Organizational Learning And Development Management

If an organization is already established and wants to become an “effective learning organization” they have to take into account their relationship with their employees at the time they make this decision. If the employees who currently work for management are not “self-energized, committed, responsible and creative beings” (Kinicki, 2012) (or any combination thereof) like McGregor assumes, they will not be able to jump in to some of the activities that leading organizations are doing. Managers will need to understand that if they developed an environment where management is superior and the employees are workers, any part of the human relations theory will not benefit them quickly. Managers will need to gain the trust of their employees and actually listen to their emotions.

Today, the relationship between the organization and the employee has changed. There is greater emphasis placed on the value of individual and team contributions to find business solutions. The employee is viewed as a 'learning customer', bringing personal preferences and motivation to the workplace. The learning organization therefore requires an environment that supports growth for individual capability and experience and, at the same time, increases business performance. For learning to truly benefit both the organization and the employee, the employer must consider the learner--the employee--as a vital investment for business success.

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.

Companies are interested in developing the skills of their employees in their attempt to improve their performance. This objective is reached with the help of learning and growth strategies. The measures of learning and growth strategies are reflected by companies' financial performance, customer satisfaction, business development, and others.

Bond is the network for over 290 UK-based non-governmental organizations working in the international development and development education. The organization stresses the barriers to organizational learning as due to bias for action, failure to hold discussions, and lack of commitment. On the other hand, organizations may fail to grow due to political issues and these are most common in the United States. The writer then gives the solutions to these barriers, which among them are; changing the ways of thinking, transfer of

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

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:-

Just as students are learning at Post, organizations and the personnel within them need to continue to learn. Organizations need to continue to refine processes and focus on innovation. Organizational learning gives companies the ability to create, remember, and share knowledge within an organization. In order for an organization to be an effective learner they need to make it a focus on everyday work, practice it through all levels of the organization, create a focus on the creation, retention and transfer of knowledge through the organization, and solve problems where they begin, Organizational learning provides an opportunity to effect positive change throughout the organization. A company that is an organizational learner is one that is innovative, continually refining its processes and learns from its mistakes. Personal learning within an organization greatly enhances the organizations core competencies. It can be done through education and training programs. Such programs consist of schooling, training seminars, mentorships and on

Learning organizations today must be adequately able to readily adapt to change the mind-sets and behaviors of the people within. Although this sounds like a unified joint statement for each and every organization however, there are so many organizations that yet do not acknowledge the actual truths and current trends that illustrate particular dysfunctional behaviors that exist and occur each day. Learning organization aid and enable companies and business to run, operate, and function with efficiently. As organizations learn together, they attain knowledge, acquire skills and information and evolve at a faster rate. Culture begins to be created after learning organization are established and they are placed

Learning organizations also promote teamwork and cooperation and an organizational culture that encourages experimentation. The fact that the paper suggests that these five strategic building blocks and the supporting foundations are the key factors in this new organizational archetype called a learning organization. These building blocks and supporting foundations need to be present or to be implemented to have a learning capability. However, if this idea of a learning organization is to take hold in organizations and gain credence and support by practicing managers, it must also have an impact on organizational performance.

There are numerous types of significant learning opportunities which would be likely to have a positive impact on the VA.  This paper will focus on surgical robotic education and streamlining order sets to improve surgical patient outcome and hospital ratings.  Sultan and Hussain (2012) showed learning in a collaborative environment promotes development of social skills, by interacting with others, individuals are able to grasp an understanding of others concepts and views.  Working and learning together can only greatly improve the collective knowledge of our institution, ultimately improving our service to our Veterans.

Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,

An organization’s capability to learn and convey that learning into action quickly, is the supreme competitive advantage. The learning organization is the structure that eases the realization of such competitive advantage, it empowers employees, it deepens and enhances the customer experience and cooperation with main business partners and eventually improves business performance. Organizational learning is considered as the suitable process to develop knowledge resources and capabilities/core competencies (human capital, social capital and organizational capital) that engender ongoing values; which in turn yield persistence superior performance; which lead to sustainable competitive advantage within the context of the strategic management.

As organizational learning takes a clear presence in today’s workplaces; I am analyzing various case studies to better understand the intentions and impact of such organizational changes. Who benefits from organizational learning? What impact does it have on the economy? Studies suggest the outcome of organizational learning is not guaranteed to result in a win-win situation for all parties and the outcomes differ from one organization to the next. Furthermore education is still designed to instill compliance. There is a danger society will continue to further segment into a class society if top CEO’s continue to heavily benefit from organizational initiatives. Such outcomes suggest organizational learning is not built on firm foundations.

Organizational change consists of three stages: establishing the need, implementation, and monitoring. To establish a need for change our senior manager (Superintendent) has expressed where she wants our school corporation to be in five to 10 years and what it needs to do to get there which involves changing structures and processes, such as reducing the number of management layers, reassigning personnel, reducing employee headcount, monitoring the results