Organisational Learning and Barriers: A Case Study of Woolworths Group

This report analyzes the strategies, barriers, and innovative learning approaches of Woolworths Group in achieving organizational learning and development goals. It discusses the barriers faced by the company, such as resistance to change and lack of skills and coordination among employees and leaders. The report also explores the potential solutions and strategies that Woolworths can implement to improve functional skills and enhance work synergy. The findings highlight the importance of investing in training and development programs to foster a culture of continuous learning and achieve larger business objectives.

Assessment 3:
Individual Essay

TABLE OF CONTENT
INTRODUCTION.................................................................................................................................3
MAIN BODY........................................................................................................................................4
CONCLUSION.....................................................................................................................................6
REFRENCES........................................................................................................................................7
INTRODUCTION
Organisation learning can be understood as one of the major factor where companies
are competitively focusing to build on stronger working advancement and focusing on
improvising training and development platforms for employees functional standards which
build on wider motivation paradigms. Report analyses Woolworths group working strategies
within corporate fundamentals for organisational learning, barriers and various innovative

learning strategies which will improvise functional parameters to attain new profits and
sustained larger goals to encompass wider roles within learning goals.
MAIN BODY
The key barriers within company learning functional paradigms where Woolworths
group company faces complications can be discussed based on stubbornness and resistance
for changes where there are various factors such as employees and leaders coordination of
working together and for gaining new functional horizons. Organisation learning often faces
change management differences where models and working structure of technology goals,
within teams and departments are many times less functional and short termed focusing onto
gaining yield within new parameter growth objectives. Short term focus and too much
centralised control is also a factor where companies are not able to deliver and aim for higher
growth avenues within functional training opportunities among employees and to determine
new scope of dynamic platforms for new relative goals. The Woolworths company leaders
lack new skills and potentialities within functional paradigms where employees new learning
platforms are weak with less focus onto innovation grounds, new developed synergy among
various grounds where dynamic strength is not analysed onto new relative goals of scoping to
focused arenas. There is also lack of communal group training centres and functional arenas
in company when often various work goals are not promoted onto larger business objectives,
wider work synergy and keenly brought on among work ethics which relatively lowers onto
work goals, potentially declining new functional innovation widely within broader
parameters (Awang, Mohd Sapie and Md Yusof, 2019)
Many dynamic working patterns , new work scenario imposes wider competitive
functional goals and also functionally focuses requirements for new training avenues and
higher work synergy largely expanding new work parameters through which people
exhilarate new horizons onto new relative goals. Also communal working platforms among
employees shall be developed further by utilising and analysing where skills aren’t explored
largely within fundamental parameters for stronger organisational learning at Australia where
new functional avenues have to be explored. These barriers also encompass functional
deficiency for acceptance and working cooperation of various training platforms within
employees, leaders working behaviours and to professionally focus onto yielding higher
synergy new dynamic work platforms. It can be also analysed that Woolworths company
shall potentially yield onto wider business expansion for focusing within organisational

learning paradigms where there are wide scope and new functional parameters worked on
onto where there shall be more investments pertained to gain new training avenues and also
work onto producing new functional pathways. There has been reported growth within
business scope and in wider consumer market reach when employees are professionally
trained onto wider functional requirements, higher work synergy and to yield onto new
reflective focus through which company learning platforms are widely built on for stronger
efficacy avenues (Cain, Brindley and Riga, 2019)
It can be more in detail analysed where there are various new strategies that can be
implemented to improvise functional skills and wider work horizons for gaining stronger
work synergy within larger scope segments. Woolworths company shall focus onto building
new pathways for evocative working avenues focusing onto work evolution goals and for
examining new skills trained further within new scope segments. The company shall focus
on benchmarking goals and skills learnt against competition and surveying the employees
skills learnt onto new programs and wider functional goals for stronger higher productive
avenues which will also train further, run business with new scle functional productivity and
higher goals examined within new stronger results. The brainstorming sessions shall be
highly brought onto analysis among employees working potentialities and majorly focusing
to attain new pertaining synergy for gaining keen examining new potentialities. There is also
new competitive level of wider working synergy coming on among brands within global
retail industry where Australia aims to bring more advanced companies forward for larger
business objectives, higher profit goals and to bring on new functional paradigms where
innovation skills are also trained among employees with new relative effectiveness and larger
goals development (Chung, Ding and Ma, 2019) It can be more examined and brought onto
analysis by bringing on keener technology, leveraged paradigms working within new quest
goals and for new working scenario where employees shall be motivated further for new
technical advancement and higher working avenues where focus is inbuilt onto larger scale
fundamentals. Woolworths company shall invest further for producing new ethical advanced
goals measuring wider work goals and functioning with wider technical goals encompassing
new horizons and to relatively target higher functional ethics where there shall be more
advancement enabled (Elliott, 2020). Weaving into company culture is also one of the most
important parameter where Woolworths brand shall strongly move forward onto new keen
synergy and higher working efficacy for larger productive new goals and in bringing on new
advancement where resources put as inputs are also gained forward with higher outputs with

larger quality factors. This can be also examined and analysis developed that new working
scenario with larger goals and advancement shall be brought on working potentialities where
employees skills shall be monitored with latest technology goals and also worked on with
faster goals and larger dynamic functional patterns. It can be more analysed that
organisational learning has been vastly evolving as best working paradigm where companies
are functionally focusing ahead to invest vastly and to built strengths further to develop
larger goals further for more profit avenues specifically yielding onto new work
competencies (Martínez-Costa, Jiménez-Jiménez and Dine Rabeh, 2019)
CONCLUSION
The report concludes various metrics of functional horizons and productive
importance of new learning opportunities among various larger goals, leveraging new
scoped segments of stronger training platforms and also analysed Australian business
environment holds wide dynamic growth among companies. Report has analysed in detail
working of learning and training employees at work within business horizons and various
barriers faced by companies and in restoring new advanced work synergy by pragmatically
focusing onto larger goals.

REFRENCES
Books and journals
Awang, A.H., Mohd Sapie, N. and Md Yusof, R., 2019. Nurturing innovative employees:
effects of organisational learning and work environment. Economic research-Ekonomska
istraživanja, 32(1), pp.1152-1168.
Cain, T., Brindley, S.,. and Riga, F., 2019. Bounded decision‐making, teachers’ reflection and
organisational learning: How research can inform teachers and teaching. British
Educational Research Journal, 45(5), pp.1072-1087.
Chung, H.F., Ding, Z. and Ma, X., 2019. Organisational learning and export performance of
emerging market entrepreneurial firms. European Journal of Marketing.
Elliott, I.C., 2020. Organisational learning and change in a public sector context. Teaching
Public Administration, p.0144739420903783.
Martínez-Costa, M., Jiménez-Jiménez, D. and Dine Rabeh, H.A., 2019. The effect of
organisational learning on interorganisational collaborations in innovation: an
empirical study in SMEs. Knowledge Management Research & Practice, 17(2),
pp.137-150.