Resumo de ORGANIZATIONAL LEARNING: A SINGLE HAND EDUCATION CORPORATE.

ORGANIZATIONAL LEARNING: A SINGLE HAND EDUCATION CORPORATE. For Orlando Rodrigues There is no way to deny the importance of education within the context of corporate organisations that want to remain competitive in the market. The corporate education is closely linked to the concept of organizations that learn, or organizations that can develop the ability to purchase, creation and transfer of knowledge in order to modify their behaviour within a scenario of uncertainty and continuous changes. Obviously this can not be the night for the day in a clicking of fingers or through the installation of any software enterprise, or by creating mechanisms for development and empowerment of people, based on traditional techniques of T & D. The organization learns that, according Peter Senge, is one that cultivates the commitment and capacity to learn at all its levels, creating conditions for continuous adaptation to changes, worth up to five fundamental processes of learning, such as mental models, field or personal mastery, modes of systemic thinking, shared vision and learning as a team. According Lacombe, to come to this stage it is necessary for the company to obtain competitive advantage from the way it manages its human resources. For both, must be attentive to the training and qualification of its staff, to provide them with tools favourable to their professional development. Thus the organisational learning ceases to be a strategic part of speech, shaped in the form of training and being ready to enable itself through mechanisms of continuing education, oriented to the future, seeking better results for the company, but also with a focus on the development of the human person. Thus the education corporate emerges as a viable option to meet the organizations the tools needed to achieve these purposes. This corporate education has been characterised as a modern and innovative tool for preparing and training of professionals within organisations, representing an effective strategy for the development of the employees of the institutions to provide them continued access to mechanisms of learning, new opportunities for growth professional, and allow businesses that have an important alternative to the attraction and retention of talent. The science of administration, according to researchers, through business practices, specifically related to training and development, has been tempted to promote amid a series of corporate collapses in paradigms related to organizational learning and education of its employees, empoderando to the task to meet any gaps in the traditional model of education linked to professional development and people, without losing the focus and scope to measure the results and profitability sought, reason for the organisations targeted for that purpose. Would such corporations that their employees can effectively contribute to the development and engrandecimento of organizations that act on, ensuring both the competitive differential necessary for survival against a background of constant change and transformation. Exploitation of human beings, in the quest self, creativity, vision systemic and critical sense, are keywords found in several texts that address the topic. It is therefore an approach focused on the recognition of individuals who make up the organizations, as trainers of the intellectual capital of business and no longer a mere component of a gear, as in the early years, following the premises linked to the triad of mechanistic thought Taylor , Ford and Fayol. This approach, focusing on requirements of the information age, rewards knowledge as one of the most fabulous resources at its disposal an organization, giving this, a gap as or more important than their financial capacity and other organizational resources. Far from being considered a resource inert and static, dependent on human intelligence, knowledge is created, recreated and modified from the constant interaction obtained by means of persons in the social environment, work, study or leisure. Apply and monetize knowledge is a challenge that is announced for organizations requiring effective tools for measuring, for this is a component of intellectual capital and that adds value to the business. The corporate education emerges as a facilitator of the process of managing the intellectual capital, featuring up by held in an environment that provides not necessarily physical development of continuous learning and allows the obtaining of competitive advantage for organizations to remain alive in their respective markets, and encourages the entry into other niches of business. However, the corporate model of organisational learning is not free of threats resulting from current and capital sins that are exposed companies, in terms of strategic and operational inadequacies, causing problems of institutional acceptance by the employees of the institutions sponsoring this model. In that despite several successful projects where there is great contribution to the achievement of organizational results, inadequacies in the way of implementation of this model, have contributed negatively to its institutional acceptance. One factor that, in principle, is crucial in little institutional acceptance is the lack of continuity of programmes and effectively measure the skills developed by apprentices or trainees, as well as the applicability of the instruments of recognition and enhancement of the skills within this model. It is mister that organizations do not lose sight of the real purpose of this educational model, not to the turn in a single route of hand, based only on modismo and anchored in the false illusion of competitiveness or profitability in the business.

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