Learning and Development: Organisational Learning vs Learning Organisation

This article discusses the concepts of organisational learning and learning organisation, their differences, and benefits. It also highlights the importance of learning and development in the workplace.

Learning and
development

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Concept of organisational learning..............................................................................................1
Concept of learning organisation.................................................................................................3
Critical analysis and difference between organisational learning and a learning organisation...6
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
At workplace, learning and development assist in gaining addition to retaining top talents.
Learning new things provides a sense of accomplishment to an individual that further boost
confidence in capabilities to carry out tasks with innovative solutions (Komalawardhana,
Panjaburee and Srisawasdi, 2021). For an employee, development is good as it assist in
preparing self for future career aspects. Learning and development aligns desired set of goals of a
person with that of business venture. It help human resource manager to identify skill gaps
within staff members along with teams so that suitable training sessions are organised or
delivered for bridging the gaps. Organisational manager plays central role in ensuring that all
human resources have potentiality to successfully meet challenges associated to a job and carry
out practices in context to company goals. The aim of assessment is to critically analyse
differentiation among a learning organisation and that of organisational learning.
The assessment highlights organisational learning concept as well as learning
organisational concept. It also includes differentiation between organisational learning as well as
learning organisation.
MAIN BODY
Concept of organisational learning
As per statement of McClory, Read and Labib (2017), organisational learning is a
concept that permits improvement of company in terms of efficiency, accuracy, reliability and
profitability. It occurs as a function of experience with premise of an organisation so to stay
competitive in ever changing environment. Chris Argyris as well as Donald Schon have
propounded the concept by stating that learning of a company is result of inquiry, detecting and
correcting errors at place of working. In an establishment, organisational learning requires
dedication of time, resources and efforts for being more competitive. In other words, it is study
of effects of knowledge and experience within workplace contexts. When business gains some
experience then it achieves success in improvement within time.
An organisation which gains knowledge and lessons learned from failure as well as
studies in processes is said to organisational learning which contains adequate knowledge related
with best practices and adapt them effectively (Senaratne, Victoria and Samaraweera, 2019). It
do not refers to any formal training, rather includes learning or acquisition of knowledge at
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individual level such as macro or micro. For example, organisational learning at McLaren
Automotive requires three things that are as follows:
Supportive learning environment: For organisational learning, one of main requirement
is to build a safe environment to explore, acquire and retain knowledge. Within McLaren
Automotive, organisational learning is fostered through encourage new ideas wherein
organisation and its people are aware about new perspectives addition to different viewpoints
that helps in suggesting aspects to tackle learning in new way (El-Awad, Gabrielsson and
Politis, 2017). Moreover, expectations and failure make spaces for organisational learning
through considering alternative approaches to learn and work in different styles.
Concrete learning processes addition to practices: Once supporting learning
environment is build, then the next is concrete learning processes together with practices. For
this, one of practice is to create plans to learn at individual, team addition to organisational
levels. For instance, McLaren Automotive require to make space for discussions about learning
as well as development at the time of having performance reviews. Through making investment
in development, it becomes easy to grow, acquire and retain knowledge. Another practice is to
enable social learning wherein acquisition and sharing of knowledge arises in spontaneously
addition to naturally when people in organisation start spending time for particular task. Gather
insights into processes of everyday working also contribute in organisational learning as it gives
a prod for scheduling with discussion of effective learning criteria (Mehta, 2019). Learning
process also entails adding of audits that elaborate about ways to learn and changes require to
carry out on the basis of learned concepts.
Leadership which reinforce learning: Organisational learning require talented and
extraordinary leaders that lead through not only words rather uses actions. For example, learning
of an organisation such as McLaren Automotive is linked to growth and success. In order to
make learning serious at workplace, leadership implement all the practices and processes
associated to concrete learning of the organisation. Leader of the entity looks towards
consistence of communication, encouraging new solutions and turning set aspects on more useful
ways.
Organisational learning takes place in multiple forms. Mentioned below are categories
associated to organisational learning:
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Double loop learning: It is a learning which leads to changes or modification in theory
in use at organisation is double loop learning (Geppert, 2017). Values, assumptions along with
strategies which govern action are changes so to devise more effective workplace. Within
McLaren Automotive , the learning type arises when mismatches are corrected through
alterations of governing variables. It is more powerful as well as effects on master program in
long term. Higher professionals are required to rethink whole process and practices in order to
make learning effective in future. It detects errors and makes corrections in assumptions or
procedures for preventing errors in future learning.
Single loop learning: An organisational learning in which desired values, plans and
goals are operationalised than questioned is defined to single loop learning. For example, single
loop learning at McLaren Automotive occurs at the time when changing actions are correcting
mismatches along with establish matches. It looks towards correcting mistakes without
questioning current or underlying procedures.
Deuterolearning: It is also known as triple loop learning that emphasises on potentials to
use other organisational learning types (Kolmos, Hadgraft and Holgaard, 2016). In McLaren
Automotive, deutrolearning challenges learning frameworks addition to one's mental
assumptions. Herein, members of company learns ways to tap collective knowledge that is
embedded on variant parts of work premise. It resides high abstraction level and develops an
ability to learn within organisational learning.
Concept of learning organisation
As per Eldridge and Joaquin (2018), learning organisation is termed to a company which
alleviate acquisition of skill set among its human resource and transform itself on continuous
basis. It develop with pressure from modern businesses and enables to remain in competition
with dynamic business environment. It have an innate potential for learning as well as evolving
in agile manner. Organisation that are capable for modifying behaviours with the hope of
reflecting new insights are superior of their discipline for developing, retaining and nurturing all
kinds of talent and developing innovations.
In a successful learning organisation, countless learning programs together with
development practices are organised every year so that failure tend to surpass huge successes.
For example, McLaren Automotive is a learning organisation as its professionals practice
learning by breaking it down into three elements that are structural, technical along with cultural.
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Within learning program of structural element, focus is towards what type of capabilities and set
of skills the organisation desires to achieve in line with desired strategies. Moreover, technical
perspective is about technology required for facilitation of ongoing learning process. However,
cultural perspective states about learning what is most essential along with most overlooked. It
means activating human resources along with building a situation in which each members
focuses on learning moments at work (Changwong, Sukkamart and Sisan, 2018). Learning
organisation improve knowledge over time through learning about challenging conventional
wisdom, making desired changes together with managing organisation's knowledge base. In this,
employees practice to manage what they have acquired through practices and processes.
Peter Senge have evolved the concept of learning organisation by defining that learning
organisation solve problems by using systematic techniques, learn from experience, build space
and formal mechanism, adopt ongoing development programmes and provides healthy
environment for natural learning. Characteristics of a learning organisation are as discussed:
Collaborative learning culture or systems thinking: It is one of trait of successful
learning organisation that they are supportive by culture of collaborative learning. In this, each
person is honoured and play crucial function in overall framework (Carr and Et. Al., 2018). For
example, McLaren Automotive is made of smaller units that are similar to pieces of puzzles.
Professionals understand the system as whole and each of component which are involved. Learns
at corporations must respect along with honour ideas of peers. It provides a framework to see
patterns addition to relationship for looking beyond immediate concerns or issues.
Lifelong learning mindset or personal mystery: At individual level, learning
organisation needs forward thinking mindset. In a company, there are certain components that
are essential to obtain for personal mastery. In case with McLaren Automotive, three
components for obtaining personal mastery are personal vision, making reality reaching vision
and commitment to truth. Corporate learners develop a lifelong learning aspect in which they
value significance of continual growth. In this, key consideration is towards practical skills
which can be applied in real world environment. For instance, soft skills in McLaren Automotive
allow workforce top improvise their customer service tasks. Also, individuals are required to
display dedication together with commitment to personal goals and organisational wide
objectives of learning (Yeo and Carter, 2020).
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Room for innovation or mental modes: Characteristic of learning organisation of
mental modes is two fold. First, it is about ability to evaluate along with assess existing
cognitions with the help of self reflection. Secondly, encouraging corporate learners for testing
new approaches, principles, theories and models. For instance, evaluation and assessment of
present cognition at McLaren Automotive allows learners to challenge limiting beliefs which are
on the way of progress. With this, all people see the ways they fit into organisational big picture
and can serve as greater best. Moreover, risk is part of innovation that permit learning from
mistakes and further improve continually. As per Senge, mental models are acknowledged and
challenged for moving beyond assumptions and unfavourable behaviours.
Forward thinking leadership or shared vision: Shared vision is an image which group
of individuals hod in common for reaching a desired state (Schaeffer and Matt, 2016). In
learning organisation, shared vision is one of characteristic that pursuits excellence through
facilitation group learning in executing goals as all people contribute greatly to pursue common
objectives. At same time, identification of learning organisation is seen as looking towards
forward thinking leaders. Managers, trainers, supervisors, etc of McLaren Automotive are
committed towards process of manufacturing and have shared vision. Moreover, leaders are
essential to challenge assumptions, set example for members and encourage self reflection.
Further, they discusses alternative approaches in order to not repeat similar mistakes in
upcoming duration. To promote shared vision, some ways are host live webinars, staying active
of social media platforms and scheduling regular meetings with team.
Knowledge sharing or team learning: In learning organisation, collaboration is key. All
group members are aware about learning goals addition to desired results, they further act as join
forces problem solving team to attain goals. It creates a motivated and satisfied workforce that
aims to learn continuously from environmental factors together with experiences. For example,
in most cases at McLaren Automotive, online training repository is arranged in which
organisational learners share links as well as learner generated online training information or
content with peers. It deepens comprehension through sharing information with others at
workplace that comprises active recall along with reinforcement (Kaatrakoski, Littlejohn and
Hood, 2017).
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Critical analysis and difference between organisational learning and a learning organisation
Differences among a learning organisation and organisation learning on the basis of
certain factors are as follows:
Comparison basis Learning organisation Organisational learning
Purpose Learning organisation have purpose
of increasing capacity of growth,
acquisition of knowledge and
attaining objectives. In case with
McLaren Automotive, purpose of
learning organisation is for better
people for better business.
Organisational learning serves
purpose of executing a process for
corporate to improve self through
creating, acquiring addition to
transferring knowledge, and
modifying behaviours for
reflecting to new insights.
Basis of learning Within learning organisation, key
basis to acquire knowledge is by
training sessions and facilitated
method of company.
In aspect to organisational
learning, learning from, different
business situation improves skills
and abilities (Dealtry, 2017).
Benefits Benefits of learning organisation
are underneath:
 Improved innovation:
Within McLaren
Automotive, concept of
learning organisation results
in improved innovation as
new ideas are encouraged
through engaging
employees in more
brainstorming as well as
cross departmental
collaboration.,
 Moving forward: Culture
of learning organisation
Benefits of organisational learning
are below:
 Removing traditional
hierarchical structure:
organisational learning
includes creating, retaining
and transfer of knowledge
with workplace that
changes traditional
hierarchical structure to
modern hierarchical
structure of an
organisation.
 Corporate culture:
Concept of organisational
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includes acknowledgement
of personnel ideas and
taking seriously their
feedbacks that improves
confidence and engagement
level to move forward
(Noguera, Guerrero-Roldán
and Masó, 2018).
 Greater efficiency: In
McLaren Automotive,
learning organisation leads
to collaborative mindset that
is coupled with practices
which prioritise learning to
transform people into
incisive powerhouse at
significant lower cost
leading to greater
efficiency.
learning at McLaren
Automotive benefits in
building a new corporate
culture of open
communication, new
technologies and huge
team spirit.
 Promoting continuous
improvement:
Organisational learning
develops a mind set which
build up knowledge base
of the corporate and
preserve it for future use
through promoting
continuous improvement
(El-Awad, Gabrielsson and
Politis, 2017) .
Barriers To learning organisation such as
McLaren Automotive, barriers
include personal mystery for
personal gain, employee resistance
for new learning, non supportive
culture, lack of value for leaning
itself and too much control.
To organisational learning of
McLaren Automotive, there are
ample barriers that are certain
barriers including limited
organisational resource, short term
focus, lack of leadership,
corporate resistance to change and
work learning dichotomy.
It have been critically analyses that organisational learning emphasises more on
acquisition and retaining knowledge through experience from day to day practices. While,
learning organisation emphasise towards corporate learning to intensify competencies and
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abilities of each employee in the process. Within McLaren Automotive, learning organisation is
seen as a structure while organisational learning is viewed as a process. There are various
methods through which organisational passes to improve performances for effective as well as
efficient solutions. Also, certain threats are faced like competition, unintended changes,
resistance to change and hence forth that results in downfalls in knowledge improvement and
performances of company (Komalawardhana, Panjaburee and Srisawasdi, 2021). In this,
organisational learning along with learning organisation assist in upliftment of performances,
productivity and effectiveness of organisation.
CONCLUSION
From the report, it have been concluded that learning and development enhances moral
and job satisfaction among corporate learners, reduces turnover, build capacity to adopt new
technologies and foster management of uncertainties. As an organisation achieves growth, it
looses its potential to learn because of complex company structure and rigidity in individual
thinking. Organisational learning is categories into three forms that are single loop learning,
double loop learning and deuterolearning. Supportive learning environment, leadership which
strengthen learning and concrete learning processes are essential factors for organisational
learning. Whereas, learning organisation is characterised as Lifelong learning mindset, room for
innovation, forward thinking leadership, knowledge sharing and collaborative learning culture. It
posses ability for continuously expanding potentials for creating great future. It maintains
innovation level, improvise long term decision making, foster output quality at all levels,
strengths community sense and improve corporate image.
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