Organizational learning

Learning: process that involves the acquisition of knowledge, this last one considered as “power”.

Classical theories refer to the existence of two conditions that encourage learning; the classical condition which involves the natural actions under no stimulations and the operant conditioning that involves different stimulations to generate various reactions on the individual.

The social learning theory by Albert Bandura refers to the human behavior under continuous interaction among influences that come from the cognitive, behavioral and environmental dimensions.

In this scenario, it’s important to develop goal setting policies that allow establishing desired results, measuring performances, guiding the process, increasing motivation and collective achievement, all this in order to reduces disorientations or confusions, improving accuracy on different areas that concern to the organization.

In nowadays world, learning organizations represent a high level of importance and concern, due to the fact that work environment is always getting harder and representing more complex challenges to the people and the organizations.

Francis bacon said: “Knowledge is Power”, as an example here is the powerful role of “Know-How” in today’s businesses, this one can create differentiation among different products, allowing companies to have comparative or absolute advantages, innovating at different scenarios as technological or managerial.   

Question:

What is the relationship between organizational learning and individual satisfaction?

Organizational learning develops competitive enterprises, which can boost advantages at various levels; creating better opportunities, bigger margins, more benefits and a lot of positive changes for the individuals. The previous situations show that learning can represent the achievement of company’s goals allowing Individual to fulfill different aspirations at the economical, social or professional level; leading him towards personal satisfaction.

Managing Change

In today’s business structures Change has become the norm and success is determinate by: Adaptiveness, Flexibility and Responsiveness. Allowing organizations to change in different scales from just small scope changes to strategic or transformational changes, which a higher level of commitment.

Changing involves the creation of new problems, new situations and more uncertainty; conditions that can generate conflicts. It’s necessary to equilibrate the force to change with the status quo forces. Kurt Lewin refers to 3 steps necessaries to develop changes:

·         Unfreezing: This involves creating dissatisfaction with the Status quo, encouraging actions.

·         Changing: The process of allocating and organizing resources to change.

·         Refreezing: Setting the new ground rules and basis to work in the organizations.

Beer’s model of change was focused on implementing changed ways of thinking, attitudes and behaving; underlining the role of employees as key for the new situations.

 

 

Question:

What bottom-line results should an organization reasonably expect from strategic change?

A company can expect serious results derived from strategic changes:

·         Improvements on efficiency at the production and sales department..

·         Bigger sales amounts and higher margins.

·         Production cost reductions.

·         Improvements on logistics.

·         Better quality and quality control procedures.

·         Stocks and equity valorizations.

 

 

Bibliography:

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Information retreived from:http://interactiva.eafit.edu.co/ei/