Study Meeting on Learning Organizations

1. Study Meeting on Learning Organizations

2. APO Study Meeting on Learning Organizations • General Information : Four Points Sheraton Hotel, Seoul, Korea • Program & Schedule: March 18-21 2003 • Resource Speakers: 4 persons • Participants: 16 persons,14 countries • Activities: -Lecture -Present country paper -Group discussion -Site visit

3. Agenda • Learning Organization Concept • Summary from Selected Papers • Learning Organization in SCG • Q & A

4. Learning Organization Concept

5. Five Disciplines of Learning Organization: Peter Senge “Common ideals and directions” Shared Vision “My premises about how the world works” “Self Management” Personal Mastery Mental Model System Thinking Team Learning “Thinking together” “Seeing the bigger picture”

6. Characteristics of a Learning Organization • 1. There exists a shared vision which everyone agrees on. • 2. People discard their old ways of thinking and the standard • routines they use for solving problems or doing their jobs. • 3. Members think of all organizational processes, activities, • functions, and interactions with the environment as part of a • system of interrelationships. • 4. People openly communicate with each other (across vertical • and horizontal boundaries) without fear of criticism or • punishment. • 5. People sublimate their personal interest and fragmented • departmental interests to work together to achieve the • organization’s shared vision. • Based on P.M. Senge, The Fifth Discipline, 1990

7. Building Blocks of Organizational Learning Capability A company’s ability to (1) Idea generation: acquiring, discovering, inventing and sourcing idea (2) Idea generalization: sharing ideas across boundaries (3) Identify learning disabilities

8. Learning Disabilities • A study by Royal Dutch Shell of Fortune 500 companies found that --- • Average life expectancy is 40-50 years • One-third of companies in 1970 were gone by • 1983 • Ability to learn and adapt is one of key • attributes of long-lived companies

9. Five Organization Skill: • Systematic Problem Solving • Experimenting: Searching & testing new Knowledge • Learning From Organizational Experience • Learning From Others • Transferring and Implementing: Training and effective communication

10. Learning for change: Leadership makes difference • A LO has enhanced capacity to change. • Change requires learning new knowledge, skills, • attitudes and converting this learning into new • behaviours. • It is important to ensure that the rate of learning • is higher than the rate of change.

11. Three important processes of learning for change: 1. Reflection and Strategic Responses Pro-active strategic responses to the emerging environment and the foresight to move with the future trends. 2. Benchmarking Internal, External, and Best Practice 3. Knowledge Sharing (Tacit to tacit or explicit)

12. Wisdom Understanding principles Added Value Knowledge Understanding patterns Information Understanding relations Data, Information, Knowledge & Wisdom Context Independence Data Understanding

13. Development of L/O

14. Present position Excellence WHERE ARE WE…?~vis-à-vis a Learning Organization~ • Is LO understood, known & accepted? • How is it practiced - in what way? • “Disabilities” identified? • Reasons for above? Organizational Development

15. Promoting LO • In House Schemes to: • Formalize • Systematize • Measure • Conducive/Compelling Environment • National Award & Recognition • Competition with other Nations

16. Present position Excellence Putting LO in Place • Leaders’ Role & Convincing the top Leadership • Cascading LO to all levels • Ensuring learning as continuous process-not • quick fixes • Recommendations to NPOs, APO Organizational Development

17. Present position Excellence WHERE ARE WE...?

18. Selected Paper:The Standards, Productivity and Innovation Board’s(SPRING Singapore)

19. Singapore Quality Award Framework (2002) INNOVATION PLANNING INFORMATION CUSTOMERS PROCESSES RESULTS LEADERSHIP PEOPLE LEARNING System Results Driver

20. SQA Basic Elements and Core Values • Platform for building LO through basic elements • Driver • Senior executives set the organizational directions and • seek future opportunities for the organization. • System • The system comprises a set of well-defined processes • for meeting the organization’s performance requirements. • Results • The results deliver an ever-improving customer value • and organizational performance.

21. Through...Core Values • Visionary Leadership • Customer-Driven Quality • Innovation Focus • Organizational and Personal Learning • Valuing People and Partner • Agility • Knowledge-Driven System • Societal Responsibility • Results Orientation • Systems Perspective

22. Four Main Features as Critical to Developing a LO • 1. Double-loop learning • doing the right things (Training-doing better) • 2. Seeing change as continuity not upheaval • Not slip behind the rate of change • 3. Having a non-linear systems mindset • 4. Encouragement of diversity

23. Corporate H.R., Siam Cement Group

24. Learning OrganizationinThe Siam Cement Co.,Ltd.(Pub.) March 18, 2003

25. Agenda • Siam Cement Profile • Organization Strategy • Human Resources Development • Q&A

26. Organization History and Milestones • 1913 Establishment of The Siam Cement : SCC • 1967First Thai company to adopt International Accounting Standards • 1972 First Thai company with comprehensive HR Development Program, In-house training program and training center • 1976Listed on the Stock’s Exchange of Thailand • 1978 First Thai company to establish Quality Circle Program • 1987 First Thai company to publish Ethics Code • 1992 First Thai company to establish Total Quality Management Center and publish Environmental Policy • 1994 First Thai cement’s manufacturer to be certified by ISO 9000 • 1998 First Thai cement producer to be certified by ISO 14000 • 1999 Awarded “Best Practices on Corporate Governance” • 2002 Awarded “Thailand Corporate Excellence Awards 2001” • 2002 Awarded “ Deming Prize”

27. Evolution of Siam Cement 1913 - 1970 1970’s - 1980’s 1980’s - 1990’s 1998 - Economic Crisis Organic growth in construction industries Takeover of “ailing” industries Entry into new industries Restructure and focus “Joint venture partner of choice” “Historic roots” “Opportunistic investment in assets” • Petrochemicals • Automotive • Electrical • Paper and Packaging • Ceramics • JV with world players: Michelin, TOTO,Dow Chemicals, La Farge, Toyota, Mitsubishi Electric, Rengo Guardian Glass etc. • Cement • Construction Materials • Steel

28. Siam Cement Organization BOARD of Directors The President Corporate Functions Management Committee Cementhai Holdings Building Products Cement Cementhai Property Paper & Packaging Distribution Petrochemicals • 7 holding companies, 82 subsidiaries and 50 associates

29. SCG Employees Trend 989900010203 MANAGEMENT SUPERVISOR OPERATOR 970 950 900 930 930 930 7,200 6,400 6,080 6,000 6,160 6150 27,200 22,500 21,890 21,950 21,000 21,000 TOTAL35,37029,85028,87028,88028,09028,080 Remark Restructure

30. Agenda • Siam Cement Profile • Organization Strategy • Human Resources Development • Q&A

31. Business Philosophy • Adherence to Fairness • Belief in the Value of the Individual • Concern for Social Responsibility • Dedication to Excellence Quality and Fairness

32. SCG Recognizes That………. “EMPLOYEES ARE IMPORTANT AND VALUABLE RESOURCES ”

33. SCG Adheres To The Practices Of….. • SELECTION • CONTINUOUSLY DEVELOPING EMPLOYEES WITH COMPETENCE AND INTEGRITY • ENABLING THEM TO GROW WITH THE COMPANY

34. People, SCG Wants……. • COMPETENCE • CAPABLE IN THEIR WORK • PERSONABLE • ORIGINAL IDEA • DEDICATED TO LEARNING • INTEGRITY • GOOD CONDUCT • GENEROSITY • DISCIPLINE • FAIRNESS

35. Human Resources Philosophy The Siam Cement Group recognizes that employees are important and valuable resources.We adhere to a merit-based system of selecting and continuously developing employees with competence and integrity thus enabling them to grow with company.To attract and retain the most talented people, we seek to provide employees with salaries and benefits comparable to leading employers in the same industry. By working in a satisfactory and fair incentive reward environment, most of our employees feel that they have not needed to resort to collective bargaining mechanisms to press for advantages from management. The management of Siam Cement Group believes in winning the loyalty and dedication of its employees by recruiting promoting and motivating them in an open system based on merit and achievement.

36. Human Resources Policy • MERIT SYSTEM • - Promote capable and good person • FAIRNESS • - Committee / Everyone • BEST RECRUIT AND RETAIN • - Labor market and business • DEVELOPMENT AND TRAINING • -Fully utilized capability

37. Agenda • Siam Cement Profile • Organization Strategy • Human Resources Development • Q&A

38. Development and Training Policy • DEVELOPMENT IS AN INVESTMENT • DEVELOPMENT IS A CONTINUOUS PROCESS • RESPONSIBILITY OF 3 PARTIES

39. Development and Training Focus • NEED TO KNOW TRAINING COURSE • INDIVIDUAL DEVELOPMENT • SELF LEARNING PROMOTION

40. Siam Cement Training Structure Need to know GeneralManagement BusinessConcept WorkingSkill Management AMP SMC MDP LeadershipNegotiationProblem Solving &Decision Making FunctionTraining Supervisor BCD ABC CommunicationPresentationSupervisionTeam Building TQC EnglishTeamwork Safety &Environment Operator MINI ABC Classroom and/or Self Learning

41. TRAINING • MASTER DEGREE SCHOLARSHIP • BEST PRACTICES SHARING • TQC • JOB ROTATION • BEING INSTRUCTOR Development Methods

42. Senior Management Conference (SMC) • LEVEL M 3 - UC PLUS EXPATRIATES • PROGRAM :-BUSINESS OF SCG - SPECIAL TOPIC - RECREATION / SOCIAL EVENTS

43. Management Development Program (MDP) • LEVEL M 1 - M2 • 3 WEEKS RESIDENTIAL PROGRAM • 6 MODULES • LEADING UNIVERSITIES IN U.S.A.

44. Individual Development Plan Existing Competencies - Expected Competencies Individual Development Plan Implementation = Individual Development Needs Evaluation

45. Gap Analysis (Expected VS Exsisting Compentencies)

46. TRAINING • MASTER DEGREE SCHOLARSHIP • BEST PRACTICES SHARING • TQC • JOB ROTATION • BEING INSTRUCTOR Development Methods

47. Master Degree Scholarship • CORPORATE SCHOLARSHIP - MBA • BUSINESS GROUP SCHOLARSHIP - ENGINEERING

48. TRAINING • MASTER DEGREE SCHOLARSHIP • BEST PRACTICES SHARING • TQC • JOB ROTATION • BEING INSTRUCTOR Development Methods

49. Corporate HR Homepage

50. Knowledge Management Homepage