美国博士申请：创建学习型组织

美国博士申请：创建学习型组织

创建学习型组织所需要的基本步骤之一是有效的领导。它不是基于传统的启发式思维过程的一致性。相反，它是来自公司不同专业水平的人员的组合，他们的加入创造了一个共同的愿景和目标。然后，每个团队或一组团队中的所有人都尝试开发一个学习环境来实现这个主要目标。愿景应该由领导者或个人经理创建，以找到解决每个工作场合独特挑战的方案(Mason, 2010)。在这种情况下，创建积极的组织文化是维系组织增长的粘合剂。将有基本的透明度和问责制。这些公司的员工将希望他们的声音被听到，他们将因学习和创新而得到奖励。然而，这在中国并没有得到有效的发展(Wang, and Ruona, 2004)。

美国博士申请：创建学习型组织
这些学习型组织只有部分发展，下文将对这些因素进行详细的探讨。中国人力资源部职场学习的影响因素——后实证主义方法。中国企业在借鉴西方管理实践的基础上，选择以自己的管理思维方式来运作。他们特别能够在响应性、灵活性方面发展，并且能够跟上经济发展的速度。中国的人力资源部门一直在努力融入当地的政治，并设法加强与国家的关系。中国现代企业既没有完全建立在上一个时代的传统管理理念上，也没有完全西化。创建企业有一种松散的管理风格。中国的人力资源部门除了通常满足公司的要求外，还受到许多变量的影响。这可以从Hofestede文化模型的应用中得到理解。

美国博士申请：创建学习型组织

One of the basic integral step that is required for the creation of the learning organization is effective leadership. It is not based on the traditional heuristics of conformities of the thought process. Rather it is a mix of people from different levels of expertise of the company joining and creating a shared vision and objective. All the people in the individual teams or a group of teams then try and develop a learning environment to move this primary objective. The vision should be created by the leader or the individual manager to find solutions for the unique challenges of each workplace situation (Mason, 2010). In this case, creation of a positive organizational culture is the glue that holds together the growth of the organization. There will be basic transparency and accountability. The employees of such companies will hope that their voices are heard and they would be rewarded for learning and innovation. However, this has not been able to effectively develop in China (Wang, and Ruona, 2004).

美国博士申请：创建学习型组织
There is only partial development of these learning organizations and these factors have been probed in detail in the following. The factors that contribute to workplace learning in Chinese HR Departments-Post positivist approach. Chinese organizations exposed to the western management practices choose to operate based on their management style of thinking. They have specifically been able to develop on the responsiveness, flexibility and been able to keep up with the speed of the economics. The Chinese HR departments are continually trying to incorporate the local politics and find ways to enhance their relationship with the state. Modern Chinese enterprises are not fully based on the conventional notions of management that they had practiced in the previous era nor are they fully westernized. There is a loose managerial style of creating business. Chinese HR departments are specifically influenced by a number of variables other than the usual meeting of the requirements of the company. This can be understood from applying of the Hofestede culture model.