The Importance Of Information Sharing Across Learning Organizations Essay

On this forum a learning organization refers to the organizational style allow for a certain degree of flexibility that hinder being constrain by structure; in simple terms, this approach allows for the organization to not only adapt to, but embrace change in order to attain the desired market position (Purhaghshenas, and Esmatnia, 2012, p.244). On the other hand, an efficient performance organization refers to the classical approach in which a scientific and systematic approach that primarily focused on the administrative and

Q: Why is shared information so important in a learning organization in comparison to an efficient performance organization?

2. Give your opinion on the current Organizational Learning Mechanism(s) (OLMs) that hinder organizational learning. Support your response with one (1) example of a training or learning initiative (e.g., sharing knowledge, training programs, working as a team, experiences, procedures, processes, etc.) and the outcome when it was applied to the organization.

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.

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

Batool, H., & Riaz, S. (2011). Factors for making an organization ‘a learning organization’. Retrieved on August 26, 2011, from http://www.trikal.org/ictbm11/pdf/OB/D1132-done.pdf

Organizational learning promotes: adaptability, participation and information openness. Consequently, not only employee performance will be enhanced, but also the increase of organizations effectiveness and efficiency.

The problem for this dissertation study test the challenges associated with creating, capturing and sharing knowledge. Doda (2017) describes this method as knowledge management. This method uses a critical goal of improving learning and performance in an organizational framework. Knowledge management as theory and a model was improved by Dalkir in 2005 (Atieh & Somayeh, 2017).

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,

Organizations that strive to excel in aspects of innovation, competitiveness, and performance must have clearly defined core values that are executed by specific learning disciplines (Senge, 2010). Giesecke and McNeil (2004) stated, "A learning organization is an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights" (p. 55). In the pursuit of defining specific practices that would produce an ideal learning organization, Senge (2008) proposes five disciplines that include, "...systems thinking, mental models, personal mastery, shared vision, and dialogue" (p. 1). In this application paper I will analyze each of the five disciplines discussed by Senge (2008) and discuss how they can be applied in an organization such as the high school where I am currently teaching to address specific areas in need of improvement.

Organizations use individual members as instruments of adaptation in learning. However, different parts of organizations (subunits or individuals) may have different learning experiences from the same historical events in the organizations. This creates a need for synergy to convert individual or subunit experiences into an organizational learning in order to harness the benefits. Given that humans have only bounded rational abilities** to perform actions, creating such a synergy is a major management challenge for practitioners, and a topic of scholarly pursuit for researchers. I wish to study how intra-organizational learning may drive innovations, and identify moderators that may influence the relation between intra-organizational learning and

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.

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.

Organisational capital stems form the culture and values systems within an organisation. As has been discussed so far, human and social capital revolve around active employee participation in interpersonal interaction, learning and knowledge sharing. In order to sustain these effectively, employees within an organisation must be skilled at creating, acquiring and transferring knowledge, also known as a Learning Organisation (Garvin et al 2008). Researchers have proposed three building blocks of such an institution. The first one is ‘a supportive learning environment’, which comprises factors