6identifying The Organizational Learning Issues Insight Powername Tol ✓ Solved

6 Identifying the Organizational Learning Issues-Insight Power Name: Tolulope Lawal Course: HRM 562 Professor: Dr. Allan Beck Date: April 26, 2021. Identifying the Organizational Learning Issues-Insight Power Organizational learning is one of the most significant factors to consider when it comes to organizations experiencing efficient operations in their developments. One of the most significant companies considering organizational learning is the manufacturing company known as Insight Power. The operations of the company are mainly focused on outsourcing products from different parts of the world.

Many of their employees have diverse backgrounds and social work. The poor knowledge sharing system of Insight Power is the reason for its ineffective decision-making outcomes. It is important to evaluate the organization’s learning mechanism to eliminate any barriers to learning and recommend the right frameworks of development with such a position. Insight Power Organizational Learning Culture Insight power refers to an electronics manufacturing company. The United States serves as its operating market.

The company is heavily involved in the outsourcing of products across the globe. Its success can be attributed to its ownership of a large workforce number comprising over one thousand employees with diverse social cultures and backgrounds. The company experiences limited efficiency due to a lack of a knowledge-sharing system among employees. Also, the limited position in sharing proper knowledge with employees is another consideration (Boone, 2014). The management lacks a proper connection with the employees.

The situation influences the management to become the only decision-making organ. Due to this, fear is what employees have when it comes to reversing negative change associated with decisions made by the management. Also, their reservations about change are another cause of fear. Hence, there is constant resistance to change among employees. The result includes reduction of development and performance of employees as a team.

An example comprises the implementation of decisions by the management without considering suggestions from employees. The situation influences employees to feel less considered in the ownership of operations. Insight Power also lacks training initiatives for its new hiring and recruits. Employees need to be oriented to their new environment for proper functioning. Lack of training is a major problem for employees because it reduces organizational productivity.

The last issue revolves around a limited continuous development program. For example, learning serves as a continuous process. The organization does not facilitate new methods of performing things among employees. The approach downgrades the morale of employees by decreasing their motivation level. Opinion on the current Organizational Learning Mechanism hindering Learning Concerning this, organizational culture and learning mechanisms are considered one of the most contributing obstacles to ensuring consistent and effective learning outcomes among organizational members.

The current organizational learning mechanisms are the main factor associated with decreasing confidence, morale, dedication, and motivation. Since the management at Insight Power ignores their development and suggestions, employees may not be motivated to improve their knowledge and skills in improving the organization (Li & Kozhikode, 2011). The sense of organizational ownership is decreased among employees. The lack of training culture and participative decision-making is a problem for the organization. Lack of a knowledge-sharing framework with effective procedures dwindles the quality of services and suggestions provided by employees in the organization.

Lack of focus on team development creates difficulties among employees in completing significant tasks for organizations working with teams (Hussain, 2018). With a focus on launching knowledge mechanisms, the company will create opportunities for employees to share concerns with the management. This will create an opportunity for employees to feel like they own the company and work hard to ensure significant development. Teamwork will be improved, leading to high performance and productivity levels. The suitable Organizational Learning Mechanism for the Organization An online and internal OLM is the best framework that can be suitable for replacing the existing OLM.

The main reason for this is that the initiative ensures that there is a possibility of adopting ideas from employees to better the operational developments of the organization. It won't be good for the company to outsource employees without consulting with their current employees (Mendonà§a, 2020). This will have a high demoralizing status in their dedication and motivation to change the company. Therefore, it will be important to develop a positive culture that initiates a learning program for the employees to gain knowledge on how to improve operational developments. It is through this that the culture will be significantly relevant to the change management process.

Employees will be able to perform well in identifying the implications of working and non-working ideas. Employees will have to learn from their spaces to improve their position and the operational position of their company. Norms of Organizational Learning for Source Determinant Inquiry frameworks are instrumental in creating obstacles to ensuring organizational learning. They ensure that the management focuses on resolving problems from the top compared to the causes associated with the problem (Mehmood & Qadeer, 2012). An example may be the workplace failure of equipment daily.

The management will only focus on timely rectification and operation of the equipment. The reasoning that will be ignored will revolve around the required interest on the reason for the continuous failure of the equipment. The possible reason may be that the employees lack the required knowledge and skills to operate the equipment effectively, facilitating failure. With the management focusing on the true nature of the problem, training will be organized among employees to ensure better equipment operations. Transparency can be seen as the second hindering norm (Mendonà§a, 2020).

There is a lack of confidence among employees in the management, providing insight and brainstorm to suggestions they provide. Hence, employees may resist sharing the suggestions with employees. An example may include suggestions by employees to create improvements in specific equipment to enhance productivity. The management may fail to consider the suggestion limiting employees from sharing the concerns. Lack of communication may lead to resisting the change by employees.

Conclusion In conclusion, the discussion shows that Insight Power is the reason for its failure in delivering the best for the market. The poor communication between employees and their management is the reason for negative decision-making. Employees are not trained due to the management not considering an introduction of a learning program. The outcome includes resistance to change because the employees do not understand the introduction of the change. Also, they are not aware of the change because they are not included in its design and implementation.

This culture has to stop by focusing on open communication systems and effective learning programs among the employees and managers. References Boone, S. (2014). Using Organizational Learning to Increase Operational and Conceptual Mental Models Within Professional Learning Communities. Journal of Psychological Issues in Organizational Culture, 5 (3), 85-99. doi: 10.1002/jpoc.21152 Hussain, S. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change.

Journal of Innovation & Knowledge, 3(3) , . Li, J., & Kozhikode, R. (2011). Organizational learning of emerging economy firms. Organizational Dynamics, 40(3), . doi: 10.1016/j.orgdyn.2011.04.009 Mehmood, S., & Qadeer, D. (2012). Organization Learning as a Mediating Mechanism between TQM and Organizational Performance: A Review and Directions.

SSRN Electronic Journal. doi: 10.2139/ssrn. Mendonà§a, P. (2020). Trade union responses to precarious employment: the role of power resources in defending precarious flight attendants at Ryanair. Transfer: European Review of Labour and Research, 26(4) , p.. Pan, G., & Seow, P. (2016).

Preparing accounting graduates for digital revolution: A critical review of information technology competencies and skills development. Journal of Education for business, 91(3) , . Sheet1 Location Price Crime Rating NY 225, NY NY NY NY NY NY NY NY NY NY NY NY NY NY NY NY NY NY NY FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL FL Resistance Risk Mitigation Intervention Table Resistance Risk BEFORE Mitigation Intervention: High (H) or Moderate (M) Resistance Risk AFTER Mitigation Intervention: Change to Moderate (M) or Low (L) Resistance Issues Resistance Issue Description Resistance Risk (Before) Mitigation Intervention Resistance Risk (After) Mitigation Intervention Rationale Culture (List resistance issue description here. Example – The organization does not have a reputation for transparency in communication creating a culture of distrust.) (H) or (M) (Describe mitigation intervention to downgrade the resistance issue here.) (M) or (L) (Explain your rationale for selecting the mitigation intervention here.) Psychological Learning Threat Organizational Structure Workforce Commitment Dissemination of Knowledge 1

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Identifying the Organizational Learning Issues at Insight Power

Introduction

Organizational learning has become an essential focus for companies aiming to enhance efficiency and effectiveness in their operations. Insight Power, an electronics manufacturing firm operating in the United States, highlights the importance of a robust learning culture within organizations. With a workforce comprising over a thousand employees from diverse backgrounds and cultures, Insight Power currently faces systemic challenges that inhibit effective knowledge sharing and collaboration. This essay identifies key organizational learning issues within Insight Power, evaluates their impact on employee morale and productivity, and proposes a more effective organizational learning mechanism (OLM) to foster a culture of continuous improvement.

Organizational Learning Culture at Insight Power

Insight Power's organizational culture, characterized by a lack of knowledge sharing, is a significant barrier to its operational efficiency. Boone (2014) argues that a healthy organizational culture fosters continuous learning and employee engagement. However, at Insight Power, management tends to execute decisions unilaterally, leading to reduced employee participation and support in the decision-making process. As a result, employees experience fear and resistance to change, which dampens their engagement and sense of ownership.
Moreover, Insight Power lacks a structured onboarding and training program for new hires. Without adequate orientation and training, employees struggle with their roles, leading to decreased productivity and increased uncertainty in their job performance (Li & Kozhikode, 2011). This lack of focus on continuous employee development further lowers morale, motivation, and overall team performance.
Additional issues include poor communication between employees and management and limited acknowledgment of employee suggestions and feedback. This scenario creates an environment where employees feel underappreciated and disengaged (Hussain, 2018). Ultimately, insufficient open communication and poor integration of employee insights starves the organization of innovative ideas and solutions.

Current Organizational Learning Mechanisms

The prevailing OLM at Insight Power hinders effective learning by failing to promote knowledge sharing and employee involvement. Instead of encouraging a collaborative approach to problem-solving, the management remains insular, which diminishes employee confidence and motivation to contribute to the organization’s success (Mehmood & Qadeer, 2012).
The leadership's reluctance to engage employees in strategic discussions diminishes their trust and willingness to share insights. For instance, employees may hesitate to propose improvements or solutions to equipment failures if they feel that their ideas will go unheard (Mendonça, 2020). This creates a vicious cycle where operational inefficiencies persist due to a lack of creative input from the workforce.
Furthermore, the absence of a feedback loop prevents management from understanding the ongoing challenges faced by employees. Without adequate feedback, it becomes difficult for Insight Power to identify knowledge gaps and rectify them through training programs or collaborative workshops. The organization’s focus on addressing issues reactively, rather than proactively, demonstrates a lack of commitment to fostering an environment of continuous learning and improvement.

Recommended Organizational Learning Mechanism

To address these issues, Insight Power should adopt a comprehensive online learning and internal knowledge-sharing platform. This framework would facilitate the following:
1. Open Channels for Communication: The platform should encourage ongoing dialogue between employees and management, enabling them to share insights, suggestions, and concerns more effectively. Creating opportunities for employees to voice their ideas would instill a sense of ownership and belonging (Pan & Seow, 2016).
2. Structured Training Programs: A standardized onboarding process coupled with continuous training initiatives would take precedence. By equipping employees with the necessary skills and knowledge to perform their jobs effectively, Insight Power can enhance productivity and employee satisfaction.
3. Collaborative Learning Initiatives: Insight Power should implement collaborative learning activities such as groups, workshops, and brainstorming sessions. This approach would allow employees to learn from each other and cultivate a culture of teamwork and innovation (Hussain, 2018).
4. Feedback and Recognition Systems: Implementing a robust recognition system for employees who contribute innovative ideas would encourage participation and elevate employee morale. Incorporating feedback channels would help identify learning gaps and allow adjustments to training programs to meet employee needs (Mehmood & Qadeer, 2012).
5. Leadership Development Programs: Training for leaders on how to engage employees effectively and motivate them to contribute positively to the organization is crucial. Leaders play a significant role in fostering a collaborative environment that encourages organizational learning.
6. Utilizing Technology for Knowledge Management: The establishment of an internal knowledge management system would enable employees to access valuable resources, share expertise, and learn from one another seamlessly. Encouraging the use of digital platforms for information sharing enhances accessibility and ensures that knowledge isn't lost.

Conclusion

In summary, Insight Power illustrates the impact of poor organizational learning mechanisms on employee morale and productivity. The current environment stifles innovation and disengages employees due to inadequate involvement in decision-making and limited training opportunities. By adopting a more integrated OLM that emphasizes open communication, training, collaborative learning, and management support, Insight Power can bridge the gap and create an environment conducive to continuous learning and improvement. Empowering employees to contribute and fostering a culture of shared knowledge will ultimately drive enhanced performance and operational effectiveness.

References

1. Boone, S. (2014). Using Organizational Learning to Increase Operational and Conceptual Mental Models Within Professional Learning Communities. Journal of Psychological Issues in Organizational Culture, 5(3), 85-99. https://doi.org/10.1002/jpoc.21152
2. Hussain, S. (2018). Kurt Lewin's Change Model: A Critical Review of the Role of Leadership and Employee Involvement in Organizational Change. Journal of Innovation & Knowledge, 3(3).
3. Li, J., & Kozhikode, R. (2011). Organizational Learning of Emerging Economy Firms. Organizational Dynamics, 40(3), 155-162. https://doi.org/10.1016/j.orgdyn.2011.04.009
4. Mehmood, S., & Qadeer, D. (2012). Organization Learning as a Mediating Mechanism Between TQM and Organizational Performance: A Review and Directions. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.2064880
5. Mendonça, P. (2020). Trade Union Responses to Precarious Employment: The Role of Power Resources in Defending Precarious Flight Attendants at Ryanair. Transfer: European Review of Labour and Research, 26(4), 445-460.
6. Pan, G., & Seow, P. (2016). Preparing Accounting Graduates for Digital Revolution: A Critical Review of Information Technology Competencies and Skills Development. Journal of Education for Business, 91(3), 136-142.
7. Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday.
8. Argyris, C., & Schön, D. A. (1978). Organizational Learning: A Theory of Action Perspective. Addison-Wesley.
9. McGill, M. E., & Slocum, J. W. (1993). Unlearning the Organization. Organizational Dynamics, 22(3), 67-79.
10. Garvin, D. A. (1993). Building a Learning Organization. Harvard Business Review, 71(4), 78-91.