A Learning Organization leverages the initiative and innovation of their most valuable asset, the Employees - It embraces empowerment, creative thinking, calculated risk taking and even the “Maverick” principle.
The Learning Organization effectively encourages the concept of asking for forgiveness instead of asking for permission. Employees continue to strive to increase their personal output and positive results on the job. The objective is to create an environment that will allow its employees to operate in levels one and two of the initiative scale.
Levels of Initiative:
1. Act immediately and routinely report
2. Act immediately and immediately report
3. Recommend and act on agreed solution
5. Wait to be told
A Learning Organization is “an organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve and increase its capability.” The learning organization approach is based on values such as; passion for learning, communication, collaboration, team building, people value, caring, culture for excellence, change, problem solving and personal development.
The Learning Organization understands the concept that today’s generation and future generations believe emphatically that you must:
“Work to live, not Live to work”
The Learning Organization cultural development is important to its success. The culture itself must embrace the concept of becoming employer of choice, which means the culture is built upon the value of the employee to the organization. A social, caring atmosphere exists and employee issues are taken seriously.
“People are not profits but without people there are no profits.”
Some companies recognized their dilemma years ago. Many of the top performers in industry are at the top because they strive to be employers of choice. These are forward thinking companies that have found solutions to their recruitment and retention challenges by adapting the learning organization concepts.
Following in their footsteps requires an initial “gut check.” Honestly ask yourself how your employees would answer questions like: •
Do you receive counseling on a career plan?
Is there a current wage and salary plan in place?
Do performance incentives exist?
Do you receive regular training and instruction?
Do you receive performance updates and recognition beyond a once a year chat with your boss? •
Does customer feedback play a role in performance evaluations? •
Does employee feedback and participation exist in the strategic planning process? •
Are suggestions reviewed and awarded?
Is there both a formal and informal communication channel? •
Does collaboration exist at various levels throughout the organization •
Is innovation and creativity encouraged
These questions relate to the basic core competencies of human resources: staffing, training, rewarding, recognizing and organizing. The business strategic plan cannot succeed without paying attention to this part of the business. Learning Organization’s facilitate their employees’ involvement and feedback into this process. This basic premise embraces the concepts of a learning organization. Human development is critical.
The differences between the EPO (Efficient Performance Organization) and the LO (Learning Organization) evolve around all five elements of organizational design; structure, tasks, systems, culture and strategy.
Structure------The EPO is based on a vertical structure with a much defined hierarchy of command in a more functional design. Very little collaboration occurs and cross-functional integration of responsibilities is non-existent. The LO embraces a more horizontal structure which encourages more cross functional activity without the caste system getting in the way of efficient communication and departmental cooperation and efficiency.
Tasks--------In the EPO tasks are clearly defined supported by...
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