5q111

5q111

Nameof Institute

Thefoundational of organizational learning is rooted on individuallearning of the employees within the organization. Even thoughorganizations can learn independent but not independent of allindividuals therefore, psychologists have undertaken extensiveresearch to understand the infinite capacity of the human mind tolearn new things (InformationResources Management Association, 2012).

Petersuggests that for organizations to succeed in the future depends onthe employees’ motivation and capability to learn new things atevery organizational level. Learning entails two aspects namelythought and action hence, the experiential learning model allowsemployees within the organization to fully grasp the dynamics ofoperational and conceptual systems of the firm(Easterby-Smith,&amp Lyles, 2011).I tend to think that employees who are willing to learn how to handleand operate equipment and machinery at every organizational level areinfluenced and motivated by the aspect of job promotion, salaryincrement and other work related benefits like medical and transportexpenses (Easterby-Smith,&amp Lyles, 2011).Organizational learning is successful once individual employeesunderstand the mission and vision of the company because its onlythen that individuals will become work oriented and focused inachieving the companies’ goals and objectives. Stiff competitionwithin the business market can affect the learning process because itmeans that individual employees will need to work extra hard at theirdesignated work stations without the opportunity of learning newthings within other organizational levels. For start-uporganizations, stiff competition might lead to their fore closure dueto the presence of large multi-corporations who have employeesconversant with the necessary know-how to control and managemachinery in any company level (Argote,2013).

Ingeneral, for organizational learning to be successful, individualemployees need to integrate learning methods in order to understandthe companies’ operational and distribution systems.

References

Argote,L. (2013).&nbspOrganizationallearning: Creating, retaining and transferring knowledge. Heidelberg: Springer.

Easterby-Smith,M., &amp Lyles, M. A. (2011).&nbspHandbookof organizational learning and knowledge management.Chichester: Wiley.

InformationResources Management Association. (2012).&nbspOrganizationallearning and knowledge: Concepts, methodologies, tools andapplications.Hershey, Pennsylvania: Business Science Reference.