Friday, November 23, 2012

Organizational Development: Achieving Innovation and Success - Article Review

The Achieving Innovation and Success: Organizational Learning article is elaborating the system wide interventions that surge customer approval by a cyclic diminutive process to retort on which will decrease cost and produce advance products and services; as well as emphasizing the importance of becoming the successful learning organization that is able to articulate new technologies, which will fasten production and readily accessible markets competitively (Brown, 2011).  The world and its people are changing, therefore, successful organizations need to change and above all keep up with change.

The emphasis of this article is to prepare organizations and all its employees for a successful learning process. This article is urging the new perspective look for organizations that stress learning to itself and its members. It will acquire added value that help to attain new knowledge, which will enlighten their employees’ life and significantly improve their working conditions and outcomes (Mohanty & Kar, 2012).  This theory is the premise that organizations will become aware of its process analyzing, examining and transforming failure and success systematically through trial and error. This premise will allow the organization to become a learning organization because workers can change and establish an organization that can learn and spur Organizational Development (OD).
Learning organizations will be able to transcend innovational technology, as well as becoming flexible in retorting its employees and their dependability familiarizing to the constant changing environment and competitive markets (Brown, 2011).  This means that a learning organization is successful continuously forging the path that manages the future by accepting change and challenges. Whereby, organizational learning is the process that organizational successes are attained by its employees collectively (Mohanty & Kar, 2012).   
 This article further explained that a learning organization, which is the process of an organization enhancing learning and organizational learning, which is the process that organization success is attained by its employees collectively, must co-exist for an organization to grow and stay competitive in the constant changing markets and environment. The objective of this article is found on the HP research study that resulted in organizational learning as a sequential and continuous process that has interconnected activities that crop OD change; whereby a learning organization is when an organization is managed as organizational learning and continuously in the state of a learning process (Mohanty & Kar, 2012).    
For organizations to achieve innovation and success, its OD team must be able to articulate and distinguish between organizational learning and learning organization as a strategy. Organizations must have the best knowledge available in, action learning, continuous planning, collaboration, constant readiness and unpremeditated implementation or have similarities of these as its characteristics (Brown, 2011). For example, Peter Senge established mastery of rudimentary discipline that revolutionized the learning organization from the traditional organization i.e. personal mastery, system thinking, mental models, team learning and shared vision (Mohanty & Kar, 2012). These two terms for organizations have helped OD teams to introduce needed change and they resemble the use of internal and or external OD practitioners, which all can benefit the organization interchangeably.
It is accurate to conclude that successful organizations must be competitive, continuously changing and satisfying its customers. All these are the results when an organization learns and executes OD change plans well. Furthermore, an organization that is learning is more effective and capable for growth with innovation because it tends to emphasize on training its employees and results to attitude and culture change (Nejad, Abbaszadeh, Hassani & Bernousi, 2012).

Brown, D.  (2011). An experiential approach to organization development, 8th Ed. Upper Saddle River, NJ: Prentice Hall.
Mohanty, K., & Kar, S. (2012). Achieving innovation and success: Organizational learning. SCMS Journal of indian management, 9(1), 36-42. Link:
Nejad, B., Abbaszadeh, M., Hassani, M., & Bernousi, I. (2012). Study of the entrepreneurship in universities as learning organization based on senge model. International education studies, 5(1), 67-77. doi:10.5539/ies.v5n1p67.

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