Discuss about the Organizational Learning Culture and Workplace.
As per the general definition learning culture defines the set of organisation conventions, practices, values and processes which will be able to motivate the individuals and organisation as a whole with several key indicators in terms of knowledge, performance and competence. The study by “Bersin & Associates”, “High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise” has been able to depict that there is a strong learning culture for the foundation in workplace in terms of significant improvement in future demand of quality products, productivity of employee, customer needs and market share leadership values. The particular report has been able to analyse and the command the several problems undergone by Fletcher building due to the selling of Pacific steel group. The main aspect of the report has been able to discuss several types of theories associated to changeability and its insight into the leadership factors which has been able to contribute to the experience of various types of other workers. The study has been further able to identify difficult challenges the leadership based on experience by Jane McLaren along with the discussion on significant change management issues (Hufford, 2013).
The important factor seen in terms of leadership challenge has been evident in 2014 with the manufacturing manager handling several challenging task as a result of closure of one of the divisions of the steel plant. The primary challenge has been discerned in terms of maintaining the overall operation due to this closure and ensuring steady production capability along with desired safety standards. The important form of challenge is seen to maintain in terms of having an impact on plant staff. The important thing need to be considered by the company was with the reaction of the staff after 50 years of producing steel, the company currently deciding to sell Pacific steel group. The main requirement for the deal was further seen to be associated to the maintaining of the operations until the time the new owner BlueScope) was able to complete with build of a new plant.
The different nature of the change management issues were identified with maintaining an effective plant leadership team. It has been further discerned that the manager along with the shift leaders are seen to be motivating the workers and engaged in supporting of the various types of operational activities. The main form of the changeability concept was seen to be targeted in the workshop on the plant leadership team by giving them the opportunity to have a new insight into experiencing major changes. It was further discerned that the changeability needed to be fully implemented with the manager and the staff and changing the leadership ability along with providing various types of practical tools for navigating the workers in challenging circumstances of change. The different types of aspects of changeability concept were discerned with shift of the leaders focus from work due to the news of closure of one major facility. The main challenge was further identified with entertaining study motivation among the employees and uncertainty as a result of the buyout process (Littlejohn, Lukic, & Margaryan, 2014).
Despite of the several nature of the changeability measures, the professional and the ethical issue has been taken into account with the sudden planning of Fletcher building the selling of Pacific steel group.
It needs to further take into account that the professional and ethical issues is associated with the significant nature of external facilitators which has been able to get on issues associated to real importance and able to accept the change procedure. The professional issues have been further discerned with shifting of immediate priority to the plant leadership team. Some of the most significant professional challenges they discerned with leading of the staff throughout the closure date. Moreover, due to the closure there was an urgent need to create a change plan in which Jane was seen to be clear of the importance for giving explanation of creation of change plan with the entire team (Mathewson, 2014).
The different types of factors associated to the external and internal changes in Organisation have been discerned with several challenges. The significant nature of internal issue is applied with factors such as political self-interest, creation of blind spots, structure of inertia, full implementation of concept of project management and emotions. The external factors are seen to be having a direct influence on the staff of the organisation. The nature of the external dependencies of the companies has been seen in terms of creating a value which is challenging with the overall operations of the organisation. The main nature of the external challenge has been further seen to be discerned with keeping up with the changes of destructive technological environment and Reliance of crucial resources on political and legislative demands will stop it has been further seen to be considered with the estimation of increasing competition and volatility in environmental factors (Gaile, 2013). The relation of changeability with internal and external conditions has been depicted with the following equation:
Due to the closure of the Pacific steel group large and planning for creating a change plan has been seen to be vital in nature. As per the given discourse of the case study, the changeability has been able to target the workshop with plant leadership team and included several insight of how leadership team was able to cope up with the overall change process. The various types of resulting feedback were further seen to be evaluated as per the number of recommendations for improving, focusing and empowering of the overall change plan. The several types of other concepts of the changeability among the workers and staff have been further able to build the change leadership capability and navigate through the various types of challenges (Grosemans, Boon, Verclairen, Dochy, & Kyndt, 2015).
The important application of the relevant model has been discerned with theory of changeability. The technical changeability is seen as the ability of building, manufacturing and use of IT for fast adapting to the changes of product processes and quantities. The various types of other organisations in changeability issues has been discerned in terms of factory layout and layout at the site of building. The important factor is considered for organisational changeability has been quickly adopted with the changes of business organisation management process. As per the model described by Wiendahl, it can be discerned that the concept of changeability is based on significant aspect of universality, scalability, compatibility, modularity and mobility” (van Breda-Verduijn & Heijboer, 2016).
The main form of the university aspect has been described with designing of requirement as per associated technology of product. The compatibility aspect is further seen to be discerned with interconnectivity of energy or information. The scalability concept is associated to adapting to the special technical changes along with several types of changes in staff structure.
The most important form of leadership style associated to learning culture of Fletcher building has been associated with the adoption of changeability. The main form of the leadership practices has been further discerned in terms of difficult traits related to contemporaries, behaviour of a leader and contingency. The qualities of leadership trait have been able to depict the effective style of leadership which is related to charismatic trading in terms of adapting to the changes. The suitability aspect of the changeable leadership theory is particularly difficult and takes long duration of time for implementation. The leadership behaviour has been further seen to be acceptable among various types of subordinates. The main form of the leadership behaviour is seen with performance of the subordinates.
The concept of empowerment has been associated to providing the authority to an individual of doing a particular task. Empowerment is discerned as the management practice associated to the rewarding, sharing and giving employees a power to take decisions will be able to give them opportunity, authority and motivation and at the same time make them accountable for the various types of outcomes which will be further able to bring satisfaction and confidence in the organisation. The different types of conservation seen with the informant factor are associated to provide external support of both manager and staff in terms of handling uncertainty. The application of empowerment by Jane McLaren has been able to act as a catalyst to the leadership initiative and in terms of delivering high amount of production output based on the adoption of changeability theories. The existing staffs have been further able to make their decisions based on the opportunity and flexibility of various types of organisational procedures made during the crisis situations (Watling, 2015).
the important process for the changeability has been understood with the goals of organisation. This particular aspect has been ensured with the group of 15 respondents were been able to contribute to the success plan and mode of delivery with the change process among the leaders. The various types of important initiative to overcome the resistance change is seen with the practical tools and tackling of challenging issues associated to the overall change process. The shift leaders have been able to ensure that the staff are fully engaged with their work and were continuously supported for the same. The different types of resulting feedback were evaluated with a psychologist who had been able to make the most reliable recommendations to strengthen and improve the overall change process. The important consideration for providing the external support to the management and staff was seen to be important in handling of initial uncertainty which was seen to be consistent with leadership practices prominent throughout the change process.
The important factor considered for the learning culture is seen to be collected on various types of organisational conventions, practices and values which have been able to encourage the employees of the organisation in terms of gaining confidence and knowledge. The important nature of the steps in establishment of learning plan is to be developed with the implementation of training, learning process, feedback collection, internal promotion and development of various types of information sharing tools along with knowledge process.
The learning plan preparation has been seen with the proposition to prevent the resistance to change. In addition to this, by being aware of the visions and learning process of the planning of the change process needs to be encouraging the participation of all levels of planning along with the implementation of new philosophy the employees encouraged at all times (Cho et al., 2013).
Conclusion
The main depictions made from the study have been able to state on the importance of “High-Impact Learning Culture”. The immediate benefits has been seen in terms of improvement in employee productivity, adherence of future demands, improvement in quality of products, meeting of customer demands and market share leadership values. The different nature of the change management issues were identified with maintaining an effective plant leadership team. It has been further discerned that the manager along with the shift leaders are seen to be motivating the workers and engaged in supporting of the various types of operational activities. The main form of the changeability concept was seen to be targeted in the workshop on the plant leadership team by giving them the opportunity to have a new insight into experiencing major changes. The different types of factors associated to the external and internal changes in Organisation have been discerned with several challenges. The significant nature of internal issue is applied with factors such as political self-interest, creation of blind spots, structure of inertia, full implementation of concept of project management and emotions. The external factors are seen to be having a direct influence on the staff of the organisation.
References
Cho, I., Kim, J. K., Park, H., & Cho, N.-H. (2013). The relationship between organisational culture and service quality through organisational learning framework. Total Quality Management & Business Excellence, 24(7–8), 753–768. https://doi.org/10.1080/14783363.2013.791100
Gaile, A. (2013). External Factors Facilitating Development of the Learning Organization Culture. Journal of Business Management, (7), 130–140. Retrieved from https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=93708122&site=eds-live&scope=site
Grosemans, I., Boon, A., Verclairen, C., Dochy, F., & Kyndt, E. (2015). Informal learning of primary school teachers: Considering the role of teaching experience and school culture. Teaching and Teacher Education, 47, 151–161. https://doi.org/10.1016/j.tate.2014.12.011
Hufford, J. R. (2013). Can the Library Contribute Value to the Campus Culture for Learning? Journal of Academic Librarianship, 39(3), 288–296. https://doi.org/10.1016/j.acalib.2013.03.002
Kim, S., & McLean, G. N. (2013). The Impact of National Culture on Informal Learning in the Workplace. Adult Education Quarterly, 64(1), 39–59. https://doi.org/10.1177/0741713613504125
Littlejohn, A., Lukic, D., & Margaryan, A. (2014). Comparing safety culture and learning culture. Risk Management, 16(4), 272–293. https://doi.org/10.1057/rm.2015.2
Mathewson, K. (2014). Creating a learning culture. Psychiatric Rehabilitation Journal, 37(1), 71–72. https://doi.org/10.1037/prj0000056
Sorakraikitikul, M., & Siengthai, S. (2014). Organizational learning culture and workplace spirituality. The Learning Organization, 21(3), 175–192. https://doi.org/10.1108/TLO-08-2011-0046
van Breda-Verduijn, H., & Heijboer, M. (2016). Learning culture, continuous learning, organizational learning anthropologist. Industrial and Commercial Training, 48(3), 123–128. https://doi.org/10.1108/ICT-11-2015-0074
Watling, C. (2015). When I say … learning culture. Medical Education, 49(6), 556–557. https://doi.org/10.1111/medu.12657
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