Learning Organization Journal of Business Communication

Question: Discuss about theLearning Organizationfor Journal of Business Communication. Answer: Introduction In this article, the author highlights the importance of upholding and availing rules and guidelines that would make management easier. He also highlights the actions that can be implemented with the aim of assisting in the development of a learning organization. The essay aims at finding answers to critical questions normally raised by managers. This entails defining an organization by outlining benefits of the environment and possible actions to be carried out to in order to present the environment as an arena for learning in addition to the achievement of other organizational goals (Barker and Camarata, 2008). The authors main area of focus is on the level to which an organization may establish an appropriate environment for growth and development of then workers through a careful management of the various organizational tranistions. Objectives A learning organization is one equipped with acquisition, creation and transfer of knowledge in addition to the ability to modify behavior to improve the effectiveness of workers towards the achievement of goals. The author had the following objectives: To develop and depict an organization as a type of a learning environment. This aids in focusing on some of the details on building a successful learning organization. This aspect depicts an organization as a learning environment. To identify the various management approaches used by organizations, this singles them out from other organizations. Research indicates that the success of an organization is largely tied on the effectiveness with which the human resource is managed To identify and discuss supportive organizational designs needed for proper organizational performance. This approach involves describing the effective elements which curve out an organization as a learning environment. To identify and discuss key competencies of employees. These abilities form the basis of an organizations performance and ability to achieve goals. Approach These are philosophical axioms or correlative assumptions used to develop the theme of an article. It is simply a way of dealing with something. Dr. Swee C. Goh has used an approach of asking and answering questions. By asking what a learning organization is, he defines his starting point and the goals if the essay. A second approach used is by asking whether the goals intended to be achieved by the organization are long term or short term (Bernhard, 2008). Being a long-term result oriented, the company develops a competitive edge as time goes by and therefore needs consistency in the management approaches, effort as well as commitment. The other approach is reviewing a set of published articles and books in the learning organization. In his approach of trying to answer questions, companies like Motorola, Honda, Sony and Nortel among others were used as cites to confirm that organizations maximize their competitive levels during good financial periods and carefully manage them when the organization is experiencing challenges. This makes them to be highly envied by their competitors. Summary of Methodology This is the practical aspect of gathering information and finding solutions. The findings from the article reveal the fact that the author used various methodological approaches in obtaining, analysis and interpreting data. First the author used survey which involved studying of sample companies. The research used Motorola, shell, xerox, was mart, British petroleum, Honda, Nortel and analog devices. The information from the cited companies was used to answer tactical questions and draw effective conclusions. The second approach involved review of relevant literature. In order to address the research question, the author performed a literature review of various books and articles comprising research which handled the aspect of organizational learning. By analyzing books of different researchers like David Garvin, Senge, Mohrman, and Kiernan on the same issue, a well detailed conclusion was drawn (Carliss, 2000). The third approach was the use of direct interviews. He conducted interviews with the senior managers and engaged them into detailed discussions to gather information. This was effective as he was able to gather the first hand information and see for himself from the ground. There was also the use of questionnaires and direct interaction with the employees. Focusing on the employees and getting feedback from them was paramount on his findings. According to my understanding, he could have given the questionnaires to the employees and analyzed the feedback he got from them or he could engage them in one in one discussions. Essential Conclusions From his findings, he concluded that organizational learning is a possible process hence those who learn more tend to succeed more in their endeavors (Cohen, 2008). In order to enhance the learning environment, the managers may be required to set up specific approaches and conditions. This may involve management of human resource through transfer of knowledge as well as an adequate sharing of the key organizational goals with the employees. Such approaches improve learning in an organization (Cohen and Sproull, 2009). To enhance learning, an organization needs to identify and uphold the internal drivers. Five core strategic building blocks can be argued from this review as was concluded by majority of the writers and researchers. Although they are represented as different entities, the building blocks are interdependent and mutually support one another. First of all, the organizational mission as well as its vision ought to be as clear as possible. The employees are therefore required to not only uphold the values and strategies but also support them (Easterby-Smith, Crossan and Nicolini, 2000). This strategy building block ensures that the employees extend themselves to take responsibilities and apply their special talents A good organizational structure would ensure that the day to day activities are properly aligned to the key goals and objectives of the organization. The second aspect involves sharing of leadership. This approach empowers the employees and enhances the establishment of a good culture. The employees are motivated to take risk and be in a position to deal with the uncertainties associated with business operation (Huber, 2009). This needs managers to be seen as coaches not controllers. When leadership is shared, the aspect of rank does not particularly affect operations. Through this approach, the leaders are required to offer the employees adequate information to aid in the identification of opportunities (Papa, Daniels and Spiker, 2008). Leaders should accept criticism willingly without taking any offense. Dr. Goh concluded that leadership should involve employees in decision making. This is seen in the Motel Company which frequently trains and organizes workshops for the employees. The managers also participated fully in these workshops, interact freely with the employees and solicit ideas and inputs from them. The third aspect involves encouraging the employees to experiment and identify viable approaches (Schwandt and Marquardt, 2000). The approach requires an evaluation of the current affairs and identifying the areas in need of adjustments. Managers ought to consistently encourage the employees to bring new ideas into their work in a bid to enhance performance. Consequently, there is need for a culture which supports and rewards experimentations. There is also the aspect of knowledge management. An organization can enhance learning through careful approaches in which knowledge is disseminated and transferred from one employee to another through appropriate platforms (Senge, 2004). This can be achieved through seminars, exhibitions and trainings where the employees interact and exchange knowledge and skills. Benchmarking processes as developed by Xerox are good examples of ways in which knowledge transfer is encouraged. The other aspect involves good team work as well as cooperation from employees. Unity and team work among workers is a key strategic building block. The workers are able to share their skills by collectively taking part in responsibilities. For instance in the Honda Company, employees are training on various areas hence can easily rotate their responsibilities which improves effectiveness. The five strategies discussed above require two major supportive foundations. To begin with, there is need for a proper organizational design. It ought to be clear and simple characterized with less but effective procedures. Research reveals that an organization with a good structure tends to uphold a good learning environment. (Wang and Ahmed, 2003). In addition, an organizational structure which places the employees close to the decision makers enhances motivation and the overall output. This is because the structure allows an easy management flow of information as well as procedures. In a nut shell, the foundational blocks discussed above would work effectively in a flat organizational structure with minimal hierarchical levels. In line with the aspect of competencies and skills of employees, research indicates that these abilities can be adequately harnessed through training and development (Kofman and Senge, 2009). Through training and appropriate opportunities, the employees are given a chance to not only show case their abilities but also improve on individual skills. Conclusion The author highlights the aspects discussed above as key factors which enhance learning in organizations. Their presence is vital in the implementation of the learning capabilities in an organization. The archetypes presented describe specific strategies and foundations building blocks and measurement required to develop an organization as a learning environment. Consequently, managers ought to take the right steps and implement effective approaches which would ensure that learning is enhanced within an organization as much as possible. With proper learning and improvement, an organization raises its competitiveness and hence general performance. References Barker, R. and Camarata, M. 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