What Is Learning Organization? Explained In Hindi
24Learning organization can be defined as an organization which proactively makes efforts both in the form of investment and encouragement to educate their employees.
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A learning organization is an organization of modern times. In the present times, technology and method of business and operations are changing so fast that it is possible that the method opted by a company becomes obsolete fast before it realizes and it makes difficult for the company to survive in such environment.
Therefore, nowadays, more and more organizations are becoming learning organization’s to stay ahead in the competition.
A learning organization emphasis on the learning, which is tuned with the goals of the organization. Learning expands the skills of its employees to obtain the results they want to obtain.
The simplest concept behind a learning organization is that new ideas and new skills are necessary for learning. New ideas born by risk-taking and creative thinking or sometimes can be obtained from the outside of the organization such as from knowledge experts.
However, a true learning organization is that which improves the way it’s working style by adopting new ideas and knowledge.
Even though it seems so simple to convert an organization into a learning organization, but it is not that simple as there have been many unsuccessful examples of organizations which tried to become a learning organization.
Peter Senge’s Five Disciplines of the learning organization
The concept of big learning organization become popular when Peter M. Senge wrote about the concept in his book “The Fifth Discipline” in 1990. Peter M. Senge defines the concept of a learning organization as an effort of a group of people to learns and to improve their capabilities to create that they want to create.
In today's economy, it's important for organizations to support learning. Without doing so, they risk losing market share or even going out of business due to increased competition or by being disrupted in the way that streaming video services such as Netflix disrupted the brick-and-mortar videotape rental business model of companies like Blockbuster.
Senge's definition of a learning organization (above) includes places where people "expand their capacity to create," but also organizations "where new and expansive patterns of thinking are nurtured [and]...collective aspiration is set free," and "where people are continually learning to see the whole together." So Senge's definition involves the learning by people, the conditions at the organization in which people learn, and a hint at learning that allows everyone at work to see a "whole together." That final point is a reference to systems thinking, which Senge argued is very important and which will come up again.
Pedler, Burgoyne, and Boydell use the phrase learning company instead of learning organization, but we're essentially talking about the same thing. Notice that their definition points out that being a learning organization is more than just providing training. According to Pedler, Burgoyne, and Boydell, learning companies/organizations facilitate "the learning of all its members," learning occurs "at the whole organization level," and the learning of all organization members causes the organization to "continuously [transform] itself." It's interesting that their definition suggests all individuals learn but the learning affects the entire organization and also that the learning causes the organization to change continuously in response to that learning.
To practice a discipline is to be a lifelong learner. You never “arrive.” The more you learn, the more acutely aware you become of your ignorance.
– Peter Senge
According to the World Economic Forum, the average lifespan of a Fortune 500 company is 40 to 50 years. While many of them are bought, sold, split, or merged, many simply cease to exist—ending years of blood, sweat and tears for a beloved product or cause.
Many succumb because they cling to the status quo; operating using outdated corporate models such as top-down force-feeding of company ideology and practices; doing what’s comfortable or familiar instead of taking risks and challenging the status quo. In fact, there’s a term for this practice: William Samuelson and Richard Zeckhauser introduced “status quo bias” to describe how most of us prefer to stick with what’s familiar.
Companies who shift from the familiar top-down corporate structure to a learning organization model have a better chance of creating an environment of continual growth, risk-taking, continual learning, collaboration—and a better chance of surviving in a very competitive environment.
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