From Organizational Learning, Corporate Training

This paper is intended to establish a bridge between the organizational learning (OL) theory and the training theory, and to analyze the relationship between OL process and training based on their common factors. First, by summarizing the OL and training theory, the article clarifies their definitions and analysis frameworks. On the base of that, the author finds two common factors and analyzes their links with OL and training both in theory and by cases. Then the author proves several characteristics of training in the perspectives of OL mainly by cases. And the author finds seven brand-new clues for the problems that enterprises do not have enough training and therefore, the ways to solve it based on those characteristics. At the end of this paper, it also offers a new tool, OTM (organizational training maturity), to measure the training's status, hoping it can prove helpful for enterprises to find out shortages in their trainings. The paper contributes a new approach to find out shortages in training and a new way to think about it.The article's framework and corresponding contents are as follows:Chapter 1 is an introduction. After a brief summarization of current research of OL, this chapter explains the meaning, the framework, and the originality of this paper.Chapter 2 is to clarify the definition and the framework of OL. Accompanied by chapter 3, it can give a support to the successive analysis.Chapter 3 is to clarify the definition and general measures of training.Chapter 4 has two parts. The first one concerns OM (organization memory), in which its meaning, components, and relationship with OL and training are explained. The second part concerns trust and its meaning and impact upon OL and training are explained.Chapter 5, following the principle of tactic subordinating process, shows the characteristics of scope, profundity, quantity, and quality of training from the perspective of OL. Then the author employs these results to find out several shortages in enterprise trainings.Chapter 6 offers a new tool for evaluating enterprise training and explains how to employ it by a case.