Managing The Learning Org 2 Example

Managing The Learning Org 2 Example Managing The Learning Org 2 â€" Essay Example > Assessment 1IntroductionFor organization aspiring to remain relevant, learning better and decisively is of great importance. Most organizations’ leadership apply a speedy and straightforward fixes often driven by technology in practicing what is widely known as ‘the learning organization’. More often this concept is developed as a result of pressure facing the modern organizations and it creates the strategy desired by organizations enabling them to stay aggressively competitive in their business environment. In developing a learning organization, there are five critical features that have to be reversed. Senge (1990) proposes that within the organization people have to put aside their old ways of thinking, learn to be open with others, understand the way their company works, develop a shared vision and ultimately work together objectively to realize that vision as a team. None of the five features are new. However, developing them in this manner creates new ideas that are p owerful through combining them. More often there are several factors triggering this change. It is in this sense that learning organization remains ideal for organization to evolve in order to respond to various challenges they face, it is therefore identified that individual and collective learning are key. There are two basic things resulting from this first; while there exist varied form of debates involving learning organizations it remains difficult to identify real life examples. The case may differ as the reason might be the vision is too ideal or it is simply is not relevant to the requirements and dynamics of the identified organization. The second issue touches on the workforce focus on creating a model needed to present in a form that is commercially attractive to the consultants and writers who has led to a significant under-powering the theoretical framework for learning organization (Dixon, 1999). Learning OrganizationIt is in these contexts that we attempt to explor e the art and practice of this popular notion ‘learning organization’, there is no clear definition for this with many authors clearly proving the term to be elusive. In understanding the real meaning of the learning organization we can exhibit three varied definitions (Hodgkinson, 2000). According to Mathews, (1999), learning organizations are business entities where individuals constantly expand their capacity in creating results that they truly yearn for. In this case new and unreserved model of thinking are nurtured, where joint employees aspiration achieved freely, while people within the organizations persistently learn to achieve their desires together. The learning organization in our second definition is viewed to be a vision that might be a probable idea which is not brought about basically, by training individuals but rather happens as a result of learning at organization level. Hence, learning company in this context is perceived by an organization that facilitates learning of all its members and on a continuous basis it transforms its self (Cummings, 2008). The learning organization is portrayed by total workers involvement in a course that is collaboratively done, in a communally and responsible to change that is focused in achieving shared principles (Mathews, 1999, 118). Much is shared among all these definitions and partly contrast too is revealed. In the first definition Pedler et al approaches learning organization as something that is imitated and developed by senior management, involving top-down leadership hierarchy across the managerial level they are obligated to. The context in this definition can be contrasted with a more to self-ruled approaches for instance, in the case hinted by (Tsang, 1997). There is a varied assumption over ‘learning organization’ with most writers suggesting that a learning organization falls to any given organization.