Organizational Learning: Core Issues for Mustering Growth in Learning Organization.

Abstract

This article focus on how learning serves as a means of transforming organization`s fortune and exploring factors influencing learning and the role of human resource development practitioners in creating opportunities for, and supporting, lifelong learning. This article examines one aspect of that project – factors inhibiting and enhancing learning in work, specifically in large, learning-oriented organizations. These factors are categorised at organizational – human resource, board of directors, time and time pressure, simultaneity and window of opportunity and event occurring within and outside.  Functional – focuses on the history, culture and learning style and pattern of inculcating ideas; Group and Followers levels.  Experiential learning theory offers a dynamic theory based on a learning cycle driven by the resolution of the dual dialectics of action/reflection and experience/abstraction. These two dimensions define a holistic learning space wherein learning transactions take place between individuals and the environment. This approach is adopted by reviewing current research on individual learning styles and managerial problem solving/decision making, the process of team learning and organizational learning. This work describes how this approach can serve as a useful framework to design and implement management education (learning) programmes in work setting, management training and development.