MNG3702
Assignment 2 Semester 2 2024
Unique Number:
DUE DATE: 12 August 2024
Terms of use
By making use of this document you agree to:
Use this document as a guide for learning,
comparison and reference purpose,
Not to duplicate, reproduce and/or misrepresent the
contents of this document as your own work,
Fully accept the consequences should you plagiarise
or misuse this document.
Disclaimer
Extreme care has been used to create this
document, however the contents are provided “as
is” without any representations or warranties,
express or implied. The author assumes no
liability as a result of reliance and use of the
contents of this document. This document is to
be used for comparison, research and reference
purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or
by any means.
, 0688120934
PREVIEW
Applying Learning Organisation Mechanisms to Michelin
Michelin has demonstrated a commitment to becoming a learning organisation through
various mechanisms. Below are five key mechanisms identified and applied to Michelin’s
history of publishing the Michelin Guide:
1. Leadership Commitment to Learning
Mechanism: Leadership commitment to learning is crucial for fostering a culture of
continuous improvement and adaptability within an organisation (Sange, 1990). Leaders
must model learning behaviors, champion learning initiatives, and use learning
strategically to achieve business results.
Application to Michelin: From its inception, Michelin’s leadership has demonstrated a
commitment to learning and innovation. The decision by André and Édouard Michelin to
publish the first Michelin Guide in 1900 exemplifies leadership foresight. They recognized
the potential of the automotive industry and saw the guide as a way to promote road
travel, thereby boosting tire sales. This initiative required a deep understanding of market
needs and a willingness to learn and adapt to new trends. The continuous evolution of
the Michelin Guide, including the introduction of the Michelin star system and the Bib
Gourmand symbol, reflects the company's commitment to learning and responding to
customer needs and market changes.
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
, 0688120934
Question 1
Applying Learning Organisation Mechanisms to Michelin
Michelin has demonstrated a commitment to becoming a learning organisation through
various mechanisms. Below are five key mechanisms identified and applied to Michelin’s
history of publishing the Michelin Guide:
1. Leadership Commitment to Learning
Mechanism: Leadership commitment to learning is crucial for fostering a culture of
continuous improvement and adaptability within an organisation (Sange, 1990). Leaders
must model learning behaviors, champion learning initiatives, and use learning
strategically to achieve business results.
Application to Michelin: From its inception, Michelin’s leadership has demonstrated a
commitment to learning and innovation. The decision by André and Édouard Michelin to
publish the first Michelin Guide in 1900 exemplifies leadership foresight. They recognized
the potential of the automotive industry and saw the guide as a way to promote road
travel, thereby boosting tire sales. This initiative required a deep understanding of market
needs and a willingness to learn and adapt to new trends. The continuous evolution of
the Michelin Guide, including the introduction of the Michelin star system and the Bib
Gourmand symbol, reflects the company's commitment to learning and responding to
customer needs and market changes.
2. Building Shared Visions
Mechanism: Building shared visions involves creating a compelling vision that inspires
and unites employees. This vision must be genuine, attainable, and supported by all
members of the organisation (Sange, 1990).
Application to Michelin: Michelin’s vision for the Michelin Guide was to create a reliable
and authoritative source for travelers, promoting high-quality dining and hospitality. This
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
Assignment 2 Semester 2 2024
Unique Number:
DUE DATE: 12 August 2024
Terms of use
By making use of this document you agree to:
Use this document as a guide for learning,
comparison and reference purpose,
Not to duplicate, reproduce and/or misrepresent the
contents of this document as your own work,
Fully accept the consequences should you plagiarise
or misuse this document.
Disclaimer
Extreme care has been used to create this
document, however the contents are provided “as
is” without any representations or warranties,
express or implied. The author assumes no
liability as a result of reliance and use of the
contents of this document. This document is to
be used for comparison, research and reference
purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or
by any means.
, 0688120934
PREVIEW
Applying Learning Organisation Mechanisms to Michelin
Michelin has demonstrated a commitment to becoming a learning organisation through
various mechanisms. Below are five key mechanisms identified and applied to Michelin’s
history of publishing the Michelin Guide:
1. Leadership Commitment to Learning
Mechanism: Leadership commitment to learning is crucial for fostering a culture of
continuous improvement and adaptability within an organisation (Sange, 1990). Leaders
must model learning behaviors, champion learning initiatives, and use learning
strategically to achieve business results.
Application to Michelin: From its inception, Michelin’s leadership has demonstrated a
commitment to learning and innovation. The decision by André and Édouard Michelin to
publish the first Michelin Guide in 1900 exemplifies leadership foresight. They recognized
the potential of the automotive industry and saw the guide as a way to promote road
travel, thereby boosting tire sales. This initiative required a deep understanding of market
needs and a willingness to learn and adapt to new trends. The continuous evolution of
the Michelin Guide, including the introduction of the Michelin star system and the Bib
Gourmand symbol, reflects the company's commitment to learning and responding to
customer needs and market changes.
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
, 0688120934
Question 1
Applying Learning Organisation Mechanisms to Michelin
Michelin has demonstrated a commitment to becoming a learning organisation through
various mechanisms. Below are five key mechanisms identified and applied to Michelin’s
history of publishing the Michelin Guide:
1. Leadership Commitment to Learning
Mechanism: Leadership commitment to learning is crucial for fostering a culture of
continuous improvement and adaptability within an organisation (Sange, 1990). Leaders
must model learning behaviors, champion learning initiatives, and use learning
strategically to achieve business results.
Application to Michelin: From its inception, Michelin’s leadership has demonstrated a
commitment to learning and innovation. The decision by André and Édouard Michelin to
publish the first Michelin Guide in 1900 exemplifies leadership foresight. They recognized
the potential of the automotive industry and saw the guide as a way to promote road
travel, thereby boosting tire sales. This initiative required a deep understanding of market
needs and a willingness to learn and adapt to new trends. The continuous evolution of
the Michelin Guide, including the introduction of the Michelin star system and the Bib
Gourmand symbol, reflects the company's commitment to learning and responding to
customer needs and market changes.
2. Building Shared Visions
Mechanism: Building shared visions involves creating a compelling vision that inspires
and unites employees. This vision must be genuine, attainable, and supported by all
members of the organisation (Sange, 1990).
Application to Michelin: Michelin’s vision for the Michelin Guide was to create a reliable
and authoritative source for travelers, promoting high-quality dining and hospitality. This
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
