Organizational Learning in the MENA

1. Organizational Learning in the MENA PROF. DR. AMR EZZAT SALAMA 2013

2. Learning and Development • Organizational Growth • Economic Prosperity • Positive Performance • Steady Progression

3. Organizational Learning

4. Organizational Learning “incorporating the concept of organizational learning to enhance their responsiveness to changes”. “an important goal to the private sector and even more significant to the public sector which is the core of any effective change to the business environment in the MENA region”.

5. Challenging?

6. Institutional configuration of the different economies in MENA relative inflexibility to change in MENA Countries Nevertheless, it is now unrealistic to ignore such developments as it is the only means our governments and businesses can cope with the rapidly changing business environment.

7. United Arab Emirates The public sector of theUnited Arab Emiratessets a good example in this respect as it is taking steps towards the effectiveorganization of knowledge which is a prerequisite to information sharing and organizational learning

8. Learning Organizations Summed up by David Garvin: “an organization skilled at creating, acquiring, interpreting, transferring and retaining knowledge, and at purposefully modifying its behavior to reflect new knowledge and insights”. David Garvin Peter Senge Since the groundbreaking work of Peter Senge on Learning organizations in the 1990s, the concept has gradually been accommodated by organizations worldwide

9. Learning Organizations “are those companies able to adapt to change through the continuous creation, interpretation, transfer and mobilization of knowledge.”

10. Survive Change • Organizational learning is a crucial aspect of their organizational culture and is well integrated in the organizational fabric. • Effectively shared and appreciated by all members of the organisation • Effective in strengthening the competitiveness of the organization and pushing it forward.

11. Widely recognized and adopted on an international scale However, it is still considered to be very limited in the MENA region

12. SMART Plan

13. 57357 CCHECase Study “Applying The Advanced Blended Learning Model”

14. 57357

15. Vision الرؤية To be the unique worldwide icon of change  towards a cancer-free childhood ان نتفرد عالميا كأيقونة للتغير نحو طفولة بلا سرطان

16. Mission Building a sustainable foundation to prevent and combat cancer through Research, smart education and  quality healthcare provided with passion and justice to alleviate the suffering of children with cancer and their families free of charge.

17. Learning Organizations..? • Are committed to a cycle of continuous learning and improvement • Promote a culture that enables and accelerates individual and group learning • Are continually testing their assumptions and transforming new knowledge into actions

18. Building a Learning Organization Learning Organization Skills Need: • Systematic Problem-solving • Experimentation (new approaches) • Learning from past experience • Learning from best practices (of others) • Knowledge transference David A. Garvin, Jul 1993

19. Improving the methodology of Learning and Pedagogy System • Informative learning is about acquiring knowledge and skills; its purpose is to produce experts. • Formative learning is about socializing student around values; its purpose is to produce professionals. • Transformative learning is about developing leadership attributes; its purpose is to produce enlightened change agents.

20. 57357- L&D Dpt. Mission Our mission as a Learning Organization is providing benchmark practical academic knowledge for the health care community, in order to develop top notch patient servicing and health care quality within the MENA Region and Africa . مهمتنا كمؤسسه تؤمن بالتعلم ان نساعد على تقديم اعلى درجاتالمعرفه و العلم التطبيقى للمجتمع الطبى و ذلك للوصول الى اعلىمستويات التميز وجوده الرعايه الطبيه فى منطقه الشرق الاوسطوافريقيا . “Knowledge into action”

21. Learning & Development Dynamics Learning and development In order to create L&D Dynamics environment, we need to involve three main elements together : Training, Education & Practical Experience.

22. L&D Imperatives • To Position ourselves as one of the best healthcare learning and development center in the MENA region • To Build up the concept of “Knowledge into action “ as main driving motor for the learning and development in the hospital and foundation. • To Bring the hospital and foundation mission and vision into action through a will defined methodology and KPIs mechanism. • To Maintain a consistence standards for L&D in align with the international accreditation and affiliation institutions.

23. L&D Department’s Objectivs • Objective 1: To set strategic directions for the Learning & development in the hospital and foundation. • Objective 2: To establish continuous learning policies that aligns with the strategic goals of the hospital. • Objective 3: Working continuously with the different CCHE departments in general and HR department in particular as partner to set standards of learning and development and fill gap in performance. • Objective 4: To facilitate knowledge transfer among the different employment levels through Linking career development with rewarding system. • Objective 5: Finding & spotting resources both financial and non-financial for the department.

24. L&D - KPIs’ Dashboard

25. Project Methodology Blended Learning E-learning Focused Content & Learners Examination Applied Learning Workshops & Facilitation All is Administrated within an LMS Environment

26. Why Blended Learning? The Conventional Model Typical Training Pedagogical Methodology & Process Knowledge Delivery Learning Activities Entertainment 50% 30% 20%

27. Why Blended Learning? Blended Learning & Development Pedagogical Methodology The Modern Model Three times more effective than the classic training Self E-Learning for Max. Knowledge Gain Applied Learning Work Shop Examination & Certification 50% 30% 20%

28. Blended Learning Benefits & Advantages • Applies the best of both worlds to ensure maximum knowledge retention & best applied learning performance: • E-learning: • In depth self learning to retain “To Gain Knowledge & Information” • Classroom Training: • Maximum applied learning will be achieved through facilitation workshops to apply skills/knowledge gained.

29. 57357 - L&D Scope of Work Helping the organization to improve Employee Performance through providing training & facilitations that serve the purpose of "Putting Knowledge Into Action".

30. L&D Dpt. Fundamentals • Training need assessment (TNA): • The training needs survey measures what competencies employees have, the competency gap, and how to deliver the right training at the right time. • Relevant Competency Framework: • Identify the relevancy of competencies required to perform the job well in order to assist achieving the tasks required with the right quality and high efficiency. • Dynamic Learning : • While spotting and tailoring the different trainings that serve the organization goals keeping a degree of tolerance that enable the L&D to introduce new views and perspectives.

31. L&D’s Organizational Chart Main Roles

32. 57357- Competency Model Managerial Competencies Core Competencies General Communication & Team Work Decision Making & Problem Solving Continuous Learning and Development Leadership Customer Focus Functional Competencies

33. L&D Development Processes Breaking down The Required Competencies To Observable Behavioral Indicators & Determining the Adequate Training Programs That Improve Performance

34. We Learn … We Cure

35. Thank You