Note:I dont need the video just a paper with the requested information to do the viseo myself.Using the same scenario from Assignment 1, Supporting Documents, and Assignment 2, you have completed your

Proposal for Organizational Learning Issues

Developing Learning Organization (HRM 562)

August 23, 2018

The efficient engineering organization is currently facing various problems at the organization due to unavailability of a proper training program, weak bonding between the employees, and lack of continuous development program. The current OLM at the organization is creating an obstacle towards the organizational learning. At the current time, the development of appropriate knowledge sharing system at the organization is quite critical for bringing improvement in the organizational performance. The new OLM online/internal will prove to be much effective for the organization. There are various talent management strategies including mentorship and development training that will encourage the employee to share knowledge. There are certain pertaining risks to this transition-related with quality and time. Mitigating them is significant. There will be a proper after action review program for analyzing the improvement. The mentorship training is available for ensuring the proper introduction of this new learning system.

It is much significant for any organization to introduce and prefer organizational learning as compared to infidel learning. For the same reason, there is a requirement of understanding, estimating the controlling the resistance creating an obstacle for the change. There must be a proper training plan for accomplishing this goal. A detailed analysis of Efficient Engineering is made in the project for identifying the solutions to the organizational learning and suggesting better OLM. This study will be identifying the management strategies before making all the suggestions. There will be a proper AAR for reviewing the progress and proper training technique for the upbringing and sustaining organizational learning.

The company under focus in the current study is Efficient Engineering that is facing many problems regarding organizational learning. Various problems are existing at the organization causing the disconnect between the organizational learning and culture. The certain issue at the organization sponsoring to this disconnect is the unavailability of any effective organizational learning mechanism that is creating many problems for the organization (Boone, 2014). There is no proper relation between the employees of the company and its management. The employees of the company are not able to communicate directly with their managers to bring some betterment to the organization. The management of the company is taking all the decision themselves without involving any concern of the employees. As the organization is not providing any suitable training to its employee after hiring them; therefore, the newly hired individuals are not able to perform their work in an expected manner (Chang, Tsai & Tsai, 2011). It is not only affecting the performance of the company; but, it is also souring the relationships between new employees and old employees. They are not able to work collaboratively for achieving the organizational objectives. Another issue that is creating a disconnection between organizational learning and culture is the unavailability of a continuous improvement program at the organization. The organization has no proper program using which they can improve the skills, knowledge, and expertise of the employees on the regular basis that is leading towards the demotivation of the employees in a great manner. It is also lessening the loyalty of the employees towards the organization (Gnrawali & Stewart, 2003).

As per the current issues at the organization, the culture and current OLM is contributing significantly towards the creation of an obstacle to organizational learning. The current OLM fails to increase or even sustain the morale, dedication, and enthusiasm level of the employees towards the organization. As there is no certain attention from the organization towards the skills improvement of the employees; therefore, their loyalty towards the organization along with their motivation level is lessening (Huysman, 2000). The employees are not able to bring any certain improvement in their work. Also, their productivity level is also affecting due to lack of interest, as there is no certain improvement. The current OLM is focusing more on the individual performances of the employees; therefore, the organization is not being able to achieve the best through the use of teamwork.

At the current time, it is very much critical and urgent to develop a knowledge sharing system at the organization. This knowledge system will be providing an equal opportunity to all the employees for sharing their concerns towards the organization and their work (Puranam & Maciejovsky, 2017). As the organization will start taking their feedback for carrying out any significant work at the organization; therefore, their involvement, ownership, and interest level towards the organization will increase. Also, there will be a positive rise in their motivation, dedication, morale, and enthusiasm level too. They will start focusing on making team efforts for bringing major improvements at the organization. They will be able to provide some positive suggestions to bring improvement in current work practices, which will not only make their work smoother but will enhance the productivity of the organization too (Gnrawali & Stewart, 2003). Lastly, their loyalty level towards the organization will also improve as the organization will start considering them as a valuable asset of the organization.

The online/internal method is the most suitable option currently available for the organization. In this process, the organization will be taking the suggestions from their employees instead of an external third party. This approach will also provide a certain opportunity to the employees for experimenting their suggestions in a real-time scenario, which will help them in identifying the results of their suggestion and modification directly, The main reason behind the selection of the approach is that the organization is initiating the program for the first time; therefore, the employees of the organization will prove to be the most productive source as they are working within the organization for a long time (Chang, Tsai & Tsai, 2011). They must be having a lot of improvement ideas that they were not able to share due to obstacles created by previous OLM at the organization.

There are certain benefits of suggested OLM

1. Online experimentation will be possible leading to valuable results right away.

2. All the individuals will be able to learn new things with their own learning pace, as there is no enforcement.

3. The employees will feel valued as the organization is taking feedback from them regarding improvement at the organization.

There are certain drawbacks of suggested OLM

1. The organization will not be able to take any valuable feedback from the experts working in the market.

2. The organization might have to bear some losses due to online experimentation if the results of the experimentation are not productive.

3. The organization will be dependent upon its employees for bringing any improvement at the organization. They will not be able to enforce the employees for increasing their learning pace.

There are various sources creating obstacle towards the organizational learning at the organization. There is a resistance to change amongst the employees as they fear that the improvement or change the organization might create problems for them in completing their work. The teams are focusing merely on their performances with less focus on team performance (Puranam & Maciejovsky, 2017). The teams have set their goals for a shorter term, and there is an excessive control of the higher management on the employees with no availability of direct leadership.

To bring permanent change at the organization, it is very much significant to develop a coherent culture by reducing the resistance of the employees and increasing their interest. The organization can ensure it by mitigating the concerns of the employees related to their resistance. The organization must convey the benefits of their new organizational learning program to their employees for a clear understanding of their advantages. They must ensure proper security for them after the organizational change (Uhlenbruck, Meyer & Hitt, 2003). The organization must be providing certain benefit and rewards to the employees for their contribution towards the organizational change. They must keep providing the benefits and progress of the program to the employees.

There are many talent management strategies for the organization. Firstly, the organization must be providing improvement and development training to the employees for continuous improvement. They must identify the loopholes in the working pattern, knowledge, expertise, or skills of the employees and provide them with respective training for bringing certain improvement (Nazar, 2014). Secondly, the organization must encourage their managers and supervisors to act as a mentor for the employees. They must always be available for guiding the best path to the employees. They must be highlighting the weakness to the employees and providing them effective suggestions to bring improvement in those areas.

The biggest risk existing in the pathway of the transition it the delay in the completion of scheduled tasks. It is quite possible that the employees have to divert their attention towards transition, which will affect their scheduled task completion. To mitigate the same, the organization needs to develop an appropriate transition strategy providing a stepwise schedule for bringing the transition. It will also include the readiness, complexity, and scope of the milestone for developing the timeline (Ageeva, 2013).

Another existing risk is the degradation of the quality of service during the transition. To mitigate the same, the organization needs to develop best practices for effective service level management that aligns with the business objectives. These organizations must ensure proper governance of these practices, especially during the transition period.

There will be mainly five parts of the after action review plan (Gaupp, 2013)

Initial Objective: what are the desired results?

Reality: what are the current results?

Learned things: What are the causes of the result?

Goals: What will sustain the results?

Experiment: What are the new opportunities?

Coaching and mentoring is the best available training technique available for introducing a new way of organizational learning for the workforce. This technique will provide a proper guideline to the employees for bringing improvement at the organization. They will be able to understand the benefits of the program clearly (Zehntner & McMahon, 2018). They will be able to highlight their weak areas and bring certain improvement in them through this technique.

The current organizational structure is a matrix, and there is a formal process at the organization. Both of the structure and processes are suitable for allowing the transition from individual to organizational learning. As all the employees are fulfilling their roles at the respective position; therefore, there is no threat to any senior by the skills improvement of any junior employee. Also, as the process of the organization is formal; therefore, there will be no problem of unequal sharing of opportunities.

References

Ageeva, S. (2013). Financing of Innovations. Problems Of Economic Transition, 56(6), 6-8. doi: 10.2753/pet1061-1991560601

Boone, S. (2014). Using Organizational Learning to Increase Operational and Conceptual Mental Models Within Professional Learning Communities. Journal Of Psychological Issues In Organizational Culture, 5(3), 85-99. doi: 10.1002/jpoc.21152

Chang, C., Tsai, M., & Tsai, M. (2011). The Organizational Citizenship Behaviors and Organizational Commitments of Organizational Members Influence the Effects of Organizational Learning. International Journal Of Trade, Economics, And Finance, 61-66. doi: 10.7763/ijtef.2011.v2.79

Gaupp, R. (2013). After-Action-Review in medical practice: A qualitative study. Resuscitation, 84, S46. doi: 10.1016/j.resuscitation.2013.08.122

Gnyawali, D., & Stewart, A. (2003). A Contingency Perspective on Organizational Learning: Integrating Environmental Context, Organizational Learning Processes, and Types of Learning. Management Learning, 34(1), 63-89. doi: 10.1177/1350507603034001131

Huysman, M. (2000). An organizational learning approach to the learning organization. European Journal Of Work And Organizational Psychology, 9(2), 133-145. doi: 10.1080/135943200397905

Nazari, K. (2014). Talent Management and Recruitment Strategies. Mediterranean Journal Of Social Sciences. doi: 10.5901/mjss.2014.v5n20p3085

Puranam, P., & Maciejovsky, B. (2017). Organizational Structure and Organizational Learning. SSRN Electronic Journal. doi: 10.2139/ssrn.2963250

Uhlenbruck, K., Meyer, K., & Hitt, M. (2003). Organizational Transformation in Transition Economies: Resource-based and Organizational Learning Perspectives. Journal Of Management Studies, 40(2), 257-282. doi: 10.1111/1467-6486.00340

Zehntner, C., & McMahon, J. (2018). Power and knowledge in a coach mentoring program. Sports Coaching Review, 1-21. doi: 10.1080/21640629.2018.1480736