A Critical Review of Learning Organizations in the 21st Century

2012 ◽  
pp. 188-198
Author(s):  
Victor X. Wang
Keyword(s):  
Decision Making ◽  
Learning Organization ◽  
21St Century ◽  
Critical Review ◽  
Policy Making ◽  
Global Economy ◽  
Learning Organizations ◽  
Organizational Leaders ◽  
Management Philosophy ◽  
High Participation

This article critically reviews what constitutes a learning organization. The author argues that a learning organization is born out of a static organization. In determining whether organizations are learning organizations, components such as structure, atmosphere, management philosophy and attitudes, decision-making and policy-making, and communication must be considered. In addition, these components are discussed in comparison to the characteristics of static organizations. The theme of this article is such that in order for organizations to remain competitive in this global economy, organizational leaders must be flexible and people-centered. Successful organizational leaders should engage in the use of supportive power, involve high participation at all levels, and conduct multidirectional communication in order to turn static organizations into learning organizations.

A Critical Review of Learning Organizations in the 21st Century

2017 ◽  
pp. 729-743
Author(s):  
Victor X. Wang ◽  
Geraldine Torrisi-Steele
Keyword(s):  
Decision Making ◽  
Learning Organization ◽  
21St Century ◽  
Critical Review ◽  
Policy Making ◽  
Learning Organizations ◽  
Management Philosophy ◽  
High Participation

With the forces of globalization, economic turbulence and persistent change bearing down on organizations, it is imperative to an organization's survival that it ‘stays ahead of the game'. Knowledge and the ability to learn faster than competitors is ultimately what will sustain the organization in the 21st century. In the present chapter, the authors critically analyse what it means to be a learning organization. An analysis of organizational components such as structure, atmosphere, management philosophy and attitudes, decision-making and policy-making, and communication is used to help distinguish learning organizations from static organizations. It is argued for an organization to be a learning, rather than static, organization, its leaders must be flexible and people-centered, and engage in the use of supportive power, involving high participation at all levels, and conducting multidirectional communication in order to turn static organizations into learning organizations.

Comparing Learning Organizations with Static Organizations

2014 ◽  
pp. 165-177 ◽  
Author(s):  
Victor X. Wang ◽  
Bernice Bain
Keyword(s):  
Systems Thinking ◽  
Learning Organization ◽  
Learning Organizations ◽  
Social Systems ◽  
Organizational Leaders ◽  
Global Society ◽  
Corporate Leaders ◽  
Transitional Process ◽  
Strategic Approach

A major challenge for organizations is remaining competitive in today's global society where sustainability is the most pressing problem (Ramirez, 2012). This chapter compares the characteristics of static and learning organizations, explains the systems thinking (the root of learning organizations), identifies the components required for transition from a static organization to a learning organization, considers two examples of learning organizations, and explores various critiques organizational leaders should consider. Leaders who strive to turn static organizations into learning organizations by changing corporate leaders' and employees' mindsets (Bennis, 1989; Bennis & Nanus, 1997) should consider the transitional process of that change. Learning organizations can permeate various social systems and industries including those that seem to need static traits such as construction. Organizational leaders should consider benefits and critiques as they develop a strategic approach to sustainability and growth.

Building Learning Organizations With Action Learning

2019 ◽  
pp. 104-118
Author(s):  
Michael John Marquardt
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Learning Organizations ◽  
Action Learning ◽  
Organizational Leaders ◽  
The Past ◽  
Complex Problems ◽  
Learning Programs ◽  
Unique Ability

Very few organizations have ever been able to achieve their goal of becoming a learning organization due to the complexity of organizational learning and the impatience and lack of skills of organizational leaders. Over the past twenty-five years, the author of this chapter has discovered that the introduction of action learning programs into the organization is the most effective way of building a learning organization. This chapter briefly summarizes the five subsystems of a learning organization: (1) learning, (2) organization, (3) people, (4) knowledge, and (5) technology. Action learning is a powerful tool that enables a group to learn while in action. It has the unique ability to solve complex problems while simultaneously creating leaders, building teams, and developing each of the five learning organization subsystems.

scholarly journals Leadership and Management in the 21st Century Organizations: A Practical Approach

2015 ◽  
Vol 2 (2) ◽  
pp. 139
Author(s):  
Victor E. Dike
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
21St Century ◽  
Global Economy ◽  
Practical Approach ◽  
Management Decision ◽  
Leadership And Management ◽  
Effective Leaders ◽  
Management Decision Making ◽  
Problem Solving Process

<p><em>This article explores the place of leadership and management in the</em><em> </em><em>21st century businesses and organizations</em><em>, the role of leaders and managers, leadership styles as well as their levels of efficacy. It also investigates the attributes of an effective leader and manager, differentiates the concepts of leadership and management, leadership and management decision-making and problem-solving processes, and strategies</em><em> </em><em>for effective delegation</em><em> </em><em>of authorities to followers. This article argues that to function effectively and efficiently in today’s new economy, every organization needs effective leaders and managers as well as competent and reliable followers. It also </em><em>posits that the place of leadership and management in today’s organizations are changing because, among other forces, the extreme competition among businesses in the new global economy, the emerging technologies, and globalization spurred by the Internet. </em><em>The seemingly </em><em>uncertainty in today’s organizations</em><em> </em><em>are putting undue pressures</em><em> </em><em>on leaders and managers to adopt</em><em> </em><em>practical approach to leadership and management to motivate their followers</em><em> </em><em>to</em><em> </em><em>enhance their performance, </em><em>share the visions and missions of the organizations so as to realize</em><em> </em><em>their set objectives. </em><em>This article argues that what makes effective leadership and management in the rapidly changing 21st century organizations</em><em> </em><em>include their personality and style of leadership, passion and values, decision-making and problem-solving process</em><em> </em><em>as well as their</em><em> </em><em>expectations and levels of relationship with their followers. L</em><em>eaders and managers require a practical approach to leadership and management to substantially influence and motivate their followers to enhance their performance to achieve set organizational objectives.</em><em></em></p>

scholarly journals Impact of learning organization on organizational effectiveness – An applied study on Five Star hotels in Jordan –: أثر خصائص منظمة التعلّم في تحقيق الفاعلية التنظيمية – دراسة ميدانية على فنادق الخمس نجوم في عمان – الأردن –

2021 ◽  
Vol 5 (4) ◽  
Author(s):  
Ali Sudqi Al-Za`areer, Rula Ali Al-Damen
Keyword(s):  
Decision Making ◽  
Organizational Effectiveness ◽  
Learning Organization ◽  
Financial Incentives ◽  
Learning Organizations ◽  
Sampling Unit ◽  
Decision Making Process ◽  
Purposive Sampling ◽  
Applied Study ◽  
High Degree

This study aims to identify the availability of learning organization characteristics and its impact on organizational effectiveness in five-star hotels in Amman. This study employed purposive sampling. The sampling unit included all employees in the administrative departments in the three hotels which consisted of (237) individuals. The results show the availability of learning organization characteristics in five- star hotels in a high degree, which indicates the awareness of five stars hotels management of the importance of learning organizations characteristics & the presence of a statistically significant effect of learning organization characteristics and its dimensions on organizational effectiveness. In light of these findings, the study provided a set of recommendations. Mainly: management of five-star hotels should give workers more freedom to do the work that is entrusted to them, and to give them more participation in the decision-making process, as well as paying more attention to financial incentives given to their employees in order to encourage continues learning among them.

Learning Organizations vs. Static Organizations in the Context of E-HRM

2009 ◽  
pp. 617-622
Author(s):  
Victor X. Wang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Global Economy ◽  
Learning Organizations ◽  
Human Resource Managers ◽  
Technological Revolution ◽  
Corporate Leaders ◽  
Management Philosophy ◽  
Resource Managers

Electronic human resource management (e-HRM) may mean that human resource management must now embrace electronic provisions. The environments that today’s managers work in have changed. The methods through which human resource managers choose to ameliorate an organization have changed. With the current technological revolution taking place, management methods can be catered to electronically. Although applying e-based solutions to human resource management is important, managers must have a clear view of what learning and static organizations may entail in order to add the electronic effect to ameliorate management. Without in-depth knowledge of learning organizations vs. static organizations, e-HRM would become an empty term. In today’s organizations, corporate leaders use strategies such as “downsizing,” “restructuring,” and “merging” in an effort to prevent an organization from collapsing or going bankrupt. Such organizations that go through these processes wish to say goodbye to their past, which may qualify them as what we call static organizations. To depart from static organizations, today’s organizations must strive to become what we call learning organizations in order to remain competitive in a global economy (Petty & Brewer, 2005). Learning organizations are drastically different from static organizations in terms of structure, atmosphere, management philosophy, decision making, and communication. Addressing these indispensable aspects may lead to the rise or fall of an organization in today’s competitive global economy.

scholarly journals Empowering Future Organizational Leaders For The 21st Century

2010 ◽  
Vol 9 (4) ◽  
Author(s):  
Joseph W. Kennedy
Keyword(s):  
21St Century ◽  
Global Economy ◽  
High Performance ◽  
Organizational Leaders ◽  
Policies And Procedures ◽  
Business As Usual

In today’s 21st century environment, organizations must identify with their stakeholders not only in products and services they provide, but the organization today must adhere to values consistent to their stakeholders.  Organizational leaders must create high performance organizations in order to compete in a global mega-economic world, the old schema of business as usual and inundated policies and procedures must be rooted out in order for the organization to compete by identifying and sustaining diversified employees within a global economy.

scholarly journals Evolutionary Learning Organization in a System Orientation of Ethico-Economics

2014 ◽  
pp. 242-250 ◽  
Author(s):  
Masudul Alam Choudhury
Keyword(s):  
Decision Making ◽  
Learning Organization ◽  
Organizational Theory ◽  
Learning Organizations ◽  
Evolutionary Economics ◽  
Structure Functions ◽  
System Model ◽  
Evolutionary Learning ◽  
Generalized System ◽  
System Orientation

A new theory of learning organization bordering evolutionary economics and management is introduced. It is referred to as an evolutionary learning organizational theory of behavior, decision-making, and goals of wellbeing in the larger context of the organization in a systemic sense of organic relations. The structure, functions, and analytical features of such an organization are studied in the context of an epistemological approach in order to lay down the inherent theory. This leads to a mathematical and rigorous explanation of the theory in a comparative and contrasting light with other contributions on learning organizations. The exemplification of the unique theory of evolutionary learning organization is found to exist in Islamic epistemological context. The chapter is made for this particular case within a generalized system model of wellbeing for decision-making of the firm that overarches intra-system and inter-systems at large.

Globalization and interconfessional communications

2001 ◽  
pp. 13-17
Author(s):  
Serhii Viktorovych Svystunov
Keyword(s):  
21St Century ◽  
Global Economy ◽  
Modern World ◽  
The World ◽  
Target Set ◽  
Almost All ◽  
Over Time ◽  
Rapid Appearance

In the 21st century, the world became a sign of globalization: global conflicts, global disasters, global economy, global Internet, etc. The Polish researcher Casimir Zhigulsky defines globalization as a kind of process, that is, the target set of characteristic changes that develop over time and occur in the modern world. These changes in general are reduced to mutual rapprochement, reduction of distances, the rapid appearance of a large number of different connections, contacts, exchanges, and to increase the dependence of society in almost all spheres of his life from what is happening in other, often very remote regions of the world.

‘Seeing like a city’, or ‘seeing like a state’ in a city? Paris, capital of femonationalism

2021 ◽  
pp. 239965442110025
Author(s):  
Claire Hancock
Keyword(s):  
Decision Making ◽  
Urban Politics ◽  
Policy Making ◽  
Common Factor ◽  
Local Democracy ◽  
Municipal Policy ◽  
City Life ◽  
Women In Decision Making ◽  
The City

This paper questions the ‘seeing like a city’ vs. ‘seeing like a state’ opposition through a detailed discussion of urban politics in the city of Paris, France, a prime example of the ways in which the national remains a driving dimension of city life. This claim is examined by a consideration of the shortcomings of Paris’s recent and timid commitment local democracy, lacking recognition of the diversity of its citizens, and the ways in which the inclusion of more women in decision-making arenas has failed to advance the ‘feminization of politics’. A common factor in these defining features of the Hidalgo administration seems to be the prevalence of ‘femonationalism’ and its influence over municipal policy-making.

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