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Identifying the Organizational Learning Issues

Pamela Hines

Strayer University

Dr. Latrice L Love

07/25/2022

Organizational culture affects all aspects of a firm, from the performance to the tone and benefits of the employees. Organizational culture is the glue in between wood. It binds everything in the business. When an organization's culture aligns with the company and employee values, everybody in the business is likely to feel more comfortable, valued, and supported. The goal is for businesses to focus on building uniform organizational culture weather at all times even when changes are being implemented (Lubis & Hanum, 2020). For the purpose of this paper, I am referring to a company for which I have worked in the past. I have discovered that one of the notable issues with the organizational culture of the business is that it is unique. It reflects certain qualities that are brewed and built by the management. Despite stiff competition the company may face, it has sacrificed much of its competitive strategies in favor of continuous learning for its employees. Instead of asking employees to rise up and flex their skills or abilities, the culture build encourages employees to improve and finesse themselves (Al-Ali et al., 2017). The establishment boasts of the honing and developing employee skills. Everyone seems encouraged not only to beat the targets but also to cooperate with others and work as a team to build one of the most valuable and technology-wise companies in the future. Other noticeable qualities include resilience, integrity, trust, diversity, and above all a culture of innovation.

Organization learning is the movement of an organization’s state of affairs to another. It could take many forms. It might involve continuous changes in organizational technology, intellectual property usage, policies, procedures, structure, or culture. This company planned organizational learning and changes for years, Grace periods were initially given for everyone to absorb the learning. Organizational learning truly brought a a radical change in the way the organization operated. Hence, learning involved letting go of some of the present actions or structures to absorb and adjust to new advanced ways of doing things. One of the biggest disconnects between the organization's learning is the organization's culture (Al Dari et al., 2020). Why? Organizational culture is adaptive, teamwork, and rigid. When an organization brews a certain organizational culture, regardless of the changes it might make, it expects that the organizational culture remains the same. There is where the disconnect came in at my former company. It seemed impossible for the organization to absorb new structural, policies, and technological advancements and still remain the same. This had a negative impact on employee morale. They realized over time that during the times of organizational changes and/or learning it was difficult to maintain the culture intact. Thus, organizational learning disrupted the organizational culture.

With organization learning being one of the most important and difficult responsibilities, finding the right approach to take was no easy venture. Several barriers hinder organizational learning. The first and the most obvious is the employee resistance to change. Most employees, especially those who have been in their task for a longer period, prefer to work in similar ways without learning new processes. Many do not want to step out of their comfort zone. Some employees feel they might lose their skill and familiarity with policies and systems, and this makes it hard for the organization to keep making strides ahead. Regardless change is inevitable (Al Dari et al., 2020). Another barrier is that some of the organizational changes do not conform to the organizational culture of the organization. When this happens, it becomes difficult to continue with learning because initiating changes in different abilities or values from the ones encouraged is difficult. Another barricade is the lack of alignment between the structural learning goals and the organization and employees’ goals. In most cases, it becomes very difficult to shape the learning programs with employees’ personal goals. When this happens, it is difficult to promote and encourage learning engagements. Learning takes much of the employees’ time and focuses outside the normal duties. When an employee prefers and focuses on personal career growth and development, it is easier for the organization to tailor its learning programs as part of its employee development package. I have found that many companies that I’ve worked for make learning a component of an employee’s annual review. Their personal development will ultimately translate to team reinforcements that leads to the success of the organization (Balarezo & Nielsen, 2016). Lastly, in as much as the company tries to promote learning. It must consider worthy of investment to overcome the barrier of limited resources. With most employees being open to learning new ideas, they are usually not part of the struggle of the strained budget.

Training and development are an essential part of organizational learning. However, managers must identify the most convenient and suitable OLM to facilitate the transition from individual training to organizational learning. The offline/external is the most convenient one in this case. Training becomes more impactful when there are new things to learn. Even though the technology is improving day by day, offline training and learning many times is preferred. Individuals end up benefiting more from learning programs if they are done physically and away from their normal environmental settings. Another aspect of why offline/out of the office training is attractive is because it will be certain that most of the registered employees’ will check in and this will motivate others to join and eventually the program will no longer be an individual goal but a culture for all (Zafar et al., 2016). External learning and training are more advantageous. Individuals will learn more from experienced professionals and the results intended for the learning will be achieved. In addition, finding a new place for employees to take their learning from is a way of motivating and encouraging them to take a break from their normal monotonous tasks. When it comes to organizational learning, firms should consider offline/external approaches coupled with a few benefits and they will be able to attain their targets.

In conclusion, an organization's culture is built on unique values and qualities. It is traditionally a norm a company to have self-accountability and responsibility. In as much as management is liable to report to the owners and the employees are accountable to the management, they all work as a unit. There must be transparency brewed within the levels of management. Managers must listen keenly to the opinions and issues of employees. The culture of togetherness must be dominate. Rules must be accepted by everyone so that they can effectively all move at the same pace. In one way or the other, the lack of these qualities can prevent productive learning (Saadat & Saadat, 2016).

References

Al Dari, T., Jabeen, F., Hussain, M., & Al Khawaja, D. (2020). How types of organizational culture and technological capabilities contribute to organizational learning. Management Research Review.

Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis.

Balarezo, J., & Nielsen, B. B. (2016). Organizational learning and its barriers: Extending the 4I framework. In Academy of Management Proceedings (Vol. 2016, No. 1, p. 10575). Briarcliff Manor, NY 10510: Academy of Management.

Lubis, F. R., & Hanum, F. (2020, December). Organizational culture. In 2nd Yogyakarta International Conference on Educational Management/Administration and Pedagogy (YICEMAP 2019) (pp. 88-91). Atlantis Press.

Saadat, V., & Saadat, Z. (2016). Organizational learning as a key role of organizational success. Procedia-Social and Behavioral Sciences, 230, 219-225.

Zafar, H., Hafeez, M. H., & Mohd Shariff, M. N. (2016). Relationship between market orientation, organizational learning, organizational culture and organizational performance: mediating impact of innovation. South East Asia Journal of Contemporary Business, Economics and Law, 9(2), 40-56.