A Research On Learning Organizations

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

The landscaping of today’s organization require leaders to leverage change inititatives and workers creativity as their most valuable asset. Wokers are more opt to embrace open-communication, innovative ideas, empowerment, and even risk tolorant. As society continue to advanced, businesses will continue to create an environment where workers are allowed to increase their individual outputs, to strive for initiatives that increases the organization competitive advantage. Singh (2016) defines learning organizations as those organizations that encourages collaborative atmospheres, They involve teams in the daily operations of the business, and they believe in doing the right thing for people and the community in hoping of increasing satisfaction

In the face of change, a learning opportunity arises. Learning would mean new ways of thinking. Defined as ‘an organization that is continually expanding its capacity to create its future’ (Beerel, 2009), a

Based on your understandings of the readings, what is the difference between a “learning” organization and a “knowing” organization?

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

     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.

This paper, therefore, explores, discusses and analyzes the integrated role of Learning organization (as a structural entity) and the organizational learning (as an intrinsic know-how process) that

Peter Senge has described learning organizations in his masterpiece ""The 5th Discipline: The Art and Practice of the Learning Organization. He has described the learning organizations as organizations where the employees are in the process of continuous learning and expanding their capacity to obtain the results which they have desired for. In such organizations an environment of nurturing and involvement is created where collective aspiration is liberated and people start to see themselves as being a part of the whole larger picture.

Garvin, (1993). Defined a “learning organization,” as “an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.” (p. 80). That said, Garvin qualified his definition, by requiring two necessary conditions: (a) for organizational learning to take place, new ideas needed to be introduced. (b) the new ideas had to bring about the improvement of the organization. This requirement or condition meant that the new ideas would be a catalyst for change. The

Peter Michael Senge is the founding chairman of the Society for Organizational Learning (SoL). This organization delivers the services of advises about the communication of ideas between large organizations (as cited in Vliet, V.V., 2013, p.4). He is the author of the bestselling book The Fifth Discipline: ‘The Art and Practice of the Learning Organization’. (1990). Peter Senge theory of learning organizations promote an environment where people are engaged in their work and committed to the vision of the organization. In addition, at the MIT Sloan School of Management, he is a scientist and director in Center for Organizational Learning. Besides, he served as senior lecturer at the System Dynamics Group at MIT Sloan School of Management and co-faculty at the New England Complex Systems Institute. (http://howold.co/peter-senge)

Peter Michael Senge was born in 1947, he is an American scientist. Senge received a B.S. in Aerospace engineering from Stanford University. While at Stanford, Senge also studied philosophy. He later earned an M.S. in social systems modeling from MIT in 1972. He also earned a Ph.D. from the MIT Sloan School of Management in 1978 (Wikipedia, 2011).

Organizations, with the highest success rate and are postured to succeed in a competitive environment, are learning organizations. Senge (2006) characterizes these learning organizations as creative cells that are constantly pursuing new methods and ideas, to create the results they envision. It reflects an environment that changes at both the organizational and the individual levels (Senge, 2006) .As a result of their combined efforts as a team, they are motivated and inspired. In particular, if an organization embraces the characteristics of a learning organization, they will experience expansive outcomes. Because of today’s increasingly competitive environment, the time spent enhancing teams, team learning, having a creative environment, personal mastery, systems thinking, all towards a shared vision. If an organization fails to implement these efforts, they will hinder growth.

Continuous improvement programs is an uninterrupted effort to create entities superior and countless organizations rely on these for enhanced improvements. But why we need it? What we want from it? Why build it? A key prerequisite towards learning demands a strong commitment. However, an absenteeism of inclination to acquire fresh techniques, the organization is certain of reiterating the unchanged traditional methods. These act as a pull-down force against improvement. Three M’s: Method, management and measurement are the basic components of launching learning organization. Moreover, a proper understanding of the basic components is necessary for moving forward. A fresh perception for problem-solving, experimentation, learning from past experiences & others and transferring knowledge is essential for developing long lasting improvements. Various executives from Analog devices, Chaparral Steel, Xerox, IBM, and Boeing have understood their shortcomings and developed an improved version with the modern viewpoint. Motorola executives used the benchmarking approach for the organization. Garvin refers to various terminologies about the learning organization by different scholars such as Peter Senge and Nonoka. Senge recommends the use of five component technologies that consists of system thinking, personal mastery, mental models, shared visions & team building to achieve the learning organization. Furthermore, Nonoka strategy claims over account focus thinking, encourage

Continuous improvement programs is an uninterrupted effort to create entities superior and countless organizations rely on these for enhanced improvements. But why we need it? What we want from it? Why build it? A key prerequisite towards learning demands a strong commitment. However, an absenteeism of inclination to acquire fresh techniques, the organization is certain of reiterating the unchanged traditional methods. These act as a pull-down force against improvement. Three M’s: Method, management and measurement are the basic components of launching learning organization. Moreover, a proper understanding of the basic components is necessary for moving forward. A fresh perception for problem-solving, experimentation, learning from past experiences & others and transferring knowledge is essential for developing long lasting improvements. Various executives from Analog devices, Chaparral Steel, Xerox, IBM, and Boeing have understood their shortcomings and developed an improved version with the modern viewpoint. Motorola executives used the benchmarking approach for the organization. Garvin refers to various terminologies about the learning organization by different scholars such as Peter Senge and Nonoka. Senge recommends the use of five component technologies that consists of system thinking, personal mastery, mental models, shared visions & team building to achieve the learning organization. Furthermore, Nonoka strategy claims about account focus thinking, encourage

A learning organization emphasizes or prioritizes certain characteristics that typical organization does not. These can be divided in five broad categories. Personal mastery; Personal mastery is the commitment by an individual to the process of learning. There is a competitive advantage for an organization whose workforce can learn quicker than the workforce of other organizations. Mental models; these are terms given to ingrained assumptions held by individuals and organizations. Their role is to preserve certain behaviors, norms and values applicable to all employees. Systems thinking; it is a conceptual framework that allows people to study businesses. This method of thinking is employed when assessing a company and will have developed information systems that measure the performance of the organization as a whole and of its various components. Shared vision; it is important in incentivizing the workforce to learn as it creates a common identity that can provide focus and energy for learning. The most successful visions build on the individual visions of the employees at all levels of the organization. Team learning; it is the accumulation of individual learning. The benefit of sharing individual learning is that employees grow more quickly and the problem solving capacity of the organization is improved through