The paper "Advantages and Disadvantages of a Learning Organization" is an outstanding example of management coursework. In the past two decades, the level of competition in the local and international market has increased tremendously. The reason is that multinational businesses that have diversified their operations to different markets across the world are taking advantage of the liberalization of markets. Currently, globalization has forced countries to remove tariffs and economies of countries across the world to integrate. As A result, international firms have diversified their businesses to less competitive but high potential markets with the aim of reducing the risks and uncertainties that are associated with focusing on a single or few markets.
These are organizations that have accumulated huge amounts of money that they use as a barrier of entry to other interested investors (Schein, 2010). Therefore, with powerful organizations expanding their operations in order to maximize their returns, the market has become dynamic with new challenges arising each day. As a result, it’ s critical for the business to develop a learning culture in order to retain its competitive advantage in the market.
This paper will analyze the reason why the concept of a learning organization is a nice theory but impractical to practice. Description of a learning organization A learning organization is a firm that has put in place the necessary mechanisms that facilitates the learning of its subordinates. It has an effective training program that equips the employees with the latest skills that enable them to maintain or improve the position of the business in the market. For instance, Apple has an ideal learning culture whereby the program starts with identifying raw talents.
It has been able to achieve this objective by working together with institutions of higher learning in order to identify students with rare talents. The company sponsors them and later trains them before they are incorporated to become part of the organization. Furthermore, the company keeps on training its existing workforce in order to enlighten them on ways to deal with new challenges that keep on arising in the market (Goldsmith, Morgan, & Ogg, 2004). This explains the reason why the company has been able to retain its global position despite the increased competition from new entrants and other existing companies. A learning organization is one with a platform to build a shared vision.
This enables the individual employees to enhance their vision and energy towards learning new aspects in the market. Furthermore, such organizations encourage their employees to dialogue and try new things that might enhance the performance of the business in the market (Schein, 2010). A learning organization is one which has an effective system that incorporates changes in order to improve its operations in the market. The management and employees are open to learn about the new trends in the market and incorporate them into the production systems.
With the increasing number of substitutes in the market, customers have a variety of options to select from. Therefore, businesses have been forced to shift their attention from profit-making to satisfy the tastes and preferences of the target market. A learning organization is able to identify such changes and train its employees on ways to improve their relationship with the customers (Reed, & Signorelli, 2011). This is critical in ensuring that the products and services are customized according to the needs of the customers.
This plays a significant role in enabling the business to retain its loyal customers and prevent them from being attracted to the substitutes and competitors’ products in the market.
Argote, L. (2013). Organizational learning: Creating, retaining and transferring knowledge. Heidelberg: Springer.
Beitler, M. A. (2005). Strategic organizational learning: A practitioner's guide for managers and consultants. Greensboro, NC: PPI.
Brown, M. L., Kenney, M., & Zarkin, M. J. (2006). Organizational learning in the global context. Aldershot, England: Ashgate.
Dierkes, M. (2001). Handbook of organizational learning and knowledge. Oxford: Oxford University Press.
Easterby-Smith, M., & Lyles, M. A. (2011). Handbook of organizational learning and knowledge management. Chichester, West Sussex: Wiley.
Frydman, B., Wilson, I., & Wyer, J. A. (2000). The power of collaborative leadership: Lessons for the learning organization. Boston: Butterworth-Heinemann.
Goldsmith, M., Morgan, H. J., & Ogg, A. J. (2004). Leading organizational learning: Harnessing the power of knowledge. San Francisco, CA: Jossey-Bass.
Hasebrook, J., & Maurer, H. A. (2004). Learning support systems for organizational learning. New Jersey: World Scientific.
Information Resources Management Association. (2012). Organizational learning and knowledge: Concepts, methodologies, tools and applications. Hershey, PA: Business Science Reference.
Lapré, M. A., & Nembhard, I. M. (2011). Inside the organizational learning curve: Understanding the organizational learning process. Boston: Now.
Marshall, E. M. (2000). Building trust at the speed of change: The power of the relationship-based corporation. New York: American Management Association.
Mulford, W., Silins, H., & Leithwood, K. A. (2004). Educational leadership for organisational learning and improved student outcomes. Dordrecht: Kluwer.
O'Connor, B. N., Bronner, M., & Delaney, C. (2007). Learning at work: How to support individual and organizational learning. Amherst, MA: HRD Press.
Reed, L., & Signorelli, P. (2011). Workplace learning & leadership: A handbook for library and nonprofit trainers. Chicago: American Library Association.
Schein, E. H. (2010). Organizational culture and leadership. San Francisco: Jossey-Bass.