建立组织学习系统的10大策略(10 strategies for building an organizational learning system).docVIP

建立组织学习系统的10大策略(10 strategies for building an organizational learning system).doc

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建立组织学习系统的10大策略(10 strategies for building an organizational learning system)

建立组织学习系统的10大策略(10 strategies for building an organizational learning system) First, the development of modular, reusable learning content Organizational learning is changing to instant learning, and learning is more closely associated with business, and the process of organizational learning becomes faster. Learning content that improves employee performance must also become more concise. CISCO Systems Inc., AutoDesk, iPlanet and other famous companies, puts forward the concept of reusable learning objects, and on the basis of the development of learning content, content and modular training courses will be divided into many small chunks of the part can be applied, can also be customized courses combined with other parts. Through optional learning, training can be carried out in stages and can be determined according to individual needs. When learning objects combine with a skill evaluation system, learners sometimes jump to learn without having to learn many of the things they already know well. For example, the universal Power Systems Company clearly lists the knowledge required for each business, including a detailed description of the knowledge structure needed by different categories of employees. CISCO has divided its product knowledge to help employees quickly identify their skills defects and quickly acquire the necessary knowledge (Manville, 2001). After applying modular learning content, the learning style becomes shorter and more concise and can be segmented and assembled as needed. Whats more, these means that the content of each block of learning can be reused. For example, for the companys internal staff training can also be applied to customer training, management training can also serve as front-line staff skills training, speech training management personnel can be targeted to specific audience comment analysis training into split, common problems (FAQs) training for knowledge can be turned into a new employee recognition project (Manville 2001). Tw

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