Introduction
The environment in an organization that is skilled to facilitate organizational goals is referred to as a learning organization. The learning environment is instrumental in the competitive commercial world. Learning organizations shift from typical worker training to instilling problem-solving, learning, and professional skills among worker. This paper shall evaluate the concept of a learning organization and the way it can be implemented successfully in an organization. The paper shall also discuss Senge’s model of learning organization.
Discussion
In any organization, stress is a rampant aspect that may affect individual’s day-to-day work. The common causes of stress in a workplace are pressure to meet deadlines, increased workload, or unpaid overtime. The relationship between an individual and other organizational members may also trigger stress. Stress may also stem from life challenges that a worker faces, such as personal loss. Stress may diminish the performance of an individual as one may lose concentration or become disorganized.
Time-related stress such as that of meeting deadlines may prompt an employee to prioritize duties poorly. Setting of unrealistic goals may be a contributory factor to stress among organizational members (Tran et al., 2020, p 30). Further, a company may suffer from absenteeism or increased legal claims as a result of work-related stress. Stress is attributed to physical illnesses such as diabetes and high blood sugar. Stress may be detected through the behavioral tendencies of an individual. Staff members may develop a negative attitudes about the institution or become less cooperative with others.
Organizations may implement various stress management policies to help their workers deal with stress. One way to do this is through encouraging personnel. Involving the staff in decision making and acknowledging their participation encourages workers consequently reducing work–related stress. Managers may look into reducing work conflicts and providing flexible work schedules to manage stress. Organizations may also equip their workers with knowledge and skill to manage stress (Tran et al., 2020, p 30). Corporations such as Google encourage their staffers to detach from work when faced with stress.
A significant advantage to employing such stress management measures is reduced job demand and enhanced interpersonal relationship in a company. A limitation to managing stress at work is where a worker is lack of self-awareness of the presence of the stress and the available stress management strategies at work. Managing stress by an individual is challenging where the individual does not acknowledge the stressor.
This makes it even for company to apply stress intervention programs. Another challenge is where the relationship between work and life of individual is not easily distinguishable thus making it harder to manage stress for the individual and the organization. Stress in the workplace may function as a motivational factor (Pignata, Boyd, Winefield and Provis, 2017, p 10). An example is where personnel is stressed because of a big project. It is likely more effort is going to be put to complete the project. Nevertheless, such kind of stress may lead to poor decision making.
An ideal company is that which provides a learning environment for individuals to develop professionally. Companies should adopt learning that addresses its underlying values (Saadat and Saadat, 2017, p. 220). In a situation where a staff member makes a mistake or fails to deliver. The company explores the cause of the problem rather than demeaning the staffer. Learning organization can be implemented successfully by providing the space for learning. These spaces can be created by involving individuals in making corporate decisions. Individuals in a company may trigger learning through voicing their opinions (Coopey and Burgoyne, 2000, p. 876).
The company shall then appreciate the contribution as opposed to blocking it. Appreciation shall encourage further opinions consequently more learning. Firms can also provide learning space by encouraging open dialogue between individuals and the firm. Pressures from directors, experts, and managers may impede employees from communicating freely (Coopey & Burgoyne, 2000, p 877). Moreover, learning spaces can be created by allowing individuals to take risks and exercising innovativeness. In this case, managers would delegate specific duties to their subordinates rather than giving them the freedom to make their own choices. In this case, subordinates are exposed to new challenges that compel innovativeness.
Another way a learning organization can be implemented successfully is by promoting a culture of learning within the organization. Learning culture may include transparency and topic guidance, and leading. Developing a learning culture in an organization encourages entrepreneurship (Saadat and Saadat, 2017, p 224). The pressures from the job are also normalized where a culture of learning is present in an organization. This reduces anxiety when met with new challenges (Schein, 1983, p 86). A culture of learning also fosters research, risk-taking, and experience.
Senge’s model of learning organization provides five disciplines to create a learning organization. The first of five disciplines is individual learning. This discipline suggests that an organization can only learn through the commitment of individuals. Individuals have to be willing to be proactive to produce progressive outcomes. The second discipline is mental models. This discipline implies that individuals’ presumptions on a particular subject influence their actions. Senge maintains, where mental models are wrong, poor decisions are made. This discipline can be demonstrated where a manager perceives low-level employees as lazy.
The third discipline under Senge’s model of learning organization is shared visions. Senge indicates organization visions should be authentic and shared. The shared vision should be accompanied by commitment, personal visions, and one that takes root in the organization. Organizations can ensure that vision takes root by setting timelines and follow-up procedures. The fourth discipline to Senges’s theory is team leading. Team learning fosters collective intelligence through open dialogue and exchange of views.
Furthermore, individuals learn the mental models of others and learn through their failures. Lastly, systems thinking is regarded as the cornerstone of the other four principles. This discipline provides a collaborative approach to analyzing complex situations in an organization. (Panagiotopoulos, 2021, p 2). This discipline allows individuals to perceive organizational patterns from a holistic point of view. A demonstration of this would be
Conclusion
The concept of a learning organization is an important aspect of any organization. Individuals are triggered to promote success and reach organizational objectives. Organizations can employ mechanisms such as creating spaces for individuals to encourage learning organization. Peter Senge’s work is influential in the understanding of learning organization. The five distinct disciplines under his theory give insight on determining learning organization.
Reference list
Coopey, J. & Burgoyne, J., 2000. Politics and Organizational Learning. Journal of Management Studies, pp.870-183.
Panagiotopoulos, G., 2018. The Learning Organization According to Senge: Recording and Validation of the Park Research Tool in Primary Education Schools in the Prefecture Of Ilia. Global Journal of Human Resource Management, (5), pp.2-3. Web.
Pignata, S., Boyd, C., Winefield, A. and Provis, C., 2017. Interventions: Employees’ Perceptions of What Reduces Stress. BioMed Research International, 2017, pp.1-12.
Saadat, V. & Saadat, Z., 2017. Organizational Learning as a Key Role of Organizational Success. Procedia – Social and Behavioral Sciences, 230, pp. 219-225.
Schein, E., 1983. How Can Organizations Learn Faster? The Challenge of Entering the Green Room. Sloan Management Review, pp.86-91.
Tran, C., Tran, H., Nguyen, H., Mach, D., Phan, H., and Mujtaba, B., 2020. Stress Management in the Modern Workplace and the Role of Human Resource Professionals. Business Ethics and Leadership, 4(2), pp. 26-40.