Developing and Communicating Solutions for Organization Problems

Olusanya Oyeyemi

Walden University

MMSL 6150

Dr. Raymond Williamson

5 March 2016

Abstract

This paper identifies five problems that need to be solved by my former employer for their organization to experience learning organization. The reasons why all these problems are essential to their organization development is enumerated. Garvin and Marquardt's tools were considered in enumerating the essentiality of the problems as they illustrate it in their papers; Is Yours a Learning Organization and Learning Organization Profile.

Identifying Potential Areas Needing Improvement

In my former organization, the problems I see the need for improvements are; lack of partnering with a foreign company, poor financial management, poor staff benefits and compensations, lack of short and long term goal, and no conducive environment for learning organization. If these could be taken care off, the organization will meet up and outstand their competitors. Considering Marquardt 16 steps in building a learning organization, this company is rated below 10 par cent, the structure does not enhance commitment to a learning organization. The only one out of the 16 steps that are not lacking is that they acquire the best technology and they did this because that is the only way to win a contract bid. Upon many complaints after the completion of each project, they never measure learning or extend learning to the entire business chain (Marquardt, 2002).

The reason to address these problems is that the organization lack vision, Marquardt pointed out that organization must communicate the vision to all employees and stakeholders to show the commitment to learning organization (2002). The purpose of this is that it guide employees strategic thinking and planning which may lead to a paradigm shift. Taking a positive action towards improving the learning in the organization will firstly improve our services to our client. Reviewing each project after completion, analyzing lesion learn from each project will enhance improvement on the subsequent project. Also, the company will be able to get more projects, improve on employees’ compensation and retain personal. Garvin pointed out “when leaders demonstrate a willingness to entertain the alternative point of view, employees feel emboldened to offer new ideas” (2008). Mintzberg buttress this that “companies must remake themselves into places of engagement, where people are committed to one another and their enterprise” (2009).

To implement learning organization, the involvement of top management as the sole stakeholder in the business is very important. They need to first communicate the vision and model commitment to learning, and then the middle manager can create short-term and long-term goals. Mintzberg pointed out “the pressures of the workplace hardly encourage thoughtful action. Managers need to slow down and reflect (2009). Both leaders and the entire employee would be affected when learning organization is introduced. Even our client would be affected by the kind of our project delivery. A coalition with other organization will bring more projects both locally and internationally. Learning will be extended to the entire business chain and transform the organizational culture to one of continuous learning and improvement (Marquardt, 2002).

Reference

Garvin, D., Edmondson, A., & Gino, F. (2008). Is yours a learning organization?

            Harvard Business Review, 86(3), 109–116. Retrieved from Business

            Source Premier Database

Marquardt, M. (2002). Building the learning organization: Mastering the five         elements for corporate learning. Palo Alto, CA: Davies-Black Publishing.

            (PDF)

Mintzberg, H. (2009). Rebuilding companies as communities. Harvard Business

Review, 87(7), 140–143. Retrieved from Business Source Premier Database