Significance of Learning Organisations - Essay Example

Organisational Learning and Design AFFILIATION: Introduction Now-a-days, the organisations have realised that they can compete in the corporate world solely by developing a competent and proficient workforce. As there is ample information available in the market, it is imperative for the firms to design, implement and update the knowledge management systems which are the main drivers of sustaining competitive edge in the business domain (Furnham & MacRae, 2014). ‘Learning organisation’ is the modern structure of the enterprises as they have to understand the dynamics of surviving in the modest corporate sphere by developing the pre-eminent group of employees. Previously, it was believed that the companies have to identify the extraordinary potential candidates and prepare them for future senior level positions (Belet, 2007). Recently, the organisations have stressed the importance of changing the business structures so that the culture imperative for learning enterprises can be supported (Mishra & Bhaskar, 2011). Moreover, there needs to be a balance between the leadership and management development aspects so that reforms are easily commenced. In order to evaluate the significance and challenges of the learning organisations, two articles have been reviewed. According to Mahoney (2000), the concept of learning companies was initiated in 1990s and there is no perfect solution for creating such organisations. It is mandatory for the corporations to foster leadership within each level of the organisations from the directors and senior managers to lower management level. Also, equally important is the conception of a culture which will assist the enterprises in the development and augmentation of learning organisations. On the other hand, Belet (2007) studied the concept of building high potential executives in French companies for crafting learning-oriented organisations. According to the author, there is still presence of the hierarchical and centralised leadership styles in these enterprises and the leadership development programmes are ineffective in bringing the desired changes within the firms. Hence, there is requirement of embedding the learning organisation characteristics within the businesses so that they can comply with the changing market structures. Significance of learning organisations In today’s contemporary business world, the organisations have to adjust their structures and frameworks to make sure that they have the compatible systems and tools for responding to the markets. It has been mentioned by Mahoney (2000) that it is the responsibility of the directors and senior managers to design and integrate a business environment in which leadership is encouraged at all levels. Although there is no clear cut strategy to be followed but there are certain principles which have to be taken into account. According to the author, forming a learning organisation means that the uniqueness of each individual’s personality has to be assessed and the person should be given leverage of leading the tasks. He even mentioned that the Myers-Briggs Personality Inventory Test can be utilised for identifying the personality of each employee and the differences in personalities have to be dealt with so that the conflicts can be avoided. Moreover, he has developed a RECIPE framework for encouraging the creation of the learning oriented organisation. The six principles of this concept are Responsibility, Experience, Confidence, ‘I’ language, Process Review and Equality of opportunities (Mahoney, 2000). In order to create such an enthusiastic and motivational learning organisation, even the employees have to be encouraged so that they aspire to embark on such endeavours. Moreover, there are organisational values which are the statements about the company’s willingness to prepare the future managers but the management has to be assured that it makes efforts for demonstrating such supportive behaviours. Also, Mahoney (2000) stated that the professional consultants can be sought for guiding about bringing essential changes in the organisation. However, both internal and external factors have to be considered to develop and maintain a learning organisational framework. On the other hand, Belet (2007) studied the programmes undertaken by the French companies to generate high potential executives. The study examined the characteristics of the management and leadership possessed by the senior or elite class and the role played by the universities and grande ecoles in creating such competent people. In this article, the main area addressed by the author is regarding the dependency of learning organisation on the eminent prospective executives. The traditional concept of categorised and compacted approach of leadership has been challenged and it is evident that French organisations are taking the concept of learning organisations in wrong direction. It has been highlighted by Belet (2007) that the approach followed by the management for developing appropriate future managers is inadequate because the policies implemented by them will give only short-term gains. In order to create competent future managers, the people should possess both management and leadership abilities (Furnham & MacRae, 2014) as it allows everyone within the organisation to exploit knowledge effectively. With the developments in Information and Communication Technologies, knowledge can be easily shared and exchange of differentiated ideas has to be encouraged so that the learning organisation can be nurtured (Ions & Minton, 2012). It is evident from the findings that the young managers of the French firms do have some good management capacities but they lack the interpersonal capabilities, stewardship, leadership competencies, human qualities and quick learning abilities. Although there training sessions revolve around the latest leadership and management subjects but they don’t have the proficiency of grasping the new content. Furthermore, the soft competencies required by the future managers is given less importance in these firms and the senior managers focus more on short-term success rather than long-term effectiveness (Belet, 2007). Since most of these potential executives are from top ranked institutions, they are given various benefits such as high salaries, startling financial packages, international project opportunities and even expensive leadership and management training sessions for developing their skills. Despite all these initiatives, there is still focus on the traditional initiatives of developing the management and leadership competencies (Belet, 2007). Hence, the French organisations have to make drastic changes which means reforming the curriculum of educational institutions so that the potential executives are equipped with the best set of competencies. In order to make sure that the learning oriented organisation is developed, it is recommended by Belet (2007) and Furnham and MacRae (2014) that the companies integrate few particular principles in their entities. Firstly, the companies have to consider employees as the major strategic source of competitive advantage and should be viewed as the foremost factor in sustaining the success of the enterprise. Simultaneously, the people have to be inspired to enhance their capabilities which can be undertaken by following a psychological led approach. This concept will assist the people in allocating their efforts in excellent manner and enhance their talents. Furthermore, there is need of pursuing personalised way of leading and managing individuals. At more advanced level, it is imperative for the team leader or the manager to enhance the efficiency level in routine tasks so that there is an ongoing process of professional and learning development. It will encourage everyone within the firm to foster a teamwork culture so that collective efforts will assist the companies in achieving their desired targets (Poell & van Woerkom, 2011). Moreover, the leaders will have to change their role of a supervisor or commander to that of a coach and mentor so that they can support the teams and individuals in enhancing their performance (Mishra & Bhaskar, 2011). Even the organisations will have to develop policies in such a way that goals are clarified, communication system is refined so that information sharing becomes efficient, daily milestones are shared effectively and there should be strong link between the actions and learning so that the company’s strategy is carried out with perfection (Belet, 2007). Additionally, the people have to demonstrate that they have potential of learn new things and develop competently learning attitudes and behaviours which is in alignment with the professional work ethic requirements (Mishra & Bhaskar, 2011). Hence, there is growing demand for developing organisational and managerial practices which are in alignment with the paradigm of the learning leadership. It will allow the people to enhance their capacities, talents and skills so that the developmental programmes will be beneficial for the future managers. Thus, the organisations have to evaluate their situation, understand the dynamics of the business environment and prepare a competent team of professionals who will allow the organisations to perform their operations and activities with excellence. Conclusion The organisations have to comprehend the situation so that they can make sure that they cultivate a learning and knowledge sharing environment. Moreover, there is need of realigning the investment techniques as human capital is the major source of competitive advantage. Every company has to carry out its self-assessment to determine its current structure and also to identify the accessibility to resources required for creating a learning organisation. Also, the business entities have to utilise and employ those mechanisms and principles which will foster such learning work environment. Furthermore, the employees have to be treated as a strategic asset of the enterprise and they should be provided opportunities to develop their leadership and management competencies. In today’s environment, the latest trend is of fostering a friendly, cross-functional, collective, innovative, risk-taking and knowledge sharing work environment. Moreover, the spirit of team work has to be embedded effectively so that the organisations can attain the learning organisational framework which is imperative for thriving in competitive business world. References Belet, D., 2007. Are ‘high potential’ executives capable of building learning-oriented organisations? Reflections on the French case. Journal of Workplace Learning, 19(7), pp. 466-475. Furnham, A. and MacRae, I., 2014. High potential: How to spot, manage and develop talented people at work. London: A&C Black. Ions, K. and Minton, A., 2012. Can work-based learning programmes help companies to become learning organisations? Higher Education, Skills, and Work-based learning, 2(1), pp. 22-32. Mahoney, R., 2000. Leadership and learning organisations. The Learning Organization, 7(5), pp. 241-243. Mishra, B. and Bhaskar, A.U., 2011. Knowledge management process in two learning organisations. Journal of Knowledge Management, 15(2), pp. 344-359. Poell, R.F. and van Woerkom, M., 2011. Supporting workplace learning: Towards evidence-based practice (Professional and practice-based learning). London: Springer. Read More