HSBC Bank Dubai as a Learning Organization - Case Study Example

HSBC Bank Dubai Name Institution: Date: Table of Contents Table of Contents 2 A. Survey Report Analysis 3 1.0 Introduction 3 2.0 The Learning Organization Concept 3 3.0 Learning Organizations Characteristics 4 4.0 HSBC Bank Dubai as a Learning Organization 5 5.0 Effect of Learning Organization on Performance and Efficiency 6 6.0 Summary and Conclusions 7 7.0 Recommendations 7 References 8 B. Survey Findings Analysis 9 1.0 Employees and use of Teams 9 2.0 Performance Evaluation 10 3.0 Leadership Approach 11 A. Survey Report Analysis 1.0 Introduction This project is an evaluation of the extent to which the HSBC Bank Dubai could be described as a learning organization. In this regard, the project applies a combination of both theory and empirical evidence to develop the conclusion, as well as offer recommendations for future organizational improvements. In this case, the project relies on a data analysis collected through the primary data collection approach where a questionnaire on the organizational key features was adopted to collect the relevant information from a simple randomly selected study sample (Athanasiou, Debas & Darzi, 2009). Therefore, the reliability and validity of the data collected and the subsequent analyzes were highly reliant and dependent on the merits and the challenge of the adopted data collection approach. 2.0 The Learning Organization Concept The learning organization concept is a gradually emerging concept in the organizational management and structure development today. In this regard, unlike a decade ago where learning organization’s establishment was perceived as a preserve of specific industries, the perception has changed with changing market situations and structures. In this regard, the organizational learning theory is based on the principle of continuous improvement and learning from the employees. In this regard, the employees across learning organizations, ranging from the executive management to the lowest employee levels strive to improve and increase their performance and actions in the long run period. In order to perpetuate and facilitate a successful learning organization philosophy execution, the theory relies on the creation of shared visions and goals, with which each of the organizational internal stakeholders feels as part of and strive to achieve. Therefore, based on the above discussion, it is evident that the learning organization concept is developed and founded on the principles of cooperation and inclusion of all organizational stakeholders towards the attainment of increased individual as well as organizational performances, competitiveness and market sustainable success in the long run period. 3.0 Learning Organizations Characteristics Unlike the traditional organizational management and operational structures, the learning organizations have their share of unique and differentiating characteristics and features that set them apart from peers in the global management systems. One of the distinguishing characteristics of the learning organizations is the adoption of the systems thinking approach. In this thinking and decision-making approach, organizational decisions are made based on the systems a rational approach rather than the individual managers bounded rationality approach in the traditional organizational setups. Therefore, O'Keeffe (2006) stated that under the learning, organizational systems, decisions are made based on their implications and effects to all the stakeholders both in the short and long run periods, thus their implications sustainability is evaluated and critical in an alternative selection. On the other hand, Shukla (1996) asserted that the learning organizations are characterized by the presence of a shared vision. In this regard, the learning organizations’ visions and strategic objectives and goals are developed and formed based on an interaction and compromise between the organizational interest and the employee interests and needs. Therefore, through the incorporation of employee needs in developing goals and strategies, the learning organizations promote employee motivation as well as work, commitment, making their approach sustainable and efficient in the long run period. Finally, an additional trait characterizing the learning organizations is the inclusion of employees in the decision-making process (Robbins, Judge, Millett & Boyle, 2013). In this regard, managers and leaders in the learning organisations set up to promote and encourage employee participation and contributions in the process of the decision making process; as a tool for encouraging and improving overall decisions made quality and acceptance, thus reducing change and policy resistances. 4.0 HSBC Bank Dubai as a Learning Organization An evaluation of the statistics obtained in the evaluation project survey on the HSBC Bank Dubai establishes that the venture can be described as a learning organization through a series of characteristics identification. On one hand, the overall rate of employee inclusion in the learning and career development process is high. In this regard, an evaluation of employee inclusion in teams and rewards for learning establish a positive feedback of over 80% indicating a trend towards not only developing and growing the venture, but also growing the employees as well as a tool to ensure the inclusion and consideration of the respective employee interest with the venture long term goals. On the other hand, a survey results evaluation establishes that HSBC Bank Dubai applies statistical and scientific data evaluation tools in evaluating performance. In this regard, the bank evaluates the differences between actual and expected performance gaps as a tool to establish production and performance challenges. Consequently, this enables the venture diversify productivity through increased overall systems analysis to facilitate the development of ideal strategies for future development and success. Finally, an evaluation of the organizational survey establishes that the venture leadership serves as a major support base for the employees through mentoring, supporting and guiding them. Therefore, this indicates that the bank leadership plays a direct role in developing their employee skills and career development, a major characteristic of learning organizations. 5.0 Effect of Learning Organization on Performance and Efficiency The adoption and use of a learning organization approach have a direct impact and effect on their productivity and efficiency. On one hand, increased employee inclusion in the decision-making process as well as their interest inclusion with the organizational strategic goals increases their intrinsic motivation. In this regard, the employee is motivated to increase their performance and productivity in the long run period. Therefore, the learning organization process ensures that the productivity rates per employee are significantly improved while as the supervision and management costs are subsequently reduced significantly. Moreover, the learning organization application has a direct implication on organizational market competitiveness. In this regard, the process of developing employees and growing their career orientations increases their competitiveness in the market. As Lubit (2001) noted, leadership and a qualified employee workforce are a major intangible asset market competitive edge, which the competition cannot easily emulate and replicate in a short run period. Finally, organizational learning increases productivity through errors, identification in the productivity and target evaluation systems. In this case, the performance evaluation systems enhance the development of performance and productivity benchmarks, both internally and externally determined to serve as a production motivation in the stipulated period. In this case, the performance gaps evaluation will promote errors reduction in management and production processes in the future. 6.0 Summary and Conclusions In summary, this project concludes that to a large extent the HSBC Dubai Bank can be categorized as a learning organization. In this regard, the decision is based on the organizational features of leadership, mentorship employee inclusion in the decision-making, and the performance evaluation. However, the organizational survey establishes that the organization has a shortage in external stakeholder inclusion as well as in the use of teams to make it a fully learning organization. 7.0 Recommendations Although this evaluation project classifies the HSBC Bank Dubai as a learning organization. It is imperative that the organization improves its operational systems in a series of areas noted as shortcomings in the project summary section. On one hand, the bank should increase its use of teams as a basic functioning unit for its operations. In this regard, instead of allocating duties and responsibilities to individuals, it should cluster its operations into respective projects and as such allocate the projects to respective teams, thus promoting a collaboration and cohesive organizational culture. In addition, the bank should consider developing a strong corporate social responsibility (CSR) program. In this regard, the development and establishment of the CSR programs would facilitate and increase the organizational relationships with the consumer base, thus increasing and elevating its status as a learning organization through incorporating the external stakeholders in its strategies and management system practices References Athanasiou, T., Debas, H. T., & Darzi, A. (2009). Key topics in surgical research and methodology. Berlin: Springer. Lubit, R. (2001). The keys to sustainable competitive advantage. Organizational Dynamics, 29(3), 164-178. O'Keeffe, T. (2006). Towards zero management Learning organisations: Developing tomorrows successful leaders today. Indianapolis: Dog Ear Publishing. Robbins, S., Judge, T. A., Millett, B., & Boyle, M. (2013). Organizational behavior. Pearson Higher Education AU. Shukla, M. (1996). Understanding organizations: Organisational theory and practice in India. New Delhi: Prentice-Hall of India. B. Survey Findings Analysis This analysis develops a critical evaluation of the HSBC Bank Dubai survey evaluating the nature and extent of the bank as a learning organization. In this case, the developed survey questions divided into three categories, namely the organizational employees, performance evaluation, and the leadership approach distributed to a random ten organizational employees. The analysis below is a summary of the obtained findings. 1.0 Employees and use of Teams An evaluation of the survey feedback establishes that over 80% 0f the respondents argued that the organizational employees were offered learning opportunities, as well as the provision of rewards for those who learnt as per the requirements. Therefore, this illustrates a growing organizational trend towards a learning organization concept. Moreover, an over 70% of the employees stated that the bank allowed employees to interact and offer learning feedbacks on each other freely. However, a majority of the respondents, in the excess of 75% when asked on whether employee were offered enough time to build trust with each other as well as participate in activities and responsibilities as team, responded in the negative. Thus, the review survey establishes that the bank offers the employees minimal time to bond and establish trust among them. 2.0 Performance Evaluation With respect to performances, the evaluation survey establishes that over 65% of the respondents appreciated that the organization has strengthened its performance evaluation systems, through the development of a target against the actual performance evaluation approach. Moreover, the respondents strongly agreed with the assertion that the organization empowered its employees to manage and control resources that enabled them function and execute their duties. Similarly, a majority over 50% of the respondents agreed, although slightly with the organizational assertion that it recognizes those taking initiatives, as a majority of those recognized were the executive and middle-level managers and not the lower level employees. On the contrary, an over 64% of the respondents either disagreed, slightly disagreed, or strongly disagreed with the expectation that the organization works together with the outside community to attain mutual benefits, illustrating a learning organization characteristic weakness in the failure to include the external stakeholders in the organizational management systems. Moreover, an interesting 40% of the respondents remained neutral on the issue of employee support for risky activities illustrating their lack of information and knowledge in such an organizational support system. 3.0 Leadership Approach A survey on the leaders’ devotion to learning and individual development as well as their support of the employee development process through training, mentoring and coaching established a 90% support in agreement, with over 70% of them strongly agreeing with the practice presence in the organization. Similarly, an over 70% of the responses argued that the overall employee satisfaction rates were increasing on an annual basis. This is an indication of the learning organization practices application advantages. Nevertheless, with respect to if the organizational performance was higher than the previous years, only 40%, slightly agreed with the argument, with another 40% remaining neutral on the issue, an indicator that the bank is yet to enjoy the actual merits of a learning organization practices application. Read More