Implementation of Learning Organisation idea in ... - Paraplyen

Implementation of Learning Organisation idea in Estonian organisationsMaris Zernand-Vilson, Estonian Business School, EstoniaRuth Alas, Estonian Business School, EstoniaKeywords: Learning organisation, Organizational learning, Estonian enterprisesIn today´s conditions of uncertainty and rapid change, many organizations need to reassessfocus and direction quickly, rethink how people work together and learn for innovation(Šebestová, Rylková 2011).The aim of current article is to explore about implementing Learning Organisation (LO) inEstonian organisations. The paper starts with theory, followed by analysis of empirical studiesfrom 2007 and 2011.Learning organization is an human resource development intervention for organizationaltransformation within the domain of organizational development (Desimone et al 2002),which emerged from the organisation development movement (Ryan, Hurley 2004).Organizational learning is an attempt to develop structures and systems that make largeorganizations more adaptable and responsive to change (Appelbaum and Goransson (1997).LO is the organization that possesses high aspirations, and is proactive, futuristic, strategic,and is alive, adaptable, and flexible at accepting the changes, encourages experimentation,and provides equal opportunity to grow and learn (Akhtar, Khan, 2011).The empirical part of article includes two main studies. First data was collected in 2007 by thequestionnaire that did not focus on management idea as a whole, but on specific solutions inmanagement practice that could potentially can be measured implementation and trends ofLO. The questionnaire collected information from 145 CEOs of the enterprises.The features of LO ideas were represented in range of actively in all studied organisations andits trend in use was highly positive. The most used LO practices were common trainings andcommon discussions in organisations (90%), also practice of “carbon copy” culture (88%) andelectronical information management (79%). By the industry, the practice of LO indicatorswas equal in production and service enterprices.The research strategy of the study in 2011 was build up of two stages: Interviews with theselected CEOs of enterprises and questionnaire for large scale of CEOs. The interviews werehold with 11 top managers. The questionnaire was designed for enterprises based on domesticcapital. Survey was conducted in 204 companies.Results indicated, that Organizations using LO, made decisions to change the strategy basedon following parameters: Competitor analysis, Market-analysis and/or projections, VisionMarketing possibilities for products/services and Possibilities for finance. These indicatorswere followed by Labour availability and Employees’ satisfaction. The next group is formedby Technological developments and Client expectations.Respondents were asked to evaluate areas of development over the past few years. Using LOwas connected with higher evaluations on management as a whole and development ofproducts or services.Companies using LO had described in details processes of main activities, sales, internal andexternal communication, product development and purchase, remuneration principles andevaluation of staff, employee training and development, recruitment and employee selection.These companies implemented formal control.

Companies using LO consider the following factors important for employee motivation: goodcareer prospects, versatile development and training opportunities, matching company’svalues and employee’s values, attractive bonuses, social activity and charity of the companyand possibility of a career abroad.The information about the LO’s plans and action plans reaches the employees using thefollowing channels: in-house intranet (internal network), training(s), non-formal communicationbetween the management and employees, division meetings, general meetings.LOs do not prefer any job/contract types: tele-working, contract, part-time work, outsourcing,fixed-term work, flexi-time, job sharing, sole proprietorship, contracting.Processes described in details: main activities sales internal and external communication product development and purchase remuneration principles evaluation of staff employee training and development recruitment and employee selection.Factors considered important foremployee motivation: good career prospects versatile development and trainingopportunities matching company’s values andemployee’s values attractive bonuses social activity and charity of thecompany possibility of a career abroad.Learning OrganisationInformation about organisation’splans reaches the employeesusing: in-house intranet (internal network) training(s) non-formal communication betweenthe management and employees division meetings general meetings