Learning Organization

Organizations exist primarily to achieve their goals to make maximum profits from the sales of widgets. People in organizations from an coherent whole, identifiable, and work together on the different aspects of the shared organizational task in unified, coherent, mutually interdependent way. Organizations are rationally designed to achieve those goals that we can deploy human.

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

These new organizations must be responsive, flexible, adaptable, and value adding for all stakeholders" (Dervitsiotis, 1998).

This paper will summarize the organizational learning strategy and how it is significant as well as essential, specifically in the course of the progression periods of a company, or once new technology or new techniques within an industry are implemented. As a result, organizational learning has established itself to be one of the most efficient ways for an entire company, a division or a team to accept a wide range of new polls, tactics and concepts to allow for growth and improvement (Senge, 1990). Thus, when comparing to traditional learning techniques, or classrooms, individual learning schedules and other techniques are employed, organizational learning has proven itself to be far more efficient and effective overall, while costing less time and money among other resources.

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.

The only long term sustained competitive advantage for an organisation came from the ability of its people to learn faster than those in other organisations and to change the nature of the organisation to match the changes in the environment. For an organisation to be considered to be learning, it must contain certain characteristics and operate in certain environment to do so. How the organisation learns will depend on the interaction between individuals within the organisation and the interaction between the organisation and its external

In the knowledge adaption pathways executives consider knowledge as most important for operational efficiency. They believe it’s hard to obtain from external sources and they have confidence in their own knowledge but limited trust in workers’ knowledge. They are scan-ning intensively for knowledge and personally they had a greater share in knowledge work. Firms on that pathway are adapting knowledge and come more likely to an incremental development.

1. The main argument presented in this article is that organizations need to become learning organisations, that is organisations that will communicate within themselves on all levels of the organisation and work problems out together in order to be competitive in the face of ever changing circumstances in the business.

Knowledge is increasingly significant as a major source of wealth at all stages of an economy. These knowledge assets collect from different options such as: Knowledge based database, internal interface and users. This study tries to present the relation between Knowledge Management and Knowledge Economy. An organization's capability to quickly tap into wisdom gives it a competitive framework in the marketplace. Knowledge economy is displacing capital, natural resources, and labor as the basic economic resources. This Paper emphasizes the major principles of knowledge of society and their consequences that give the better impact on the movement to paradigm to knowledge economy. Further, we discussed organization competitiveness represent as a critical success factor for modern organizations. At last in this paper we

Organizations are established to fulfil various needs of the people. The organizational objectives could be achieved via the organization’s growth-oriented mechanism which is inevitable in today’s competitive world. However, the most important factor which needs to be taken into consideration towards achieving the objective is the people or staff members who directly have impact on the productivity of the product or services. Negative behaviour such as absenteeism and high turnover rates will increase the production cost and adversely affect the productivity, thus affecting the overall organisational growth.

In view of the increasing global competition, an in increased in customer sophistication and the lowering of the potential to maintain competitive advantage through technology or economics, and the need for organization to survive in a changing global environment, organizations are now conscious that the only source of competitive advantage is the ability of such organizations to learn faster and smarter than their competitors. The concept of ‘learning organisation’ fits in the context and is more apt to bring the desired change. An organization facing uncertain, changing or ambiguous market conditions need to be able to adopt learning concepts. They must continuously learn to survive and adapt in this dynamic and competing environment in which they are operating. Organizations adopting this concept will be able to adapt to the rapid and continuous change. Consequently marked improvements on the competitive performance of the organization will be visible.

A learning organization, although similar to organizational learning, differs in the sense that it embodies the characteristics of the latter and modifies itself accordingly. To elaborate, it is a form of an organization that is “skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights” (Garvin, 1993, p.80). Core to this definition is the need for change in the processes and behaviors of the workplace in the interest of enhancing performance. As a result, it is no surprise that the majority of this literature is targeted at practitioners and consultants as opposed to academics (Örtenblad, 2001).

learning organizations (LO) May also be outlined as businesses where persons continually spread out their capability to fully grasp the outcome they truly want, the place new and wide configurations of considering are developed, the place cooperative ambition is emancipated, and where individuals are constantly finding out to see the entirety collectively. The major groundwork for such firms is that in instances of quick change best these which can be flexible, adaptive and productive will be successful. For this to take position, corporations have got to detect how you can exploit people’s dedication and ability to be trained in any respect stages (Senge,1990).

This creates an antidote to the "silo phenomenon" when one part of the organization does not have access to what the other parts know, therefore, it cannot learn from them or understand where its own knowledge fits into the overall picture. (p. 537)

I, Indira Priyadarsini J hereby declare that the project report entitled "A Study on the Organization"(with reference to Hindustan Coca-Cola Beverages Pvt. Ltd) submitted to Christ Institute of Management, Christ University. It is a bonafide work done by me