Learning organisation and employee development
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Learning organisation and employee development Learning organisation and employee development Document Transcript

  • ======================================================================== Dr Yathish Kumar Lieutenant Associate Professor ANO Dept. of Commerce and Management 5 Kar NCC Naval Wing University College Mangalore Mangalore. 575001 ======================================================================== 24th August 2013 THE ORGANISING SECRETARY NATIONAL SEMINAR on Indigenous Management Practices & Sustainable Development Paradigms & Paradoxes Respected Madam, SUB: SUBMISSION OF AN ABSTRACT AND FULL TEXT OF OUR JOINT PAPER(REG) I am, herewith, submitting an abstract and full text of our joint paper on the theme “Session-II: Indigenous Management Practices and Employment Opportunities” for your kind scrutiny and consideration. (YATHISH KUMAR) Encl: Abstract and Full text
  • LEARNING ORGANISATION for SUSTAINABLE DEVELOPMENT By: Dr.YATHISH KUMAR* SOWMYA PRAVEEN** REKHA*** ABSTRACT Today, knowledge is being considered the most important strategic resource in organisations such as higher institutions of learning. The ability to create and apply knowledge is the most important capability for building and sustaining competitive advantage in organisations. Movement towards resource-based economic theory is called the knowledge-based view of the organisation. Knowledge is the key to, developing a learning organisation, even more so as organisations have become increasingly knowledge intensive. Successful knowledge management requires learning competencies to manage the knowledge flow in an organisation. The combined ability of an organisation to absorb, diffuse, generate and exploit knowledge secures true competitive advantage. One way of creating this combined ability in an organisation, is through developing learning organisations within our departments and in our classrooms/lecture halls. This critical study of a new idea for organisational learning named Learning Organisation (LO) aims at contributing for the understanding of the managerial thinking, the developing of managers and researchers conscious practice and for an integrated grounded theory construction and managerial education. In this regard, an attempt has been made to bring out the importance of Learning Organisation, symptoms to identify LO or Sick organisation, benefits of learning organisation and measures taken to improve learning for the sustainable development in the organisation, (Key words: Learning organisation, sick organisation, benefits, measures, sustainability etc.,) Dr.YATHISH KUMAR*, Associate Professor, University college, Mangalore; SOWMYA PRAVEEN**- Asst. Prof. University college, Mangalore; REKHA***- Asst. Prof. University college, Mangalore
  • LEARNING ORGANISATION for SUSTAINABLE DEVELOPMENT 1.0 INTRODUCTION Today knowledge is being considered the most important strategic resource in organisations such as higher institutions of learning. The ability to create and apply knowledge is the most important capability for building and sustaining competitive advantage in organisations. Movement towards resource-based economic theory is called the knowledge-based view of the organisation. Knowledge is the key to, developing a learning organisation, even more so as organisations have become increasingly knowledge intensive. Successful knowledge management requires four learning competencies to manage the knowledge flow in an organisation. These four learning competencies are: • Absorption of knowledge from outside; • Diffusion of knowledge from within; • Generation of knowledge within; and • Exploitation of knowledge in products and services. The combined ability of an organisation to absorb, diffuse, generate and exploit knowledge secures true competitive advantage. One way of creating this combined ability in an organisation, is through developing learning organisations within our departments and in our classrooms/lecture halls. A learning organisation, (i.e. groups of people: students or lecturers) is one that learns and encourages learning in its people in order to adapt readily to environmental change and fierce competition for resources and some of the best students. The learning organisation presumes continuous change to drive the centre of the organisation‟s activity, and continuous innovation and adaptation to characterize the organisation‟s response to change. Organisational learning on the other hand is a continuous cycle of discovery, dissemination and the emergence of shared understandings. Successful organisations are preoccupied with giving priority to the need to build a „learning capacity‟ within the organisation. To become a learning organisation there is need to establish the following as part of core activities: 1. A climate in which all are encouraged to learn and develop their full potential. 2. An extension of this learning culture to include students, staff and other significant stakeholders like government etc. 3. A human resource development strategy should be central to institutional policy. 4. A continuous process of organisational transformation. 5. A commitment by each individual who want to learn, to become better and to produce better results. To achieve these activities, there is need to entrench a deep learning cycle, develop new awareness and sensibilities as institution experience it differently. In learning organisations people develop fundamental shifts of mind, individually and collectively.
  • People in a learning organisation communicate, think together (not group-think) and continue to learn throughout their lives. 2.0 SICK ORGANISATION An organisation that does not encourage growth or learning would be considered as a „Sick Organisation‟. To decide if an organisation is sick, Peter Drucker‟s test includes the following parameters: When promotion becomes more important to its people than accomplishment of their job; When it is more concerned with avoiding mistakes than with taking risks; When it is more concerned with counteracting the weakness of its members than with their strength; And when good human relations become more important than performance and achievement. An organisation with the symptoms of being sick is an organisation whose employees are not learning, growing, or developing personally or professionally. When employees fail to grow and develop, so do the organisations. Recognising the elements of being sick is critical to any organisation and it must take immediate and corrective action. More importantly, organisations must plan to avoid the symptoms in pro-active training and development. 3.0 BENEFITS OF LEARNING In order to make the organisation healthy, it is essential to have learning on a continuous basis. Following are some of the benefits: 1) Increased self confidence with approaching new tasks or presenting new ideas. 2) Persistence and toughness is pursuing goals. 3) Improved stress management and problem solving. 4) Refined decision making ability 5) Enhanced work specific capabilities 6) Openness to creative approaches and unorthodox solution to problems 7) Sensitivity to the needs and viewpoints of others 8) Deeper understanding of organizational politics. 9) Greater confidence in career planning 10) Better understanding of yourself 11) Improved goal setting and time management skill. 12) Enhanced team building and negotiating skills. 13) Better leadership qualities 14) Increased motivation to work 15) Greater personal satisfaction Teaching, developing and allowing employees to learn on the job ensure the development of the skill vital to the organization‟s sustained growth domestically and globally. Employees who learn on the job are not waiting around for directions. They are moving forward, making decision, growing personally and professionally for the good of themselves and the organization.
  • Workers need to feel, they belong to an organization, that what they do is important, that their opinions are important and that they are a part of process. Without this sense of belonging, employees are lost within the organizations. Organizations are then at the disadvantage of having employees who are not motivated or who are not fulfilled. These employees are not giving their best to the organizations. Ideal solutions and creative process are not realized. Since it has been determined that increased knowledge and education are beneficial to the organizations, costs associated with education and the mediums available to organization to become a learning organizations need to be looked into. 3.1 Cost Associated with Education The cost associated with education as far as educational institutions are concerned includes cost incurred towards training, orientation, refresher courses or having entered a MOU with some companies or management institutions. Any spending on this indicates that organisation is learning organisation. On the other hand, Corporations have developed alliances with traditional educational institutes or have developed their own university. With technological advancement and the internet capabilities, the virtual university is here to stay. Another example of electronic learning is the relationship developed by Xerox and Case Western University. Over the last ten years the partners have developed the Electronic learning Environment (ELE), an electronic infrastructure that exceeds 9000 miles of cable and 15000 information ports that deliver information and teaching resources to students and faculty regardless of their physical location. Organizations can simply offer employees tuition assistance to attend local colleges and universities. Alternatively, they can develop learning institutions with universities and colleges. Other options, which will encourage employees to learn, are the opportunities for internet training and development or distance based learning settings. 3.2Various Mediums Available for Educating Employees. Determining which medium is best will largely depend on the specific needs of the organization and well as individuals. 3.2. a Developing alliances with educational institutions. Relationships with educational institutions to develop future workforces address the concerns of executives regarding the projected shortages of skilled workers. However, what about current employees? What educational opportunities exist to increase knowledge and educate the existing workforce? Are organizations receptive to the new non-traditional sources? Which learning environment will meet the needs of the organization and the individuals?
  • 3.2. b Workplace classrooms The convenience and availability of work site classes encourages individuals who are willing to learn to attend these onsite programs. 3.2. c Long distance learning virtual universities or internet learning Realizing the need for executive‟s development and education, some organizations are opting for in –house training. Ernst &Young offers its consultants Just – in- time education in which context-specific learning is available to the consultants no matter where they are. It reduces the learning curve and give consultants information from the largest Lotus Notes database network in the world. Consultants were spending less time researching and more time with the clients. This enables to satisfy shareholders and stakeholders. 4.0 Conclusion The development of the total person can provide a greater benefit to organizations than previously thought. If organizations are willing to foster education and allow employees to grow, the organizations will also grow and develop with the employees. As the benefits of learning were previously outlined, any organization could stand to benefit from a work force that has refined decision-making skills, or one that is sensitive to the needs and viewpoints of others, or one which has improved goal setting skills and better leadership qualities. Knowledge and education are value-added elements beyond compensation and financial rewards. Though both are important, it is the value –added effect of developing that total person that could provide organizations just what they need to increase profitability and growing as fast as possible. The educated person of the future is somebody who realizes the need to continue to learn. That is the new definition and it is going to change the world we live in and work in. However, the budget allocation is not that encouraging and worst part is that the educational investment is declining at a vary faster rate. Organizations gradually understand the importance of education as investment in education is not a waste. Organizations are recognizing the power of executive education and leadership development initiatives as part of a system that can help align manager, workers, and organizational processes in pursuit of strategic objectives. The various mediums used and available to employees is as important as obtaining the knowledge itself. Any organization not willing to invest in an employee‟s education is an organization that is “running a fever” and an organization that may have difficulties competing globally in the next millennium. ***********
  • REFERENCE 1. Kimiz Dalkir,( 2012) Knowledge Management In Theory And Practice 2nd Edition, PHI Learning Delhi 2. Jawadekar ( 2010) Knowledge Management : Text and Cases 1st Edition, Tata McGraw - Hill Education, Delhi Websites referred www.businessdictionary.com/definition/learning-organization wikipedia.org/wiki/Learning_organization infed.org/mobi/peter-senge-and-the-learning-organization