Learning organisation and employee development

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Dr Yathish Kumar Lieutenant
Associate Professor ANO
Dept. of Commerce and Management 5 Kar NCC Naval Wing
University College Mangalore
Mangalore. 575001
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24th
August 2013
THE ORGANISING SECRETARY
NATIONAL SEMINAR on
Indigenous Management Practices & Sustainable Development
Paradigms & Paradoxes
Respected Madam,
SUB: SUBMISSION OF AN ABSTRACT AND FULL TEXT OF OUR JOINT
PAPER(REG)
I am, herewith, submitting an abstract and full text of our joint paper on the theme
“Session-II: Indigenous Management Practices and Employment Opportunities” for your
kind scrutiny and consideration.
(YATHISH KUMAR)
Encl: Abstract and Full text

LEARNING ORGANISATION for SUSTAINABLE DEVELOPMENT
By: Dr.YATHISH KUMAR*
SOWMYA PRAVEEN**
REKHA***
ABSTRACT
Today, knowledge is being considered the most important strategic resource in
organisations such as higher institutions of learning. The ability to create and apply
knowledge is the most important capability for building and sustaining competitive advantage
in organisations. Movement towards resource-based economic theory is called the
knowledge-based view of the organisation. Knowledge is the key to, developing a learning
organisation, even more so as organisations have become increasingly knowledge intensive.
Successful knowledge management requires learning competencies to manage the knowledge
flow in an organisation.
The combined ability of an organisation to absorb, diffuse, generate and exploit
knowledge secures true competitive advantage. One way of creating this combined ability in
an organisation, is through developing learning organisations within our departments and in
our classrooms/lecture halls.
This critical study of a new idea for organisational learning named Learning Organisation
(LO) aims at contributing for the understanding of the managerial thinking, the developing of
managers and researchers conscious practice and for an integrated grounded theory construction
and managerial education.
In this regard, an attempt has been made to bring out the importance of Learning
Organisation, symptoms to identify LO or Sick organisation, benefits of learning organisation
and measures taken to improve learning for the sustainable development in the organisation,
(Key words: Learning organisation, sick organisation, benefits, measures,
sustainability etc.,)
Dr.YATHISH KUMAR*, Associate Professor, University college, Mangalore;
SOWMYA PRAVEEN**- Asst. Prof. University college, Mangalore;
REKHA***- Asst. Prof. University college, Mangalore

LEARNING ORGANISATION for SUSTAINABLE DEVELOPMENT
1.0 INTRODUCTION
Today knowledge is being considered the most important strategic resource in
organisations such as higher institutions of learning. The ability to create and apply
knowledge is the most important capability for building and sustaining competitive advantage
in organisations. Movement towards resource-based economic theory is called the
knowledge-based view of the organisation. Knowledge is the key to, developing a learning
organisation, even more so as organisations have become increasingly knowledge intensive.
Successful knowledge management requires four learning competencies to manage the
knowledge flow in an organisation. These four learning competencies are:
• Absorption of knowledge from outside;
• Diffusion of knowledge from within;
• Generation of knowledge within; and
• Exploitation of knowledge in products and services.
The combined ability of an organisation to absorb, diffuse, generate and exploit
knowledge secures true competitive advantage. One way of creating this combined ability in
an organisation, is through developing learning organisations within our departments and in
our classrooms/lecture halls. A learning organisation, (i.e. groups of people: students or
lecturers) is one that learns and encourages learning in its people in order to adapt readily to
environmental change and fierce competition for resources and some of the best students. The
learning organisation presumes continuous change to drive the centre of the organisation‟s
activity, and continuous innovation and adaptation to characterize the organisation‟s response
to change. Organisational learning on the other hand is a continuous cycle of discovery,
dissemination and the emergence of shared understandings. Successful organisations are
preoccupied with giving priority to the need to build a „learning capacity‟ within the
organisation.
To become a learning organisation there is need to establish the following as part of
core activities:
1. A climate in which all are encouraged to learn and develop their full potential.
2. An extension of this learning culture to include students, staff and other significant
stakeholders like government etc.
3. A human resource development strategy should be central to institutional policy.
4. A continuous process of organisational transformation.
5. A commitment by each individual who want to learn, to become better and to produce
better results.
To achieve these activities, there is need to entrench a deep learning cycle, develop
new awareness and sensibilities as institution experience it differently. In learning
organisations people develop fundamental shifts of mind, individually and collectively.

People in a learning organisation communicate, think together (not group-think) and continue
to learn throughout their lives.
2.0 SICK ORGANISATION
An organisation that does not encourage growth or learning would be considered as a
„Sick Organisation‟. To decide if an organisation is sick, Peter Drucker‟s test includes the
following parameters:
When promotion becomes more important to its people than accomplishment of their
job;
When it is more concerned with avoiding mistakes than with taking risks;
When it is more concerned with counteracting the weakness of its members than with
their strength;
And when good human relations become more important than performance and
achievement.
An organisation with the symptoms of being sick is an organisation whose employees
are not learning, growing, or developing personally or professionally. When employees fail to
grow and develop, so do the organisations. Recognising the elements of being sick is critical
to any organisation and it must take immediate and corrective action. More importantly,
organisations must plan to avoid the symptoms in pro-active training and development.
3.0 BENEFITS OF LEARNING
In order to make the organisation healthy, it is essential to have learning on a
continuous basis. Following are some of the benefits:
1) Increased self confidence with approaching new tasks or presenting new ideas.
2) Persistence and toughness is pursuing goals.
3) Improved stress management and problem solving.
4) Refined decision making ability
5) Enhanced work specific capabilities
6) Openness to creative approaches and unorthodox solution to problems
7) Sensitivity to the needs and viewpoints of others
8) Deeper understanding of organizational politics.
9) Greater confidence in career planning
10) Better understanding of yourself
11) Improved goal setting and time management skill.
12) Enhanced team building and negotiating skills.
13) Better leadership qualities
14) Increased motivation to work
15) Greater personal satisfaction
Teaching, developing and allowing employees to learn on the job ensure the
development of the skill vital to the organization‟s sustained growth domestically and
globally. Employees who learn on the job are not waiting around for directions. They are
moving forward, making decision, growing personally and professionally for the good of
themselves and the organization.

Workers need to feel, they belong to an organization, that what they do is important,
that their opinions are important and that they are a part of process. Without this sense of
belonging, employees are lost within the organizations. Organizations are then at the
disadvantage of having employees who are not motivated or who are not fulfilled. These
employees are not giving their best to the organizations. Ideal solutions and creative process
are not realized.
Since it has been determined that increased knowledge and education are beneficial to
the organizations, costs associated with education and the mediums available to organization
to become a learning organizations need to be looked into.
3.1 Cost Associated with Education
The cost associated with education as far as educational institutions are concerned includes
cost incurred towards training, orientation, refresher courses or having entered a MOU with
some companies or management institutions. Any spending on this indicates that organisation
is learning organisation. On the other hand, Corporations have developed alliances with
traditional educational institutes or have developed their own university. With technological
advancement and the internet capabilities, the virtual university is here to stay.
Another example of electronic learning is the relationship developed by Xerox and
Case Western University. Over the last ten years the partners have developed the Electronic
learning Environment (ELE), an electronic infrastructure that exceeds 9000 miles of cable
and 15000 information ports that deliver information and teaching resources to students and
faculty regardless of their physical location. Organizations can simply offer employees tuition
assistance to attend local colleges and universities. Alternatively, they can develop learning
institutions with universities and colleges. Other options, which will encourage employees to
learn, are the opportunities for internet training and development or distance based learning
settings.
3.2Various Mediums Available for Educating Employees.
Determining which medium is best will largely depend on the specific needs of the
organization and well as individuals.
3.2. a Developing alliances with educational institutions.
Relationships with educational institutions to develop future workforces address the
concerns of executives regarding the projected shortages of skilled workers. However, what
about current employees? What educational opportunities exist to increase knowledge and
educate the existing workforce? Are organizations receptive to the new non-traditional
sources? Which learning environment will meet the needs of the organization and the
individuals?

3.2. b Workplace classrooms
The convenience and availability of work site classes encourages individuals who are willing
to learn to attend these onsite programs.
3.2. c Long distance learning virtual universities or internet learning
Realizing the need for executive‟s development and education, some organizations are opting
for in –house training.
Ernst &Young offers its consultants Just – in- time education in which context-specific
learning is available to the consultants no matter where they are. It reduces the learning
curve and give consultants information from the largest Lotus Notes database network in the
world. Consultants were spending less time researching and more time with the clients. This
enables to satisfy shareholders and stakeholders.
4.0 Conclusion
The development of the total person can provide a greater benefit to organizations
than previously thought. If organizations are willing to foster education and allow employees
to grow, the organizations will also grow and develop with the employees. As the benefits of
learning were previously outlined, any organization could stand to benefit from a work force
that has refined decision-making skills, or one that is sensitive to the needs and viewpoints of
others, or one which has improved goal setting skills and better leadership qualities.
Knowledge and education are value-added elements beyond compensation and
financial rewards. Though both are important, it is the value –added effect of developing that
total person that could provide organizations just what they need to increase profitability and
growing as fast as possible. The educated person of the future is somebody who realizes the
need to continue to learn. That is the new definition and it is going to change the world we
live in and work in.
However, the budget allocation is not that encouraging and worst part is that the
educational investment is declining at a vary faster rate.
Organizations gradually understand the importance of education as investment in
education is not a waste. Organizations are recognizing the power of executive education and
leadership development initiatives as part of a system that can help align manager, workers,
and organizational processes in pursuit of strategic objectives. The various mediums used and
available to employees is as important as obtaining the knowledge itself. Any organization
not willing to invest in an employee‟s education is an organization that is “running a fever”
and an organization that may have difficulties competing globally in the next millennium.
***********

REFERENCE
1. Kimiz Dalkir,( 2012) Knowledge Management In Theory And Practice 2nd Edition,
PHI Learning Delhi
2. Jawadekar ( 2010) Knowledge Management : Text and Cases 1st Edition, Tata
McGraw - Hill Education, Delhi
Websites referred
www.businessdictionary.com/definition/learning-organization
wikipedia.org/wiki/Learning_organization
infed.org/mobi/peter-senge-and-the-learning-organization

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