Organizational learning

Organizational Learning

Question 1

In order for an organization to learn, the people in the organization must be motivated to learn new knowledge, both individually and collectively. However, just because an organization learns, does not mean the organization is going to be successful. Organizational learning takes time, leadership, embedded structures, a culture of reflecting, relearning, and goals to create successful learning organizations or organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together. Personal mastery is marked as the cornerstone of a learning organization and is an act of lifelong learning, individually and collectively (Aronson, E., 2001, pp n.d). In order for an organization to learn, individuals must continue to learn. Mental models are deeply ingrained assumptions, generalizations, or even pictures or images, which affect how members understand the world and take action. The Contemporary Collection will have to take all these factors seriously for the future. The Contemporary Collection needs several efforts in order to enforce the concept of Organizational Learning and it has to implement best possible strategies for capturing the target market. The Contemporary Collection would also exert maximum efforts in order to reach its customers. At the moment, the customer loyalty of the Contemporary Collection is not at its best level and a suitable plan is needed to meet the customer's requirements. The best plan is a major requirement because the Company has loss in the target market. This is an alarming situation for the company and they must exert best efforts in this regard. (Aronson, E., 2001, pp n.d).

Question 2

Organizational learning theorists argue that it is through the process of interaction between and among the members of an organization that there is an opportunity for organizational productivity (learning) that is greater than the sum of individual learning. In order for organizations to thrive, they must continually adapt and change. The ways organizations organize knowledge and routines and develop strong learning cultures is closely related to the levels of trust and structures for interaction among members, which suggests a need to also explore social network theory and analysis as a tool for understanding organizational learning and achievement. The Contemporary Collection will need more opportunities for networking in an effort to increase their professional learning. Consequently, different types of organizational structures have been implemented to allow for more collaboration within schools and districts. Traditionally these structures are formal or hierarchical. However, research indicates that communication flows more freely among colleagues through informal relationships as opposed to relationships that are more formally structured. People are sources of important information and oftentimes, influential individuals can positively or negatively influence a decision through informal networks (Aronson, E., 2001, pp n.d). Furthermore, individuals in an organization bring strengths and specific expertise in a variety of areas. Social networking or collaboration is a way for people to build social capital by sharing their ideas, reflecting ...