【作者】 刘伟；

【导师】 章仁俊；

【作者基本信息】 河海大学 ， 产业经济学， 2003， 硕士

【摘要】 21世纪是一个变革的世纪，学习不仅是时代的主旋律，而且是创造未来的必由之路。彼得·圣吉以系统动力学为理论基础，融合了多项出色的理论、方法与工具，演绎了学习型组织的蓝图——圣吉模型，提出了系统思考以破解当代片段思考的危机，并以系统思考为框架，将其它四项修炼(自我超越、改善心智模式、建立共同愿景、团队学习)贯注其中。 学习型组织的创建本身就是一个系统，它几乎囊括了企业管理中所有的重要内容，如人、组织、决策、沟通、技术等。因此，它不是一个一蹴而就的项目，而是一个持续的修炼过程，是一项系统工程。创建学习型组织需要解决三个大问题：调整组织结构、更新观念、引入创新机制。 全文共有五章。第一章，介绍了学习型组织的理论基础、特征、时代意义及构建模型，并对三种模型进行了比较分析，找出了更适合我国的创建模式——圣吉模型。第二章，分析了微软公司和通用电器公司创建学习型组织的实践，并借鉴其成功经验。第三章，在对我国创建学习型组织的现状，存在问题及原因进行分析的基础上，介绍了海尔集团和莱芜钢铁集团创建学习型组织的实践。第四章，介绍了几种学习型组织的评价体系，并运用其中一种对同济大学函授与教育学院的创建情况进行了测评；从经济学的角度对学习型组织进行了分析。第五章，对我国学习型组织的内部条件、创建步骤和具体方法进行了探讨，从实施机制的角度对我国创建学习型组织进行了理论上的探讨。更多还原

【Abstract】 The 21th century is one which is full of challenges and opportunities. Study is not only the main melody of this age, but also the merely path of creating the future. Theoretically, based on the systems dynamics, P.T.senge has fused various kinds of excellent theories, methods and tools, and has deduced the blue print of learning organization-Senge model. He has also put forward systems thinking to solve the crisis of modern slice thinking. Based on systems thinking, he has brought the other four disciplines (Personal Mastery, Improving Mental Models, Building Shared Vision and Team Learning) into it.The building of learning organization itself is a system which includes nearly all important factors in business management, such as person, organization, decision, communication and technology, etc. Therefore, it is not a project which can be finished in one day, but a system project which needs a continuous discipline course. It is necessary for building learning organization to solve their major problems, to adjust the structure of the organization, to renew ideas and to introduce creation mechanism.There are 5 chapters in this paper.Chapter 1, The basis, characteristics, the meaning of the age and the formation model of learning organization are introduced. Three types of models are compared and analyzed. Building model-Senge Model, which is more fit for China is discovered. Chapter 2, The practice of building learning organization by Micro-soft Company and GE are analyzed. Their successive experiences are used for reference. Chapter 3,Based on the analyses of the present situation the existing problems and reasons of building learning organization in our country the practice of building learning organization in Haier Group and Laiwu Steel Group is introduced. Chapter 4, Several kinds of evaluation systems of learning organization are introduced. One of the systems is used to measure the building of learning organization in the Correspondence and Education Institute at Tongji University. Economic analyses on learning organization are carried out. Chapter 5, The internal conditions, building steps and specific methods of learning organization in our country are discussed in this chapter. From the point of view on practical mechanism, how to build learning organization in our country is theoretically discussed.更多还原