Learning Culture and Organizational Performance...

Learning Culture and Organizational Performance With the current expansion in the global economy and the fast-changing evolution of technology and innovation, organizations are facing an ongoing need for employees’ learning and development. As knowledge becomes increasingly a key factor for productivity, it has also become a currency for the competitive success. The learning culture in the organization contributes to the organizational learning and the transfer of knowledge to the workplace.  Hence, the learning culture has a very important role to play in the performance of the organization. A learning culture moves beyond compliance by encouraging the employees to develop self-correcting mechanisms and internal practices which use knowledge to examine failures and weaknesses to make programmatic and operational changes. Further, a learning culture minimizes barriers to learning and knowledge and rewards and encourages knowledge driven practices, making learning and continuous improvement the rule, not the exception. Fig 1 provides the transition from a compliance culture to learning culture in the organization. Fig 1 Transition from a compliance culture to learning culture in the organization Creating a learning culture within the organisation makes the employees to take one step beyond just acquiring the skills which they need to deliver the products and services. Learning culture empowers the employees to achieve dramatically improved results compared to the organization having no positive learning culture. The learning culture in the organization enhances the ability of the organization to learn, and translate that learning into action rapidly and thus provides the organization the ultimate competitive advantage. It enables the employees to (i) easily adapt to change, (ii) actually anticipate the change, (iii) be more responsive to the market requirements, and (iv) grow through innovation. It also generates more energetic, loyal and goal oriented employees. A learning culture makes an organization...

Technology Upgradation Management in Re-rolling Mills...

Technology Upgradation Management in Re-rolling Mills Re-rolling mills in small and medium enterprise (SME) sector play an important role in meeting the demand of the finished steel in the country. These mills are crucial to the national steel economy since they are making available a large amount of finished steel in the market.  The technology adoption level of these mills is rather low and many of these mills operate with technologies which are 50 years to 60 years old. These mills operate at low level of productivities and high level of energy consumptions. The operations of these mills are mostly manual and most of the mill parameters as well as the quality of the product depend largely on the skill of the operators. Mill owners have the complete control over the management of the mill. The re-rolling mills are presently facing many problems and challenges. These include (i) shortage of skilled workers, (ii) shrinking market because of increasing competition, (iii) higher operating costs, (iv) low productivities, and (v) high energy consumption etc. The mill owners are presently not serious to solve the problems, since they are able to run the mills for at least a shift. The mill owners’ attitude towards finding solutions to the challenges being faced indicates that they are not aware of what is stored for them in the near future. The mill owners are not realizing that ignoring the major issues at this stage, can lead them, after certain period, to such a situation which will be out of their control. With the capacity expansions being implemented by integrated steel plants in India, the availability of finished steel is improving and the competition is becoming tougher as each day is passing by. The finished steel available from the integrated steel...

Organizational Learning...

Organizational Learning  An organization must learn so that it can adapt to a changing environment. Historically, the life cycle of organizations typically spanned stable environments between major socioeconomic changes. Many Fortune 500 companies of two decades ago no longer exist. The ever accelerating rate of global scale change has made the organizational learning very critical and its adaptation by organizations has become very relevant for the success, and ultimate survival of the organization. Organizational learning is based on applying knowledge for a purpose and learning from the process and from the outcome. It is the process of detection and correction of errors. The organization learns through its employees whose learning activities are facilitated by an environment in the organization that may be called an organizational learning system. Organizations learn only through individuals who learn. However, individual learning does not guarantee organizational learning. But without it there is no organizational learning. The concept of organizational learning has been borrowed and developed from the individual learning process which is normally believed to be a very sophisticated process and involves all aspects of the human nature and the interaction with the environment. Understanding the individual learning process is a good starting point to understand organizational learning, but it does not provide the entire picture. Organization is in a more complicated context than an individual to the environment. Organizational learning is not simply the collectivity of individual learning processes, but engages interaction between individuals in the organization and with the organization, interaction between organizations as an entity, and interaction between the organization and its contexts. The history of organizational learning dates back to early 1950s when this concept was mentioned in reference to the birth and death of public administrations. During early 1960s, researchers became attracted by the...