Building The Learning Organization

 

As organization strive to improve, they begin establishing programmes for continuous improvement. These programmes are typically lengthy and diverse, and they can occasionally appear to be a time drain because they do not always yield results. Sadly, despite the diversity of topics covered by these programmes, their success rate rarely exceeds that of their failures. The primary reason these programmes fail is that most organisations do not perceive commitment to learning.

To enhance an organization's effectiveness, it is essential to acquire new knowledge. Not only does this assist employees acquire new abilities, but it also enables them to view the world from a unique viewpoint. However, in the absence of dedication to   learning, many organizations remain bound to outmoded practices.

Today, an increasing number of organisations acknowledge the vital connection between continuous development and learning. Scholars have also begun to join the cause by creating "knowledge-generating" organization or in new term learning organisations. These concepts are gaining popularity, especially in the corporate sector, but are also gaining attention by public organisations. Nevertheless despite the good indicators, the topic remains extremely complex and difficult to comprehend.

In the book The Fifth Discipline, Peter Senge overcomes the argument by providing a comprehensive definition of Learning Organization, which refers to individuals inside an organisation who produce the desired results by continuously enhancing their ability to think and generate new ideas. Additionally, he noted that visions are determined by all members, and individuals are learning how to learn together. According to Senge, there are five components that can be used to build learning organization: systems thinking, team learning, shared vision, mental models, and personal mastery. Meanwhile Nonaka in other hand proposed that organizations to concentrate on vital thought, promote debate, and make hidden idea and knowledge become apparent.

Despite the favourable consequences of the proposals, there are several unsolved questions. How will managers, for instance, know if their firms are learning? What policies and initiatives exist to assist them in implementing the changes?

There are numerous difficulties that must be addressed before learning organisations may achieve success. First, we must determine what they are and how they may be utilised. Second, we need a management framework that is focused toward making the most of the given opportunities. The assessment of learning is the final and most significant issue that must be overcome. This will help organisations to assess their progress and ensure they are maximising their possibilities to become learning organisations.

Learning organizations are designed to help employees develop their skills and knowledge through variety of activities. To effectively implement learning organizations, an organization must also first overcome its building block. These include systematic problem-solving, experimentation, learning from past and present history, and transferring knowledge efficiently and effectively to the organization. Any activities that comprise a learning process are complemented by a collection of tools and approaches. Due to their reliance on isolated examples and accidental occurrences, many organizations are unable to implement these activities with persistent effectiveness. By establishing processes and systems to support these activities, organizations can increase their effectiveness.

Most learning organizations are built based on carefully cultivated attitudes and management processes. These are usually the products of accumulated management processes and commitments that have gradually accumulated over time. Organizations that wish to start a learning organization can do so by taking a few simple steps.

Creating an atmosphere suitable to learning is the first stage in establishing a conducive learning environment. This can be accomplished by consistent introspection and analysis, as well as the development of novel approaches and solutions. Unfortunately, most employees are frequently side-tracked by immediate demands and slow learning. Another powerful tools that can be used to stimulate the exchange of ideas is by opening up boundaries. This allows individuals and groups to get more information and but  keeps them contributing to the organization's success. This is done through regular meetings and conferences, which are designed to bring together various groups and individuals.

Finally these efforts help to remove barriers that prevent learning and increase the level of commitment and involvement in the organization. They also suggest a shift in focus from continuous improvement to a commitment to learning. This is a great foundation for developing effective learning organizations. In addition to a better understanding of the multiple facets of learning, this shift also helps to improve the management and measurement of learning.