Essay Discuss the Concept of a Learning Organization – Management Assignment Help

Assignment Task

 

Assessment 1 – Task
1) Discuss the concept of a learning organisation and its key characteristics
Learning organizations empower employees to solve problems on their own as well as leverage the experience of their peers. They have the opportunity to share their ideas and ideas without fear of judgment, as well as expand their knowledge and work together to achieve common goals.

Key characteristics:
Systems Thinking
The idea of ??a learning organization emerged from a work called systems thinking. It is a conceptual framework that allows people to study business as a limited entity. Learning organizations use this method of thinking when evaluating their company and have information systems that measure the performance of the organization as a whole and its various components. Systems thinking asserts that all characteristics of a learning organization must manifest themselves immediately in the organization in order for it to be a learning organization. If some of these characteristics are missing, then the organization will not be able to achieve its goal. However, O’Keeffe believes that the characteristics of a learning organization are factors that are acquired gradually, rather than developing simultaneously.

Personal Mastery
A person’s commitment to the learning process is called personal mastery. An organization has a competitive advantage where employees can learn faster than employees in other organizations. Learning is believed to be about more than just getting information; it expands opportunities to be more productive by learning how to apply our skills to work in the most valuable way. Personal mastery also manifests itself on a spiritual plane, such as clarifying focus, personal vision, and the ability to objectively see and interpret reality. Individual training is achieved through training, development and continuous self-improvement of personnel, however, training cannot be imposed on a person who is not receptive to training. Research shows that much of workplace learning is casual and not the product of formal learning, so it is important to develop a culture in which personal skill is practiced in daily life. The learning organization has been described as the sum of individual learning, but mechanisms must be in place for the individual learning to be translated into organizational learning. Personal excellence makes many positive outcomes possible, such as individual performance, self-efficacy, self-motivation, a sense of responsibility, commitment, patience and focus on relevant issues, as well as work-life balance and well-being.

Mental Models
The assumptions and generalizations of individuals and organizations are called mental models. Personal mental models describe what people may or may not find. Because of selective observation, mental models can limit people’s observations. To become a learning organization, these models must be defined and challenged. People tend to stick to the theories they intend to follow and the theories they use, which they actually do. Likewise, organizations tend to have “memories” that preserve certain behaviors, norms, and values. In creating a learning environment, it is important to replace confrontational attitudes with an open culture that fosters exploration and trust. To do this, the learning organization needs mechanisms for defining and evaluating organizational theories of action. Undesirable values ??need to be discarded in a process called learning. Wang and Ahmed call this the “triple learning cycle.” For organizations, problems arise when mental models develop below awareness. Thus, it is important to study business issues and actively question current business practices and new skills before they are integrated into new practices.
 

Shared Vision
Developing a shared vision is important for motivating employees to learn as it creates a shared identity that provides focus and energy for learning. The most successful visions are based on the individual vision of employees at all levels of the organization, so traditional structures in which the company’s vision is imposed from above can impede the creation of a common vision. Thus, learning organizations usually have flat, decentralized organizational structures. The overall vision is often to be successful against a competitor, however Senge argues that these are temporary goals and suggests that there should also be long-term goals that are integral to the company. On the other hand, the lack of clearly defined goals can negatively affect the organization, as it cannot gain the trust of its members. Applying shared vision practices creates a suitable environment for developing trust through communication and collaboration within the organization. As a result, the formed shared vision encourages participants to share their own experiences and opinions, thereby enhancing the effect of organizational learning.

Team Learning
The accumulation of individual learning constitutes team learning. The advantage of team or collaborative learning is that employees learn faster and the organization’s ability to solve problems is enhanced by better access to knowledge and experience. Learning organizations have structures that facilitate group learning with features such as border crossing and openness. In team meetings, members can learn better from each other by focusing on listening, avoiding interruptions, showing interest and responding. In such a learning environment, people do not need to hide or ignore their differences, so they make their collective understanding richer. According to Senge, the three dimensions of team learning are “the ability to think discerningly about complex problems,” “the ability to take innovative, coordinated action,” and “the ability to create a network that allows other teams to take action. also. “In a learning organization, teams learn to think together. Team learning is the process of adapting and developing the ability of a team to achieve the results that its members truly want. Team learning requires people to engage in dialogue and discussion, so team members must develop open communication. Learning organizations usually have excellent knowledge management structures to create, acquire, disseminate and integrate this knowledge across the organization Teams use tools such as hands-on learning cycle and dialogue. Team learning is just one of them. An element of the learning cycle, completed, it must include all five characteristics mentioned above.
2) Outline two examples of policies that an organisation may use to manage performance of staff
Two examples of policies that can be used to manage staff performance are: – Poor performance management policies: Organizations often have policies that describe how to handle and deal with ineffective staff. They can provide instructions on how to conduct feedback, how to conduct performance reviews, and how to monitor performance. – Probation politicians: they can evaluate their monitoring and management of the production activities of new employee’s actions to be taken at the end of the probationary period (contract conclusion / promotion / offer of another role / termination).
3) Review the following statement and explain how a performance management process can assist in reducing unfair dismissal claims for employers. Identify the legislation that covers termination of employees. “Recent data shows that the majority of claimants coming before the Fair Work Commission are individuals disputing the termination of their employment.” Reference: Employment Law Practical Handbook
There are key elements in the performance management process that help measure the performance of each person working in an organization. The performance assessment is such that it gives an account of how capable the employee is and how effectively he can carry out his job duties. Based on the review (monthly, quarterly or yearly), employees receive feedback from their reporting managers.
4) Explain the purpose of grievance procedures within a workplace and a summary of the steps that a Manager could follow in addressing grievances.
The company’s approved grievance procedure sets the standard for fair and careful handling of any grievances filed by employees. Providing space for identifying and resolving conflict gives employees a formal opportunity to be heard, rather than forcing them to contain their feelings of frustration or anger. The procedure also allows management to stop any inappropriate behaviour in the workplace, as well as to obtain feedback on implemented policies and procedures that employees consider to be ineffective or unfair.