality of learning by individuals will give a positive effect to the organizations. Besides that, learning needs to be planned. Plan helps to increase the quality and quantity of learning. Staff learns the required behavior and not unwanted behavior. Other than that, team learning is easier to sustain. Individual learning...
...information so important in a learningorganization as compared to an efficient performance organization? Discuss how an organization’s approach to information-sharing might be related to other elements of organization design, such as structure, tasks, strategy, and culture.
Shared information is so important in a learningorganization as compared to an efficient performance organization because in a learningorganization it promotes communication and collaboration so that everyone is fully engaged in identifying and solving problems, enabling the organization to continuously experiment, improve and increase its capability (Daft, 2010, p.31).
A learningorganization follows a horizontal structure which disbands the vertical structure by flattening the distance between managers a the top of the organization and putting emphasis on self-directed teams which include members from several functional areas creating less boundaries (Daft, 2010, p.31).
In a learningorganization, employees play a role in the team or department and roles may be continually redefined or adjusted. There are few rules and knowledge and control of tasks are located within the group. Information within a learningorganization serves a distinct and separate...
My philosophy is that a learningorganization focuses on innovation through an understanding of the culture and knowledge of its diverse employee base. The learningorganization concept was coined through the work and research of Peter Senge and his colleagues. It encouraged organizations to shift to a more interconnected way of thinking. Organizations should evolve into communities therefore employees will feel a commitment to it. In that way my philosophy of learningorganizations align with human relations theory, focusing more on the individuals in a workplace than the rules, procedures and processes. A human relations theory provides communication between employees and managers, allowing them to interact with one another to help make decisions. The focus of this style is creating fulfilled, productive workers and helping workers invest in a company. Like human relations theory, the learningorganization mindset postulates that employees work harder for an organization they are committed to. In that lies the HRT and LO limitations or defects, as numerous assumptions and observations are made about behavior without often a scientific basis. For example the Hawthorne study showed "that the performance of workers had little relation to ability and in fact often...