Learning Organisation Lecture notes, Lecture notes for Organization Behaviour
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Learning Organisation Lecture notes, Lecture notes for Organization Behaviour

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Lecture notes in learning organisations, high yield notes for those who want to learn about the subject. Also includes Emotional Intelligence and knowledge management
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The greatest figures/people have always been independent thinking with open but not

empty minds, individuals willing to listen and learn. They exhibit a readiness to re-examine

their own premises as thoroughly as those of others. To what extend does the statement

resembles Peter Senge’s disciplines.

According to Peter Senge, instead of visualizing a traditional hierarchy today’s companies can survive when it succeeds in creating a learning organization. An organization where people

continually expand the capacity to create 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. The Senge’s five disciplines of learning organization

describe how to manage the success and development of an organization and how employees

give an extra mile that goes beyond the expectations of a company.

BUILDING A SHARED VISION

In learning organisations, the vision should be created through interaction with the employees in the entreprise. Many leaders have personal visions that lack transferring them to a shared vision.

The only way to create a shared vision is by compromising the organization. The effect of

sharing the same vision is that employees do tasks because they want to do so instead of they are

told to do so. It changes the relationship with the company, and it turns its performances in a

learning mechanism. For instance, Apple’s success is centered on its strength in edesign and in

creating simple user interfaces. By having this clear understanding of what makes them different

and what m,akes them successful, they have moved from being simply a computer company to

one where whatever it makes or does is embraced by consumers.

SYSTEMS THINKING

Instead of focusing on individual issues, systems thinking reflect the observational process of the

entire system. Managers have to understand that every action and consequence is correlated with

another. Many times it happens that managers focus on individual actions, and therefore forget

about seeing the big picture. When the correlation is understood, it enables us to see

interrationships and patterns of change in particular situations, managers will be able to

determine the cause and effect.

MENTAL MODELS

According to Peter Senge, the employees must identify the values of the company and what the business is all about. A correct understanding of who we are will enable us to visualize where to

go and how to develop further. The organization has to be flexible in accepting change to new

mental models and a new image of the company. The most successful companies are those who

can learn and adapt to new models to become faster than its competitors.

TEAM LEARNING

To accomplish excellent functional team dynamics, team learning is a primary importance. it is

the discipline by which personal mastery and shared vision are brought together. It is crucial for

the workforce to consider its colleagues as team members instead of rivals. It is the first step to set up dialogues wherein people dare to be vulnerable and express their real personality. The

working environment should be safe, where honest mistakes are forgiven. Otherwise, no learning

can be experienced. For example, Nyaradzo have deeply embraced this discipline. They have

integrated functions as disparate as human resources, engineering, production, sales and finance

into a single into a single team where leadership is shared and communication is open. By going

this they have created products that beat the competition,

PERSONAL MASTERY

It occurs when an individual has a clear vision of a goal, combined with a n accurate perception of reality. The gap between the vision and reality drives the employee to practice all necessary

related activities to realize the vision. This creative tension depends on a clear understanding of

a shared vision, looking at, and sharing the truth is a crucial fundamental. However, employees

could believe they lack the competencies to achieve their goals. A vicious circle might have

established and could be difficult to remove. According to Peter Senge, we should train our

subconscious mind because it can handle because it can handle more complex problems quicker

than what our consciousness can, when people believe in their own powerlessness, it will hold

them back from realizing their vision. For this reason, we should train the subconscious mind to

tackle the stress and problems in reality.

In conclusion, the key point of understanding and applying the five disciplines of learning

oraganisations is that they are all interrelated. Each discipline cannot stand independently. Even

though the focus can be set at one or two disciplines before preceding to the other, the

interrelation will enable the organization to identify complexities and opportunities both internal

and external the organization. For this reason the implementation of the disciplines will lead to a

continuous learning process ,and therefore, created a learning and competitive organization.

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