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LEARNING ORGANIZATION

LEARNING ORGANIZATION. Portfolio Project Howard L. Roberts MSM 620, WK 4, 4.3 07 April 2012. AGENDA. Organization Researched Organization’s Mission Organization’s Customer Base Organization’s Character Index (OCI) Leader’s Role in Learning Goals of Learning Learning Effectiveness

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LEARNING ORGANIZATION

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  1. LEARNING ORGANIZATION Portfolio Project Howard L. Roberts MSM 620, WK 4, 4.3 07 April 2012

  2. AGENDA • Organization Researched • Organization’s Mission • Organization’s Customer Base • Organization’s Character Index (OCI) • Leader’s Role in Learning • Goals of Learning • Learning Effectiveness • Past, Present & Future Learning • Learning Into Strategy • MCX & Changes • Conclusion • References

  3. Portfolio Project ORGANIZATION RESEARCHED • The Marine Corps Exchange (MCX) as operated by the Marine Corps Community Services (MCCS), Joint Base Myer-Henderson Hall, Arlington, Virginia • MCX is in phase five- becoming an institution according to the organization life cycle

  4. Portfolio Project MCX’s MISSION STATEMENT • To enhance the quality of life of our customers by providing programs, products, services, and values that far exceed their expectations, and thrills them to come back again and again. By doing so, we earn credibility, loyalty and services for our Marines and fellow Service Members

  5. Portfolio Project MCX’s Vision • To be the Marine Corps’ best full service shopping location by providing Core Brands at Corps Values, quality service and making a positive contribution to the community & environment

  6. Portfolio Project The MCX’s Customer Base: The MCX offers tax free clothing, appliances, and limited groceries to over 22,000 active duty and retired Service Members and their families

  7. Portfolio Project Organization’s Character Index (OCI): • The MCX is extroverted in that it will change in response to external forces, and looks outside for solutions to best business practices, and internal for suggestions. • Organizational Life Cycle- Phase Five: An Institution (The MCX has existed in some way shape or form for over 200 years serving customer base)

  8. Portfolio Project LEADER’S ROLE IN LEARNING: “…emphasize the need for learning and its impact on recognizing and responding to customer needs, trends, and adjusting to discounts driven by market competition.”

  9. Portfolio Project LEADER’S ROLE IN LEARNING: - Resist desire to control and build foundations to learn • Forward thinking towards elevating the MCX to new levels of excellence • Continuous evaluation and improvement of standards and processes to raise organization performance • Review recent performances for improvement and learning towards strategy & initiatives for the next decade • Remove obstacles to learning

  10. Portfolio Project Goals for Learning: • MCX system was restructured in 2011 to align with industry best in class • Serve customers best • Store & Program development were separated • Restructure allows growth, efficiency and consistency • Enhance the skills of Sales Managers • Keep employees in step with latest industry trends • Training geared towards being up to date to use the latest IT systems • Training/Learning geared towards long-term development, strategy, vision & effectiveness

  11. Portfolio Project Learning Effectiveness: (while difficult to measure, can be seen in good customer service surveys and profit margins) • MCX system is abreast of latest industry trends • High customer satisfaction rates • MCX store was ranked 7th of 20 in 2009 & 2011 • MCX store was ranked number 1 in the following categories: - Male & Female apparel - Gifts - Luggage - Ready-to-wear - Consignment Jewelry

  12. Portfolio Project Past, Present & Future Learning • Leadership Skills for Managers (LSFM) • One time for managers, supervisors and selected employees being groomed for these positions • Four (4) day course by Local Command Course Manager

  13. Portfolio Project Past, Present & Future Learning • Marine Corps Community Services (MCCS) Managers’ Course • Focuses on major duties and tasks • Analyzing customer experiences, developing internal standards/procedures. Effective advertising/promotion. • Every two years for Managers • Four (4) day course

  14. Portfolio Project Past, Present & Future Learning • Executive Strategic Business Planning (ESBP) • Strategic level planning/thinking • Review national chain store case studies • Applying information to local MCX • Every two (2) years for Installation Commanders & MCCS senior leadership (Directors) • Four (4) day course

  15. Portfolio Project Past, Present & Future Learning • Retail Excellence (partnership w/ Penn State University’s Business Department to learn how to best serve customers through strategy, sale promotion and visual merchandizing) • Understand retail industry and trends • Learn how to run a store in the most effective way • Identify strategic direction and competition • Lead in a retail environment • Coach and develop retail employees • Manage a customer focused store and techniques for visual merchandizing • Increase customer satisfaction and measures of success • Understand the changing retail environment

  16. Portfolio Project Retail Excellence ( Pen State) • For MCCS, MCX Heads of Retail, Store and Division Sales Managers • Five (5) day course at Penn State University

  17. Portfolio Project Future Learning: • Retail Math (covering mathematical factors relating to profits in the intensely competitive retail market today) • Retail pricing, initial markup, retail price changes, cumulative markup, stock shortages/overages, gross margin, gross margin return on investment (GMROI) and gross margin return on square feet (GMROF) • For Retail Managers, MCX Buyers, Assistant Buyers, and Data Technicians • Four (4) day course

  18. Portfolio Project Future Learning: • Training centered on understanding coaching/development, retail trends and the competition (Macy’s, Nordstrom, Wal- Mart, Target, Best Buy are competitors in close proximity. • Studies of local mini-marts (incorporate best practices into MCX practices: gas + food at one location etc)

  19. Portfolio Project • Learning From Within: Sales Associates; • Attend training on new business practices • Are involved in defining local business processes - Ideas originates from numerous internal committees on best practices, ideas, problems encountered/solutions and are often made policy and suggestion programs creating buy-in, belief and unity. Develop internal security measures vice waiting to be directed by HHQ - Associates Satisfaction Index (ASI) ranking survey depicts strong sense of purpose for the MCX’s customers

  20. Portfolio Project Incorporating Learning Into Strategy: • MCX’s Business Plan updated annually (incorporates lessons learned, and information obtained during aforementioned training seminars) • Personally- leadership training can be done instantly (passing on to subordinates how to create, interpret and better use profit/loss statements, how to lead, deal with employees and customers, personalities etc)

  21. Portfolio Project MCX & Changes: • Martensson (2012), posits that changes to stay current in the environment must have clear goals and objectives in sight- change should not feed change itself. Must have objectives for teams designed to enact change to work towards. Change guide teams imbued with a sense of urgency and ably lead by a senior manager with the authority to make decisions goes through the change process centered on brainstorming, processing, feedback, analyzing plans, show/convince why change is necessary. Once changes are decided on, ensure those to be affected learn through doing via actionable decision points, use sense of urgency in showing, teaching and convincing others of required changes and must percevere to be successful. • The MCX imbues all the above

  22. Portfolio Project References: • Bridges, W., (2010). The character of organizations: Using personality type in organization development. Boston, MA: Davies-Black, Nicholas Brealey Publishing. • Parise, S., Cross, R., & Davenport, T., (2006). Strategies for preventing a knowledge-loss crisis. MITSloan Management Review, 47 (4). • Martensson, H., (2012). “How organizations change, part one. Video retrieved 30 March 2012 from: https://cyberactive.bellevue.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_271441_1%26url%3D • Week two presentation. Learning Management & Mastery. Retrieved 21 March 2012 from:https://cyberactive.bellevue.edu/courses/1/MSM620-T301_2125_1/content/_5403296_1/dir_Week2Assignment.zip/player.html • Stolarun, E. R., personal communication, March 30, 2012

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