In an approximately 500-word response, address the following issues/questions: A

Question

In an approximately 500-word response, address the following issues/questions:

Analyse at least two learning theories.

Use specific examples of theories and definitions of learning and how they can be applied in an organisational context.

In formulating your Key Concept Exercise, consider the following issues/questions: How can learning theory help us to understand how organisations can design learning that maximises employee performance and adds value to the business?

Which learning theory or theories connect most closely with your own personal views of how learning occurs?

How is learning viewed in your organisation? How does this view connect with learning theory?

How does theory help shape and influence practice in general?

What elements of learning theory would you recommend your organisation draw on in order to make learning and development more effective?

Explanation / Answer

Influencing Factors of organisational learning theory

The ability of an organization to assimilate and diffuse both new and old information will determine the longevity of developing a learning organization through healthy means. Lastly, the issue of survival is the basic premise for becoming a learning organization.Ortenblad (2002) says, “according to the critical literature most or all organizational learning theorists indicate that survival is an important object for learning” . Thisconcept is basic to human nature, survival of the fittest. In order for an organization to exist long term, it must learn more than just new fads or moments of knowledge, it must learn consistently over time for this is a learning organization.Neilson and Pasternack (2005) provide a convincing example of this survival anxiety in theiraccount of Caterpillar’s change from what they term to be an over-managed organization toa resilient organization. Komatsu’s early 1980’s attack on Caterpillar and the first losses in Caterpillar’s history were anxiety provoking to the point that excessive bureaucracy, centralized authority and a highly political culture were jettisoned successfully.

Human resource factors influencing organizational learning

Organizations vary greatly in all aspects. Establishing an understanding of what influences organizational learning for the vast majority of organizations is extremely valuable. This would allow individuals in many different organizations to benefit from examining some key factors that would increase organizational learning in their setting. Lohman (2005) found the factors of initiative, positive personality traits, commitment to professional development, interest in the profession, self-efficacy and love of learning enhanced the motivation for informal organizational learning. Conversely, an unsupportive organizational culture, others who were unwilling to participate, lack of time, and lack of proximity with colleagues negatively impacted this organizational learning. Shipton, Dawson, West, and Patterson (2002) investigated the manufacturing environmen and found that only two of five variables were associated with organizational learning: approach to human resources management and quality orientation. Profitability, environmental uncertainty, and structure were not significantly related to organizational learning. Albert(2005) found that top management support and involvement of consultants also facilitatedorganizational learning and change. A European study showed that lack of motivation, extra work, unclear roles, lack of confidence, perception of role, insufficient learning culture, lack of innovation, lack of time, and lack of resources negatively impacted organizational learning (Sambrook & Stewart,2000). From the positive perspective, motivation, enthusiasm, involvement, clarity and understanding of role, increased responsibility, perception as a strategic partner, a developed learning culture, senior management support, organization re-structure, job redesign, and investment in human resources.

The individual as agent of organizational learning

Victor J. Friedman defines organizational learning as “a process that can be fully understood only at the group or organizational level.” However, Friedman is also quick to acknowledge the fact that several “seminal theorists...have tended to agree that organizational learning begins and often ends, with the individual” (Dierkes, et al., 2003, p. 398). It would seem, from this author’s perspective, that common rationale would, without doubt, accept the notion that individuals are agents of learning in organizations. However, this author also contends that some individuals would appear to proffer more knowledge within their organizations than do others – this coming from personal experience. But what explains this phenomenon? Friedman suggests that from his own agent profiling studies, and that of others, there exists a “complexity and constructive tension of...contradictory attributesi.e.,proactive but reflective, and so on that lead these persons to take on the role of agent despite the potential costs” . In other words, it would appear that agents of organizational learning in all likelihood possess an ability or the characteristics to “move from contradiction– that painful condition where things oppose each other – to the realm of

paradoxitalics added, where they are able to entertain simultaneously two contradictory notions and give them equal dignity” (Johnson, 1991); resulting in synthesis, exponentially.Learning is an essential and continual function of the individual agent as he adapts in anever-changing world. If the world would not be in a perpetual change, agents would not face new information and would not be induced to learn. On the other hand, because of frequent changes in the state of the world, agents have to perpetually modify their behavior in order to stay adapted to world evolutions. Because of these factors, individual agents play a critical role in the learning of the entire organization.

Reinforcement theory of motivation

Reinforcement theory of motivation in organizationa overlooks the internal state of invdividual the inner feelings and drives of individual which makes them workers in organization to learn more enthusiastic.

A strategy perspective - learning in strategic alliances

Many organizations have come to rely on alliances with key players in the marketplace as strategic ventures for maintaining a competitive advantage. These key relationships canhelp foster organizational learning, thus giving an edge over the competition. This serves as a primary motivation for alliance formation. In addition to the motivation of furthering organisation learning, there are other benefits of alliance formation, such as the potential for significant

partnership agreements.

key elements which is highly influenced by the organisation learning theories given below

1.Archetectural framework for organizational learning

2.Dimension of learning practice

3.Critical factors of organizational learning

4.Core disciplines of organizational learning

5.Organizational learning goals

6.Impediments and creating conditions of organizational learning.

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