LEARNING AND ORGANIZATIONAL CHANGE IN AN INSTITUTION OF HIGHER EDUCATION IN ADMINISTRATION

Abstract

The objective of this research is organizational learning in a Higher Education Institution (HEI) in Administration inSao PauloCity. Objective is to analyze the contribution of organizational learning for change in the process of teaching-learning in this institution. To assist in achieving this objective, we defined the following objectives: to analyze the cycle development of knowledge construction, investigate the learning process of the institution; verify the presence of inhibiting factors and facilitating factors to the learning process at the institution; examine the culture of learning within the institution; investigate the existence of changes in the teaching-learning process as a result of the culture of learning investigated. The theme was treated using the qualitative research approach, strategy of case study and techniques, based on literature, empirical and documentary research, with in-depth interviews, focus groups and observation for data collection. The result found was that the ownership and generation of new knowledge at the individual, group and organizational level, involving both formal and informal learning, may be present in the changes established by the IES, when favored by the formation of an enabling context developed by the IES, in a dynamic of reflection and action about the factors that inhibit and facilitate the process of developing these changes. It was concluded that organizational learning is a construct that needs to be considered by organizations that are inserted in a context of constant change. However, it is complex, which can not be sold-out in the light of a theoretical perspective single, and not a single field, providing to researchers a wide field of studies that they may generate useful contributions to the organizational world. The same is considered to construct organizational change, which it makes with that the organizations and institutions seek ways to adapt to the environment. In the case studied, the adaptations are established by processes that can be considered from a small change in a routine or a procedure, until a large institutional transformation. This process is facilitated when it is established a culture of learning by the part of institution.