Without elaboration, outline strategies that may either make your organisation a Learning Organisation, or improve its performance as one. A learning organisation is one actively engaged in the identification of its current needs whether these are a technical, managerial, cultural or social nature. It does so in a vigorous and systematic manner, seizing every opportunities to learn about itself. To this organisation, every problem, difficulty or obstacle it encounters become a source of learning. It thrives on analysis, action and feedback. Similarly, it is able to forecast the future learning needs – the competencies it will require in order to have the strategic and pragmatic advantage over its competitors. Finally the learning is able to do something about its needs, once identified, by providing appropriate learning through a series of planned and systematic learning intervention. A learning organisation uses learning in a day-to-day manner. The focus is clearly on the job. It identifies and resolves problems as they occur, attempting to harness each situation and learn from it. Consequently, it ensures that all learning derived is stored, classified above all, used when confronted with a similar situation in the future. A learning organisation encourages all forms of learning. It does not limit itself to the classroom learning, rote learning, behavioural learning. On the contrary, it uses every possible form of learning eclectically in order to derive the maximum benefits. Its goal is to achieve the end objective in the best possible manner. Consequently, a learning organisation loves learning. It realises that if it is to meet the challenge of change and the need for continuous improvement, it has to be passionate about learning. Learning then becomes a key strategic imperative. For an organisation to be a learning organisation, it should constitute of these following criteria: A. The building blocks B. Implementation Strategies C. The Golden Rules D. People Behaviour But before a Learning Organisation can be implemented, a solid foundation can be made by taking into account the following: A. BUILDING BLOCKS Awareness Organisation must be aware that learning is necessary before they can develop into a Learning Organisation. This may seem to be a strange statement but this learning must take place at all levels; not just the management level. Once the company has expected the need for change, it is then responsible for crating the appropriate environment for this change to occur in. Environment Centralised, mechanistic structures do not create a good environment.
A learning organization is a developmental model leaders use to help their organization do three key things: (a) know what to do, (b) do what it knows, and (c) expand its capacity to learn new things and act on that new knowledge (Garvin, 2000; Senge, 1990)
Senge, P. M. (1990). The leader's new work: Building learning organizations. Sloan Management Review, 32(1), 7-22. doi: 812347
...back and learning, so that the strategy can be carried out on the whole organisation.
This management structure where “everyone does everything”, obviously create an ideal learning environment, “one in which people have an engaging experience on a daily basis”. While it permits speed in decision making since approvals are not required from the top management, they can also prove to be inefficient and costly at times. Not only does the employe...
Other key features of knowledge construction are functional context, social context, and usefulness. The process works most effectively when it is embedded in a context in which new knowledge and skills will be used. Research on thinking and learning reinforces the idea that people learn through interaction with others (Johnson and Thomas 1994). Although learning is a matter of personal and unique interpretation, it takes place within the social context. In addition, learning must be useful to the learner; intrinsic motivation emerges from the desire to understand, to construct meaning (Billett 1996).
These disiplies are important in establishing a learning organization because in a growing environment, it is important to provide “creative thought process” feel. Concepts, ideas, and solutions should be discussed and available to everyone. Learning organizations set us free. Employees are allowed to express their ideas and challenges which contribute to a more efficient work environment. A learning work environment that incorporates these 5 disciplines can create the desired results where people and the organization will be equally
Senge, P. M. (2006). The fifth discipline: The art and Practice of the learning organization (1st ed., Rev.). New York, NY: Doubleday.
Senge, P.N. (1990) The Fifth Discipline: The Art & Practice of the Learning Organisation London: Century Business
In the business world today, the need for continuous learning and development by professionals and individuals is increasingly being stressed by most organizations and the industry as a whole; as lifetime employment to one particular organization is no longer certain this days. This change is due to the changing business environment and competition among organizations and staff; thus making most organizations
The learning organization is the opposite of the traditional organization. It believes that there is always a better way to do things, it listens to those who work within the company, utilizes a systems approach, is orientated towards people and ideas, prevents problems, quality and customer-service is essential, and accountability to the team is essential (Anderson, 2003). The lear...
In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Phillips, P (2006) Learning’s contribution to the Triple Bottom Line, Chief Learning Officer, 5, 10, pp.52-54
We must have the correct mind-set. We believe our students can learn; have high expectations; are willing to give extra help; find ways to make
Lee and Green stressed that feedback and learning are essential to systems thinking organization. Neumann (2013) replaced the word feedback with the word reflecting, noting leaders must reflect on the interactions of the parts to gain a better understanding of the system. Learning is the other component to a systems thinking organization. Neumann offered the ‘know why thinking’ approach to learning. According to Neumann (2013), to guarantee learning is happening within a systems thinking organization, leaders need to confirm workers understand the ‘why’ they are doing the job they are doing. According to Simington (2015), people desire to know the ‘why’ behind what they are asked to do for the organization. Simington noted that leaders should embrace the questions from the employees because that provides an opportunity for the leader and workers to explore and innovate new ways to improve the organization. One method of improving a company is to change the environment into a team driven organization. Zoltan et al. (2013) noted a team consist of three factors. The first factor is each member has a skill. Next, the members of the team need problem-solving skills, evaluate situations and make competent decisions. The last factor a team need is people with good listening skills, desires feedback, and members trained in conflict resolution. Zoltan et al. stressed leaders must blend the skills in