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DEVELOPING A LEARNING ORGANISATION: A CASE STUDY
Diana du Plessis, Michael du Plessis & Bruce Millett
12/12/99
Papers published in the Journal of Management Practice electronic journal have been selected on the basis of their superior treatment of a particular subject of relevance to HRM. In most cases, the paper will have its origins in assignment work in units offered for study by the Department of Human Resource Management and Employment Relations. Worthiness for inclusion in the JMP is determined initially by the unit leader/examiner and subsequently endorsed by the JMP editors. In addition, the submission has passed an external process of review.
This paper was selected for publication because it provides some useful insights into aspects of organisational learning through a case study analysis. The paper was a requirement for the unit 55204 Managing the Processes of Organisational Change and Development. While it is based on some observations with a particular organisation, the arguments do not necessarily reflect or represent the views of that organisation."
ABSTRACT
This paper describes and discusses the practical steps taken by a
medium sized Australian company (referred to in this paper as ‘Exco’ in order to
preserve confidentiality of the material) to evolve into a learning organisation. The
concept of a learning organisation is defined, and the applicability of this concept to
Exco is explored through three different areas of strategic concern. First, the
organisation’s use of strategy as a learning process is reviewed. Second, the
organisational structures and systems in place at Exco are discussed in terms of whether
they support the attributes of a learning organisation. Finally, the role of leadership
and teams, in the learning processes at Exco are discussed in terms of their impact and
influence on positive learning outcomes. The data informing this paper are the result of
the author conducting a structured interview with the Exco HR Manager, as well as a
literature review.
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