Organizational Learning

Pre-requisites: The requirements are in accordance with the master studies admission conditions.

Course objectives: Supplying students with knowledge and competences related to different paradigms of processes of learning in the organization, necessary to carry out andragogical interventions at differentiated levels of learning in the organization.

Course description:

Learning Outcomes: Students will be able to critically review and to apply different methods and techniques of the andragogical interventions; to understand and to explain different learning processes; to design, to write a plan, and to carry out andragogical interventions at differentiated levels of learning in the organization.

Literature/Reading:

• Ovesni, K. (2013). Organizational Learning: Implications for Human Resource Development. In: M. Despotović, E. Hebib & B. Németh (Eds.): Contemporary issues of education quality. Belgrade: University of Belgrade, Faculty of Philosophy, Institute for
• Ovesni, K., Alibabić, Š. (2011). Improving performance and flexibilization in organizations: Andragogical impacts. U J. Štarc (Ed.), Human Capital As A Source Of Success In The Process Of Globaliz
• Ovesni, K., Alibabic, Š. (2012). Obrazovanje odraslih: ključni čimbenici i novi izazovi u procesu profesionalizacije. Andragoski glasnik, 28(1), 7–20.
• Ovesni, K., prir. (2015). Organizaciono učenje, hrestomatija.
• Ovesni, K. (2013). Uloga andragoga u organizaciji koja uči. Izlaganje na nacionalnom naučnom skupu u okviru Januarskih susreta pedagoga 2013 “Pedagog izmedju teorije i prakse”.
• Argyris. C. (2006). Reasons and Rationalizations: The Limits to Organizational Knowledge. New York, NY: Oxford University Press Inc.
• Argyris, C., Schön, D. (1978). Organizational Learning: A Theory of Action Perspective. Reading, MA, Menlo Park, CA, Don Mills, ON, Canada: Addison—Wesley Publishing Company.
• Argyris, C. (1992). On Organizational Learning. Cambridge: Blackwell.
• Nonaka, I. and Takeuchi, H. (1995). The Knowledge–Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York, NY: Oxford University Press, Inc.
• Nonaka, I. (1991). The knowledge—creating company. Harvard Business Review, 69(6), 96—104.
• Ovesni, K. (2014). Organizacija koja uči: andragoška perspektiva. Beograd: Institut za pedagogiju i andragogiju, Filozofski fakultet Univerziteta u Beogradu. 86-108, 118-179.
• Argyris. C. (2006). Reasons and Rationalizations: The Limits to Organizational Knowledge. New York, NY: Oxford University Press Inc.
• Iandoli, L., Zollo, G. (2008). Organizational Cognition and Learning: Building Systems for the Learning Organization. Hershey and New York: Information Science Publishing.
• McShane, S. L., Von Glinow, M.A. (2008). Organizational Behavior (4th Ed.).New York, NY: McGraw-Hill/Irwin.
• O’Neil, J., and Marsick, V. J. (2007). Understanding Action Learning. New York: AMACOM.