Running head: IDENTIFYING THE ORGANIZATIONAL LEARNING ISSUES 1
IDENTIFYING THE ORGANIZATIONAL LEARNING ISSUES
Identifying the Organizational Learning Issues
Name: Gabrielle McNeely
Institutional Affiliation: Strayer University HRM 562
Identifying the Organizational Learning Issues
The paper studies Dearborn Electronics, a domestic firm dealing with electrical capacitors. It evaluates the challenges with the transition from individual learning to organizational learning. Through the above, it will be possible to provide solutions that assist employees and the company in overcoming existing challenges that hinder them from improving their organizational learning.
Assessment of Organizational Culture concerning Shared Knowledge
Dearborn Electronics, Inc. refers to a manufacturing facility with the main focus on the production of electrical capacities. It also manufactures electronic filters employed in different industries, also the military. The company operates with about five hundred employees. The management comprises of twenty-five personnel. Dearborn electronics comprises of a diverse selection of employees with unique cultural backgrounds. The company comprises of Eastern Europeans, Asians, and Hispanics. With the cultural diversity, the company seems to lack some incentives that limit the growth and stability of the company. There is a lack of direct involvement between the management and the employees, influencing cultural issues and difficulties in ensuring that employees perform their roles and responsibilities efficiently (Berry & Berry, 2018). The company lacks an effective and specific training program in case of hiring new workers. New workers would only be assigned to a specific station with just another worker assisting him/her. The approach motivates multiple errors when it comes to the manufacturing of the electrical capacities and electronic filters. The company also lacks continuous training to improve operations. The situation leaves the employees with a need to learn new skills and initiate growth.
Mystifications are obvious when it comes to evaluating the disconnect between organizational learning and culture at the firm. The first mystification comprises treating organizations like people since they learn in the same way as the stakeholders that revolve around their surroundings. At Dearborn Electronics, the mystification may be undertaken by focusing on the method of training associated with its new employees. The management and the workers performing their duties have a disconnect due to the lack of efficient training. The hiring idea of employees is to improve their performance by influencing positive learning. The second mystification comprises of the skeptic and visionaries, which serve as doubts associated with the capacity of the organization to learn. The organization has a limited learning outcome unless its management can manage it by changing the employees and management thinking and behavior. This is conducted through new teaching, research, and consulting methods. An example comprises of Dearborn Electronics conducting its operations via facilities that involved employees lacking the needed training and the failure of the management in ensuring more research is conducted. The third mystification comprises of the chic and mystique. It comprises of the organization possessing a new term with several concepts such as double-loop learning. It comprises of modifying goals in front of experience (Jeong & Yoon, 2017). It also has to do with double-loop learning as a major form of forced-self-examination. An example comprises of the pursuit of a goal by the organization. The organization has to meet its goals but through ensuring effective learning outcomes.
Opinion on the Organizational Learning Mechanisms limiting Organizational Learning
The current organizational learning mechanisms employed by the company jeopardize its operations such that it fails to achieve organizational learning. Dearborn Electronics has serious issues in the sharing of knowledge among workers. The same applies to workers and management. The knowledge-sharing process provides staff members with knowledge to enable them to do their jobs better, enhancing their productivity (Ameen, AlMulla, Maram, Al-Shibami, & Ghosh, 2018). An example may comprise a case whereby the company fails to emphasize the idea of direct involvement when it comes to leading training and provision of direct supporters to workers on improvement issues and new solution techniques regarding the manufacturing process.
The second issues comprise of employees having a difficult time working in a team on different projects due to their unique experiences and limited training. When employees begin to work at the organization, the company provides them with a brief overview of their expectations and responsibilities. However, they lack proper training. An ineffective training program for the organization limits knowledge sharing and promotes poor teamwork skills. The situation leads to the obstruction of organizational learning at the organization.
Suitability regarding Organization Learning Mechanisms
For the organization to ensure the transition from individual to organizational learning, it becomes significant for it to replace its existing OLMS. This is because it comprises of the limited training program. Workers have poor knowledge sharing frameworks. The situation influences the adaptation of online OLM comprising of the detailed training program to assist workers to accomplish efficient results when it comes to the performance of their duties (Jeong & Yoon, 2017).
Additionally, another important training program comprises of improving the work of current workers and updating them with new techniques, which they may employ to prevent errors. The process should ensure feedback is received on their performance. The new OLMS ensures positive involvement from management towards employees by creating a new learning experience with a positive background. The management can listen to the insight of employees and provide feedback.
Norms of Organization learning Culture
The company’s learning culture comprises of quantity over quality. It also has a high consideration of paternalism. The management focuses on the amount of work conducted by employees compared to its quality. Also, it cares about pushing out units to satisfy the orders of customers. The norm should be altered since it may influence the company to lose several customers because of the poor quality of the produced units. Also, the same applies when it comes to the high number of returns associated with these units. Paternalism also comprises of the company’s learning culture (King & Moulton, 2013). The above practice influences major decisions to be made by the management and not sharing it with the workers and employees.
For productive learning, the company should be able to apply accountability and integrity as the new culture and norms in its learning culture. This means the integration of integrity to admit errors and wrong judgment. Employees should have more involvement in the provision of solutions to production errors. The company would have improved productivity and enhancement of its output. The management should ensure effective learning by focusing on important areas that ensure the achievement of efficient results.
In conclusion, Dearborn Electronics is important to its employees and the market when it comes to changing its operational development through a new model of learning. Its culture possesses characteristics that originate from extreme competition for investors. The main reason is that a commission has to be made for every investment that a client makes. Organizational culture motivates productivity and loyalty among employees.
On the other hand, competition hinders cooperation and communication (Detsimas, Coffey, Sadiqi, & Li, 2016). As such, the above serves as a key hindrance to transitioning from individual to organizational learning outcomes. Existing mystifications of organizational learning determine the culture of an organization and the learning processes of its stakeholders.
Ameen, A., AlMulla, A., Maram, M., Al-Shibami, A., & Ghosh, A. (2018). The impact of knowledge sharing on managing organizational change within Abu Dhabi national oil organizations. International Journal Of Management And Human Science, 2(3), 27-36.
Berry, F., & Berry, W. (2018). Innovation and Diffusion Models in Policy Research. In Theories of the policy process, 263-308.
Detsimas, N., Coffey, V., Sadiqi, Z., & Li, M. (2016). Workplace training and generic and technical skill development in the Australian construction industry. Journal of Management Development, 35(4), 486-504.
Jeong, B., & Yoon, J. (2017). Competitive intelligence analysis of augmented reality technology using patent information. Sustainability, 9(4), 497.
King, J., & Moulton, B. (2013). Group Health’s participation in a shared decision-making demonstration yielded lessons, such as the role of culture change. Health Affairs, 32(2), 294-302.
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