Organisational Learning and Barriers: A Case Study of Woolworths Group

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