The Value of Learning to Organizations
The purpose of this article is to examine the value of learning to organizations. Its primary goal is to implement learning processes throughout enterprises. This is accomplished through the exploration of several organizational learning strategies throughout the essay. To distinguish between an organization engaged in the learning process and a typical organization, it is based on Peter M. Senge's "The Fifth Discipline." Its methodology entails conducting various literature studies for the creation of fresh understanding about scientific work. Its findings indicate that the expansion of an organization's workforce highlights the necessity and value of communication. This article aims at debating on the manner in which companies stand a chance of becoming learning organizations that are sustainable. Towards this end, the article provides some of the most insightful and tested sustainability concepts. It approaches this by exploring and comparing literature review and different sustainability perspectives. According to the article's findings, experiences of learning sustainability all around the globe have offered mechanics and tools to organizations for enhancing economic growth with little effects on communities and the environment. The fact that the authors have managed to explain their convergence and divergence points between sustainability approaches and learning organizations that offer insightful remarks to literature makes the article original.
Article 3
This article seeks to employ a variety of managerial practices towards the improvement of a university's operational functioning up to a learning organization's status. Being a research paper, the article has three primary objectives. First, it intends to relay a variety of different objectives regarding the 'learning organization' concept. Secondly, the paper seeks to clarify the fuzzy universities' paradigm as learning organization from both pragmatic and scientific perspectives. Lastly, the authors seek to discuss a variety of strategies for the 'learning organization' transformation. During the last few decades, the academic community have shown increased interest in issues that many universities continue to grapple with and this has provided relevance to this research. This can be justified by the endless participation to thematic debates and conferences as well as numerous publications in specialized journals (Velazquez, Esquer , Munguı, & Moure-Eraso, 2011).
Learning Organization
Learning organization can be defined as a company's ability to acquire knowledge with recognition that it will encounter challenges in a proactive way within its operating environment. It must personally contribute to proving and maintaining resulted flexibility as well as develop and identify the necessary selective changes. These attributes ensure that the organization undergoes an all-inclusive and continuous self-transformation. There are three ways through which an organization can learn. First, the company must anticipate and be willing to face challenges in a proactive manner amidst its operating environment. Secondly, the firm must demonstrate and maintain the effects of flexibility through personal contribution. Thirdly, it must identify and develop particular transformations on its own.
Organizational Learning Levels
Organizational learning usually takes place in five levels. It begins with growing awareness, then developing localized and repeatable practices as well as common processes and approaches. This is followed by measured and adaptive learning. The last level is continuous improvement of practices (Luhn, n.d).
Benefits of an Organization being a Learning Organization
A learning organization has some key benefits to the organization. It helps the organization in systems thinking. This is because it allows behavioral understanding of the whole interaction of the considered components. As a result, there is a transition from reaction of the current strategy and goals definition reality for the future. It recognizes that although the company operates in the present, past experiences can be used in building a prosperous future. It also helps with personal mastery, which enables a company to be creative in its personal development, desire, discovering challenges and opportunities in its inevitable changes within its operations. An opportunity to learn, remain unique, perform, be continuously connected to the community and develop skills is also created.It also plays a role in mental modelling. These are the complex theories or simple generalizations that impacts on people's perception of reality and hence make decisions and act. The management of an organization plays a crucial role in understanding these mental models. There is also the benefit of shared vision. When members of a firm share a vision, the business learns in a more efficient way. This also allows the overlaying of the mindset of the employees within the business with the aim of identifying the differences that the business' realities can embrace. It is through share vision that commitment of employees to the organizational strategic objectives are achieved. This must however be conducted under the freedom of choice.Organizational learning is also associated with team building. Two or more people who think and act together and then communicate their thoughts and actions as a team generate more results than those acting individually. This is because they bring together diverse skills, talents and abilities that impact on the group. Thinking, stimulation and communicating within a team introduces more value to an organization. A learning organization stands to accrue all these benefits (Prelipcean & Bejinaru, 2016).
References
Luhn, A. (n.d). The Learning Organization. Mühlhausen: De Gruyter Open.
Prelipcean, G., & Bejinaru, R. (2016). Universities as Learning Organizations in the Knowledge Economy. nagement Dynamics in the Knowledge Economy, 4(4), 469-492.
Velazquez, L. E., Esquer, J., Munguı, N. E., & Moure-Eraso, R. (2011). Sustainable learning organizations. The Learning Organization, 18(1), 36-44.
