Progressive Case Study MacArthur And Associates Was Establis ✓ Solved

Progressive Case Studymacarthur And Associates Was Established Over 50

Progressive Case Study MacArthur and Associates was established over 50 years ago. The company has grown and changed in order to stay viable. Organizationally there are over 50 years of records including projects, departments, business plans, and business forms. The company has a history of slow growth and change. Many of the changes have been documented through business plans and amendments.

The records are kept in storage offsite in boxes. The organization is seeking to establish a learning library using the acquired information. Determining a process in the plan as to developing those resources has been a source of consternation. Providing for hard copy to electronic copies of historical data is a point of contention due to use of personnel, resources, and time. Determining the parameters for the learning library and its potential to the overall performance improvement of the organization is up for debate.

Prepare a 200 word summary on a needs assessment and task analysis based on this week's readings. Use of goal setting theory or other applicable concepts should be blended with the summary. Address the value in being a learning organization and its impact on performance improvement. Prepare this summary as if it is to be sent to the client. Responses should include what is the strength of the summary and what could be strengthened. Provide quality feedback and resources if possible.

Sample Paper For Above instruction

Dear Client,

In assessing the needs for establishing a comprehensive learning library at MacArthur and Associates, it is essential to conduct a thorough needs assessment combined with a task analysis. The organization’s extensive 50-year history offers valuable resources that can enhance operational efficiency and strategic knowledge. The primary need is to identify which historical records—ranging from project documentation to business plans—are most beneficial for organizational learning and performance improvement.

A needs assessment should involve stakeholder interviews, surveys, and document reviews to prioritize information assets. This process aligns with Goal Setting Theory, which emphasizes clear, specific objectives that motivate effective learning and performance. The library should serve as a catalyst for continuous improvement by making relevant data accessible for decision-making and training purposes.

Task analysis should focus on digitalizing selected records to facilitate easier access while respecting resource constraints. The strength of this approach is its alignment with organizational learning principles, emphasizing adaptability and knowledge sharing. The challenge lies in balancing resource investment with tangible benefits, which can be addressed through phased implementation and stakeholder engagement.

Ultimately, fostering a learning organization through a well-designed library can significantly improve performance, innovation, and competitiveness. This strategic initiative will support MacArthur and Associates' long-term growth in an increasingly data-driven environment.

References

  • Argyris, C., & Schön, D. A. (1996). Organizational Learning II: Theory, Method, and Practice. Addison-Wesley.
  • Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday.
  • Watkins, K. E., & Marsick, V. J. (1993). Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change. Jossey-Bass.
  • Burns, T., & Stalker, G. M. (1961). The Management of Innovation. Tavistock Publications.
  • Cascio, W. F. (2003). Managing Human Resources: Productivity, Quality of Work Life, Profits. McGraw-Hill.
  • Daft, R. L. (2010). Organization Theory and Design. Cengage Learning.
  • Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company. Oxford University Press.
  • Peter Senge, The Fifth Discipline (1990)
  • Hicks, R. (2007). Developing a Learning Organization. Journal of Organizational Change Management, 20(3), 340-352.
  • Garvin, D. A. (1993). Building a Learning Organization. Harvard Business Review, 71(4), 78-91.

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