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The traditional organization is rigid, hierarchical that emphasis the chain of command. This type of organization does not empower or support employees to facilitate interpersonal growth and development. Employees are not encouraged to innovate and has no incentives to do so nor are they empowered to make decisions. This organization type is sluggish and inflexible and has very slow response times. This organizational structure has also has a low tolerance for failure even though through failure much is learned in terms of formulating “best practices”. In summation, a traditional organization, in its most basic form, assumes that what was best in the past will continue to be so in the present and the future.
The learning organization on the other hand is quite the opposite. This organization type is very flat with not many layers of management (less hierarchical). Because of this information travels faster, decisions are made much quicker and more efficiently. The employees are delegated to and are empowered to make decisions for process and product improvement. The employees are highly encouraged to participate and to take advantage of training opportunities continuously because it is recognized that learning must be part of the company’s strategic objective if the company is going to be poised for the global economy. Employees are further motivated by the fact that individual performance is linked with the organizational performance. Many companies today will demonstrate this important link with the implementation of “profit sharing” programs that awards the employees with excellent strategic performance of their duties and responsibilities. In summation, learning organizations put in place the infrastructure for learning that is responsive to change in a way that helps members be proactive

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