please exaplain this question briefly

With examples please demonstrate your understanding (as discussed in class and the new knowledge) of the concept "learning organization." Tip: Do not copy and paste from the book or from the Internet. You must demonstrate you learned this knowledge from our class discussions and the book. If you use the copy/paste and unable to apply the new knowledge with examples it will result in poor mark. Learning Organizations skilled at creating, acquiring, transferring knowledge modifying behavior to reflect new knowledge/insights Learning Organizations 1007 - a 3 PURE RESEARCH FINDINGS FIGURE 6.1 Breakdown of Direct Learning and Development Expenditure BECOME A LEARNING ORGANIZATION Learning is a survival technique for both individuals and organizations. Today, employees at all levels know that they must engage in lifelong learning to remain ting organization An organiza- employable and have a satisfying career. A learning organization is an organiza- dat creating, acquiring, tion skilled at creating, acquiring, and transferring knowledge and at modifying in sering knowledge and at its behaviour to reflect its behaviour to reflect new knowledge and insights. The HR department is often ng and insights the driving force behind ensuring that the training and development opportunities necessary to create a learning organization are in place, particularly in transferring knowledge, learning from experience, experimentation through searching for and testing new knowledge, learning from others, and systematic problem solving. According to a Conference Board of Canada 2011 study, the average organi- zation in Canada spends $688 on learning and development per employee and the average employee undergoes 25 hours of training and development a year. However, expenditures on learning and development appear to be in decline and significantly less than our American comparators (see Figure 6.1. In addition, learning and development expenses in Canada are split largely between exter- nal providers, internal providers, and third-party (e.g., university) providers, as evidenced in Figure 6.2