Sustained Organisational Learning Methods

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Table of Contents

Introduction
Methodology
Literature review
Conclusion
References

Introduction

If one has to consider situational framework of management, then it is inevitable to consider sustained organization-learning methods as a fundamental cause of aggressive business advantage. There is lack of a close link between the organization learning and maintenance of a sustainable business economical advantage. A sustainable and secure future of businesses requires critical decisions and visions.

Thesis statement

This essay provides a critical analysis of the need to sustain organizational learning methods in support of sustainable achievements for competitive benefits.

Hypothesis

Hypothetically, senior managers are entitled the task of ensuring the firm achieves higher goals through competitive advantage. The success of a firm depends on distinctiveness of transactions, growth of markets and increase of competitive advantages. Sustainable competition is achievable through the fundamental beliefs on performance. The managers have to come up with various methods or matrix.

The assumption in many firms is that the most challenging issue of the twenty-first century is ability to attain competitive advantage through development of intellectual capital, mainly the social, human and organizational capabilities.

Research question

How can we utilize the business resources and growth factors such as expansion of the information technology to support developments of knowledge as a guide for future organizational and industrial growth?

The essay forms a discussion of major methods of analyzing theories and conceptual models for sustainable organization advantages for the future. Is it true to state that organizational learning guides in sustaining competitive benefits? What is the relationship between sustained organizational learning procedures and creating competitive advantage?

Methodology

Scope of the study

The paper will focus on an organizational learning approach where analysis of prospective strategic position in a school setting determines effects and developmental problems. Consistency associated with competitive advantages and analysis will determine future outcomes and anticipatable changes. Lastly, the paper will address the issue of utilizing new and anticipated strategies to secure firms by involving those on the ground.

Data collection procedures

The chosen topic enhances and quantifies the research as a study topic and prepares for respondents. Information collected tabulates and ranks findings to broad areas and helps to narrow the scope to objectives of the study analysis.

Purpose of the study

The main purpose of this study is to evaluate the sustained organization learning methods.

Literature review

Organizational learning is a collective form of knowledge acquisition attained through experiences, training programs, experimenting and interaction. It is the ability to acquire, sustain and change meaning through interpretation and joint actions. Organization learning is an ongoing procedure embedded within the social-cognitive system.

According to Lipshirtz (2000), sustained organizational learning methods comprises of coordination of system changes through in-built mechanisms, structures, and culture for group or individuals to access, use as well as modify. It is a measure to integrate knowledge for better performances.

Successful school management requires this form of administrative-learning as a comparative way for denying others especially potential competitors easiness of imitation. The continual procedural experiences of learning eventually have cumulative effects, which are harder for others to mimic.

There are various methods implemented for sustainable organizational learning. They include knowledge acquisition, distribution, application and translation to business resources for instance, the database management and organization of other daily operation procedures.

There are various methods implemented for sustainable organizational learning

According to Reason (2010), the model above shows that “sustainable competitive advantage is the dependent variable, organizational learning the independent variable while human capital, social and organizational capitals are the intervening or mediating variables which have interactional effects that influence each other.”

Human Capital for Sustained Organizational Learning

A School is able to acquire individual resource or unique knowledge level often referred to as the human capital. Some of the individual learning activities involve selection of information, training or exposure to activities in the aim of gaining required experiences or expertise. This individual-level involvement is a huge advantage since it helps to leverage resources to team and organizational levels.

Other advantages within the school setting include the ability to limit competitiveness through individuals’ knowledge-based involvements. Secondly, the school setting is required to find ways of disseminating individual resources for others to use for organizational benefits.

This brings about a challenge since the school acquires the organizational capital. Management of individual unique knowledge assists in distribution to others who might need it and eventually, the organization benefits from the process.

Human capital is made of competence, logical agility and unique skills of an individual. On the other hand, organizational capital is concern with system structures, processes, reputations, brands and the intellectual property rights. However, the learning process in a school setting depends on efforts and amount of knowledge accumulated from previous experiences.

Sustaining organization-learning processes socially, intrinsically and collectively occurs through imitation, collaboration and emulation of individuals. This form of organizational learning translates into new forms of activities known as logics and unique cultural routines.

The socialization and building of rapport enhance exchange of knowledge and therefore is a social capital and a way of enhancing inter-organization. In line with Lipshirtz (2000), another advantage is that the process of knowledge acquisition and transfer is unique for every organization and this makes it difficult to for potential competitors to impersonate.

Social Capital for Sustained Organizational Learning

Acquiring and keeping up a competitive performance related advantage and superiority is a vital aspect of performance and competition. The social learning methods assist in forming an improvement in response capability through better understanding of the environmental changes.

According to Reason (2010), leading a learning process requires people who are willing to discover the reasons for problems’ existence, thus posing questions to existing systems and challenging the occurring paradoxes. The current state of functionality in schools indicates a fast acceleration of technology and markets. This requires implementation or application of the leaned aspects.

The social application procedure also assists in maintenance of the competitive advantage since due to need for enhancing complexity, inability to mimic and ensuring the usefulness of the knowledge.

Challenges involve translation of knowledge, which requires the school organization to implement distinctive ways of meeting the required competence that supports internal as opposed to external originality. The translation of the knowledge should also socially correlate to the way the school carries out its functions in line with the inter policies, competition strategies and organization culture.

By learning through understanding, the personnel are able to implement and facilitate behavioral change, thus improving on the performance levels. Understanding the acquired knowledge is the origin of the resource-based theory that supports the porter’s model of analyzing tangible capabilities or resources in relation to the competitiveness of the environment.

The school organization is therefore in a position to devote the internal strongholds, and take advantage of the environmental opportunities. This neutralizes threats, while maximizes on competitiveness for excellent performances.

Organizational Capital for Sustained Organizational Learning

Organizational capital is integrating or converting individual as well as collective knowledge into operational routines or processes, in the aim of developing competence challenge, reputation and unique style of performance (DuFour and Eaker, 2008). This also provides the basis for future work assignments.

As per the definition provided in this paper, sustainable learning is ability to have superior and enduring offers over potential competitors, in a way that they are not able to emulate the values created for capacity growth.

Challenges involved in this case include the fact that resources of the organization must be valuable, meaning that they assist in creation of important services or goods. Secondly, they must be unique and rare, thus a challenge for the competitors. Lastly, the organization must own the resource and manipulate them at will.

A school organization has its foundation on repository of competence and knowledge and this are great advantages over creation and transfer to real field-related application as per the perceived market values. The strategy is more superior due to knowledge accumulation and sustenance to a competitive level.

Conclusion

Accumulation of leaned knowledge is the driving force behind development and organization’s growth. Sustainable organization learning procedure enhances growth through maintenance of competitive forces, ability to acquire more. Intellectual capital components thus create a close connection between organizational learning and sustainability of competitive markets.

Good performance over a lengthy period provides organizational learning strategies that cause competition and emergence of human intellectual capital, which is very hard to mimic. Knowledge management systems assist in terser or sharing of required information or strategies within the departments, individuals, units and the organization in general as a way of increasing competitiveness.

References

DuFour, R., & Eaker, R. (2008). Revisiting professional learning communities at work. Bloomington, IN: Solution Tree Press.

Lipshirtz, R. (2000). Exploring the divide-Organizational learning and learning Organization. The learning Organization, 10, 4: 202-215.

Reason, C. (2010). Leading a learning organization: The science of working with others. Bloomington, IN: Solution Tree Press.

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