Interim report for the Head of Electrocom Ltd Interim Report for the Head of Electrocom Ltd Currently at Electrocom Ltd, the culture among the employees is such that even when innovative knowledge is provided to them, it becomes a part of their personal development and does not contribute positively to the organization’s learning curve…
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The notion of learning is applied to the organization as a whole, not as a sum of the parts of individual learning of individual employees. Organizations like these encourage continuous learning and innovation and advocate an integrated knowledge management structure for the organization. Other features of such organizations include being proactive, flexible, innovative and able to tap into potential to gain competitive advantage. (Cors, 2003). Another important introduction is one that focuses on organizational learning. Organizational learning in an organization relies on three factors, the first one being routine, the second being dependency on the company’s history and the third one being the targets that the organization has set for itself. Organizations add to their knowledge bank through practice and over time, that is through practical experience. This experiences interpreted and the lessons learned are applied to future scenarios to ensure that mistakes are not repeated and good practices are adopted. Learning can also occur by looking at other organizations, competitors or those who are similar to the organization in question so that generalizations can be studied and applied to own organization. (Levitt and March, 1988). Electrocom needs to focus on knowledge acquisition; this will have two pronged benefits for the organization. First, it will provide them further consumer insight which will help them better understand, connect with and cater to their consumer base. Second, it will help them build a knowledge bank from which they can take assistance in the decisional process and which will enable further learning for the company’s employee base. Knowledge acquisition can be done through surveys, R&D activities, reviews of performance and a thorough analysis of competing firms in the market. Another aspect to be focused on is how this knowledge and information is disseminated throughout the organization. Organizational structure should be flatter so information can flow quickly from source to destination without any hold ups or barriers to stop the flow. Electrocom also needs to focus on how the information is interpreted, for this will determine how the information impacts the organization, if at all. Lastly, through revision and incorporation of this knowledge over and over again in practice the organization needs to make sure that it remains fresh in the organization’s memory. (Huber, 1991). In the same vein, Schein (1993) writes about how it is important for organizations on the modern business environment which is becoming increasingly globalised and culturally diverse, to engage in dialogue. To effective in this business environment, it is necessary for Electrocom to increase and improve communication to enhance levels of integration within the organization and across borders and cultures. Organizational learning will only take place once there is an established healthy level of communication and integration internally and creating dialogue will be the first step in this direction. This approach will also improve cohesiveness of work groups, thereby improving their performance. Once a healthy level of communication has developed internally within the organization, subcultures will develop, often providing a motivational source for better performance at work because they promote
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