An Organization On The Road Of Downfall

Many companies are very keen and ready to clinch Work Base Learning in an organization, not mainly because it provide you with lifelong learning, but also it is an important ingredient of what Senge (1990) has termed as the ‘learning organization’. A learning organization is a place in which the learning and flair of persons is backed and promoted so that the organization itself be able to form its future and it also very important to gain competitive advantage.

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

A learning organization is an organization that can change quickly, adapting to the new rules that the market environment has created. Businesses that know how to learn and develop quickly and effectively will thrive; those that don’t will not survive. It is easy to think of newer companies like Apple and Google as being the best learning organizations. Yet, some of the best examples of organizational learning practices are found in more mature organizations, such as the U.S. military. Throughout our lives we collect tidbits of information, knowledge through what we experience, we try to apply the lesson from these experience as we grow, we are curious by nature, adventurous we are learners and for many of us the process of learning never stops.

Learning at an organization is more of a self-conducted activity, and is a continuous process that lasts the entire cycle of the organization and the tenure of the employee. Nevertheless, each organization must effectively employ certain training and development activities for new as well as seasoned employees in order to accomplish different objectives:-

Management personnel must realize that there is not any one approach that works for everyone or every situation. Regardless of approach chosen, it is important to make sure that employees are aware of what is required of them and that their involvement is essential to organizational change success. Teams consisting of employees and management need to communicate and interact to adapt to and overcome obstacles that can hinder or sabotage the change process. A collective learning environment in which employees and managers can work together is beneficial to identify process errors or flaws that can present themselves during change implementation.

I believe that Organizational learning is an area of expertise within an organizational system that studies models and philosophies about the method an organization understands and acclimates (Vasenska, 2013); Organization-wide on going logic which heightens its collective ability to accept, make sense of, and respond to internal and external change. Organizational learning is more than the totality of the intelligence understood by employees. It involves orderly

Peter Senge was born in 1947, and he graduated in an engineering Stanford and then undertake a Master in Social Systems modelling at MIT (Massachusetts Institute of Technology) and after that he completed his PhD on Management (Mark,2001). According to Peter Senge , learning organizations are “ Organizations where people continuously expand their capacity to create the results they really want , where expanded and new patterns of thinking are developed, where collective goal is set free, and where people are continuously learning to see the whole together”.

The concept of a learning organization knows its roots back to Garratt in 1987, which later on in the late 90’s was revived by Peter Senge. Senge (1990) focuses on the organization acting as a unit where innovative ideas are generated and common goals are reached. Collective commitment of the team is fundamental. Furthermore, according to Senge (1990), the organization must go through 5 domains in order to reach the productivity of a learning organization: systems thinking, personal mastery, mental models, building shared vision and team learning.

     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 pace of learning should be accelerated and training and development objectives should focus on keeping employees update with advanced and latest technology so that their knowledge doesn’t run obsolete and reduce their productivity. Learning should also focus on providing employees with knowledge of the entire system as this would help them integrate the vast business. The learning portfolio should be diversified and make use of internet to trainemployees across the globe.Training should also focus on improving customer service as the customersare the focus of every business. If customers are not satisfied with the products or the personnel of the company, the company faces the risk of losing market share.

The novel, The Fifth Discipline, states the significance of learning organizations and the fundamental learning disabilities currently in companies. As the head of planning for Royal Dutch/Shell, Arie De Geus stated, the ability to learn faster than your competitors may be the only sustainable competitive advantage (“Discipline”). The world is becoming more interconnected and businesses are becoming more complex and dynamic, which is why it is significant for work to become more “learningful.” In more depth, organizations that discover how to tap people’s commitment and capacity to absorb at all levels in an organization will truly excel in the future, as it is no longer sufficient to have one person learning for a corporation (“Discipline”). Teams that are truly learning will result in individual members growing more rapidly than before, generating extraordinary outcomes.

Peter Senge, (1990), a learning organization is organization “where people continually expand their capacity to create the results they truly

Employee support for learning is another problem within organizations. The concept of lifelong learning is not supported by the company. Some people lack

Peter Senge argues that not only we humans learn, but organizations also. However, learning itself may not be enough for the organization to survive in this ever-challenging era. In his book, The Fifth Discipline, Senge introduced five ‘disciplines’, namely systems thinking, personal mastery, mental models, building shared vision, and team learning, that characterizes an organization as a learning organization.

Knowledge is the outcome of the learning process (Huber, 2004, p. 119). It can be acquired by purchasing information from a data brokers, observing the environment, through research and development, or acquired vicariously. Organizational learning is a process of change that occurs when individuals within an organization change their beliefs, and act on those beliefs in ways that enhances an organizations performance (Huber, 2004, p. 118). To survive the competitive nature of future markets, organization must evolve and adapt with technological advances to enhance or improve their products and services. Failure to do so could result in their demise or a loss of market share. A review of technological advances and