Introduction
Modern scholars in the field of organizational theory have presented diverse concepts that can revolutionize performance. Some of these attributes include quality improvement, change implementation, and continuous learning. Both small and large companies will encounter diverse forces that have the potential to affect growth and competitiveness in their respective market segments.
Leaders of such businesses should, therefore, consider emerging ideas and strategies that will deliver positive results within the shortest time possible. They should take into consideration all factors that can influence or impact employees’ performance and involvement. This paper describes the concept of a learning organization, its features, and how firms can enhance the transfer of training.
Main body
Since companies operate in challenging and evolving environments, it is always necessary for organizational managers to consider evidence-based strategies that can improve performance amidst such developments. Mitleton-Kelly (n.d.) defines a learning organization as “one that is able to change its behaviors and mind-sets as a result of experience” (p. 1). From this information, it is evident that such a firm will be willing to analyze emerging issues continuously and identify misbehaviors that might be affecting the targeted outcomes. This kind of information is critical since it will guide decision-making processes and support the implementation of superior models. There is a need for firms to consider such approaches in order to deliver better results.
A learning organization will be willing to restructure its operations and initiatives until positive outcomes are recorded. When specific models fail to promote profitability, new ones are designed and implemented immediately in order to transform operations. Employees and other stakeholders will always have to be involved. This practice is essential since it ensures that desirable or appropriate behaviors are introduced continuously.
Practices are designed and transformed depending on the anticipated organizational outcomes or goals. From these attributes, it is agreeable that “learning is the key to success in today’s organizations” (Serrat, 2009, p. 1). Those in leadership positions should introduce the most appropriate strategies to energize their followers, acquire better technologies, and attract the right partners to make their companies more profitable.
Features of a Learning Organization
Learning is not a process that takes place spontaneously in any given company. Leaders and supervisors should ensure that there are specific contributors, factors, or features that can deliver the intended goals. The first attribute associated with such an organization is the concept of co-evolutionary sustainability (Serrat, 2009). Those in charge should ensure that all key stakeholders are aware of the anticipated changes and aims. This situation or strategy will make it possible for all customers, legal teams, government agencies, and customers to influence one another continuously. The introduced level of collaboration will deliver the intended results.
The second feature that is found in learning firms is that of self-organization. Mitleton-Kelly (n.d.) indicates that such an attribute guides groups in a given company to collaborate and explore emerging ideas without any form of coercion.
A natural experience will occur whereby all individuals remain innovative and focus on the most appropriate approaches to maximize productivity. The third powerful attribute associated with learning organizations is the presence of coordinated or effective communication (Serrat, 2009). This aspect is essential since it encourages employees to ask questions and receive timely feedback from each other and their leaders. Such a model will create the best environment for reducing stress and conflicts.
The fourth feature found in many learning organizations is the presence of an effective organizational culture. This is a unique strength that makes it possible for more employees to relate positively with one another, consider new possibilities, and collaborate to address the major issues that might affect performance. With this kind of culture, employees can become more creative and focus on new ideas that have the potential to improve performance.
The fifth attribute is the presence of an environment that fosters innovation and risk-taking (Serrat, 2009). Due to the challenge of competition, companies need to encourage or promote a superior culture whereby all individuals accept failure and think deeply to present additional concepts and approaches that can maximize the level of innovation.
The sixth feature that many leaders take into consideration is the promotion of evidence-based learning practices and processes. When different employees are guided, they will be ready to capture new information and knowledge. This model becomes a powerful opportunity for workers to understand how to improve business operations continuously (Jensen, 2017). Some will be willing to identify additional resources that can support the acquisition of new ideas. Finally, many learning organizations employ competent managers who are willing to play a critical role in supporting the needs of different followers.
These professionals will focus on the issues affecting their followers, share information, and guide them to make appropriate decisions that can make them successful. With adequate support, more workers will consider emerging initiatives and engage in lifelong learning in order to deliver positive results to the targeted company. Organizations that want to emerge successfully should consider these features, implement them, and pursue the concept of learning (Serrat, 2009). Such an initiative will become a new opportunity for transforming organizational performance and delivering the intended business aims.
Learning Organization Characteristics and Transfer of Training
The unique attributes promoted in learning organizations are essential since they create the best environment for supporting and sustaining the transfer of training. For instance, Jensen (2017) argues that the presence of a positive culture makes it possible for workers with diverse backgrounds to relate positively with each other and engage in collective thinking. This kind of development makes it possible for all individuals to work as teams and pursue challenging tasks that can eventually improve the level of organizational performance.
With a better structure and culture, the targeted followers will apply their past experiences to improve their practices, identify short-term goals, and mentor one another. These approaches will make it possible for all individuals to learn continuously and create the best environment for promoting performance.
The presence of skilled managers in such companies is another enabler for enhancing the transfer of training. Those in leadership positions will present new programs and sessions that can equip employees with additional competencies and ideas (Serrat, 2009). They will be empowered to collaborate and identify new ways to solve emerging problems. Leaders will offer timely inputs and guidelines that are intended to streamline the learning or training process. Additionally, managers in such organizations can introduce additional short-term projects aimed at equipping employees with new skills depending on their respective roles.
With the presence of a favorable environment, individuals can be willing to focus on their day-to-day experiences and improve their abilities continuously. Some organizations will go further to expand the established culture by identifying specialists and experts to coach employees and present mentorship opportunities. These practices will maximize the level of training and ensure that new ideas become part of the company. These achievements are essential since they the increase chances of improving performance.
Continuous innovation and risk-taking have been identified as unique features of every learning organization. When workers are encouraged to pursue new opportunities and ideas, they become empowered and willing to consider complex tasks that are capable of transforming the nature of learning (Jensen, 2017). They will not be afraid of failure since the most important objective is to take the organization from point A to B. They will form new teams and be willing to overcome every emerging obstacle. Such initiatives will make continuous learning a reality and empower all employees to become more productive.
The established cultural perspective as a unique feature of learning organizations is linked to increased diversity. This achievement will make it possible for the targeted company to recruit more workers with diverse backgrounds. This means that some individuals who possess superior competencies and philosophies will be willing to train their colleagues. The company will acquire additional resources and technologies that will support the realization of the intended objectives. These aspects will make it possible for all employees to learn new ideas from one another and consider the most appropriate strategies to maximize performance.
They will devise new strategies to address emerging problems and understand how to consider the needs of other people from different regions or cultures (Serrat, 2009). The end result is that the process of continuous training will become a reality. The company will eventually realize its business objectives.
As described earlier, the presence of a learning environment is what supports or promotes the entire process. In any organization that promotes this model, workers will be willing to follow the outlined missions and visions and eventually deliver positive results. They will go further to consider how the organization has been performing and consider new approaches to sustain or improve profitability. The establishment of teams will become a new opportunity for followers to identify evidence-based processes that might have worked elsewhere and consider what to borrow and make their companies more successful.
They will also choose to engage in continuous learning in an attempt to improve quality and performance (Jensen, 2017). These attributes explain why organizational leaders should pursue the above characteristics and features since they have the potential to enhance the transfer of training. New employees will become part of the introduced system and be willing to improve their skills. Such aspects will ensure that the concept of training becomes a reality and eventually maximizes the level of business performance.
Conclusion
The above discussion has presented organizational learning as a powerful concept that leaders of different companies should take seriously in order to realize their goals much faster. Managers should be supportive by providing timely guidelines and resources, solve emerging problems, and present a sense of direction. The outlined features are critical since they can make it possible for business organizations to maximize the level of training and ensure that all workers receive additional competencies. Such developments will prepare all employees for more complex conditions and challenges and eventually maximize performance. With these achievements in place, the targeted company will become more sustainable, profitable, and competitive in its market segment.
References
Jensen, J. D. (2017). The learning organization: A strategic approach to today’s global business environment. The Journal of International Management Studies, 12(1), 55-66.
Serrat, O. (2009). Building a learning organization. Knowledge Solutions, 46(1), 1-8.
Mitleton-Kelly, E. (n.d.). What are the characteristics of a learning organization? Web.