The Theory, Organizational Behaviors, And The Interconnectedness Of Employees

According to Gephart and Marsick (1996, p. 34) states that, “A learning organization is an organization that has an enhanced capacity to learn, adapt, and change. It 's an organization in which learning processes are analyzed, monitored, developed, managed, and aligned with improvement and innovation goals.” I would classify my organization as a learning organization. They invest in our learning, development, and advancement. Within our organization, they ensure that we are capable of doing and performing our job. They bring forth training opportunities, workshops, and classes that facilitate our capability to do our jobs effectively and efficiently. During our work retreats, we gain lessons that equip us to handle the day to day duties we need to get our job done and further the growth of the organization. Nonetheless, my organization is very concerned about obtaining excellence and success for its employees and they promote that at all costs. Learning organizations are classified as very essential and important aspects of a business. They make certain that you have the needed and necessary abilities to sustain your organization and job duties (Bethel University, n.d.).

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

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

There have four characteristics in the supportive learning environment: Psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The four steps of learning processes: First, generation. Company need to develop and test new products or services. Second, collection. Company need to collect customers, technological and information about competitors. Third, interpretation. Through rigorous analysis to identify and solve problems. At last, dissemination of information. Company should move information into customers' hand and heads quickly and efficiently. Leadership reinforcing learning means leaders should get some feedback from employees in order to motivating employees ask and discuss problems. The authors use learning organization survey to determine the organizations. After survey, authors conclude four principles about learning organization: "Leadership alone is insufficient" - Leaders need open their minded for questioning, cogitative listening, consider a

Week 9 lecture on Individual learning we came across that in an organization learning derives from the individual learning from each member of the organization. Consequently, individual learning is crucial for organizational learning. Learning is defined as gaining knowledge or skill. Thus, learning incorporates two meaning 1) knowing how-to which is implies the ability to act and 2) Know-why, which shows the

The Romance at Sea demonstration shows how different everyone’s perspective can be, even in a seemingly homogenous group (Thomas, 2014). This relates to organizational learning because people who perceive the would differently learn differently and also use the information that they learn in diverse ways. According to Osland, Kolb, and Rubins, “In addition to their unique experiences, each person also brings different learning goals and styles,” (2001, p 43).

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.

Business that adapt and change to better themselves and their employees are referred to as learning organizations. A learning organization is “organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, where people are continually learning to see the whole together” (Peter Senge). In the Mondy (2012) text it spoke about a company named Keller-Globe. Keller Globe was replacing it’s punch presses with a feeding system that would double production. The manager became worried but Keller-Globe had a plan. They would train their employees and allow them to see the new production taking hand, the company’s

     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 leader within the learning organization must be able to make distinctions between their authority and the need for learning (Laurie & Heifetz, 2003). The leaders in the organization must be able to

The article selected was Managing Change Successfully by Eileen O. Brownell, President, Training Solutions. The article addresses the need to adapt to change, not only in the business world but also in one’s personal life. The world is full of change and will continue through time, requiring constant flexibility, adaptability, creativity, and optimum customer service (Brownell, 2000). Businesses need to identify with the changes and make plans for the future of the business around the change. To successfully manage change, employers must focus on the following ten steps to manage change within the organization to ensure success recommended by the author. According to Brownell, 2000.

Organizational research over the past two decades has revealed three broad factors that are essential for organizational learning and adaptability: a

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.

It 's essential to distinguish between “learning group” and “organizational learning”, they deem that these ideas must no longer be regarded as they 're identical (Graham & Nafukho, 2007). A learning organization is involved in making a metamorphosis in behavior in an effort to behavior the company to fully grasp its preferred reworking (Blackman & Henderson, 2005). The learning organization (LO) embodies the monitor of the group in a definite structural framework; even as organizational learning (OL) is deemed as a enormous operative software used to encapsulate the training movements within the organization (Garavan, 1997). The two terms are unique but strongly interrelated; organizational learning need to achieve a segment where the switch of learning and sharing of knowledge is simpler (sun & Scott, 2003). Although learning organization is an analysis of how companies learn, the preliminary factor will perpetually be a scrutiny of how contributors learn. In parallel, the organizational learning is deemed a approach to categorical that organizational members are man or woman freshmen who own the potential to be trained jointly. Then, organizational learning is pertained as a knowledge sharing method; additionally, the competitive strategy of the institution that can engender its sustainable competitive advantage (Hoyle, 1995).

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.