Assessment of Features, State and Success Factors of a Learning Organisation: Aspect of Staff Opinions
Assessment of Features, State and Success Factors of a Learning Organisation: Aspect of Staff Opinions

Summary/Abstract: Recently organizations have been undergoing the influence of various technological, political, social and cultural changes. Even though it is impossible to avoid any changes, however, they are not always viewed positively, possible outcomes of changes are not projected. Deep changes in an organization proceed much slower than their understandable need. Changes pose new requirements to staff, their groups, organizations. Therefore education and learning are the best way of accepting challenges of changes. Contemporary organizations are run in a dynamic environment, full of abundance of knowledge, high level technological progress, economic growth and professionalism. Exactly a learning organization (further – LO) is able to adjust to changing conditions, project future changes and challenges. Such organizations search for changes and promote innovations; learning in a learning organization is purposeful and expediently organized. In the characteristics of activities of a learning organization the following features are singled out: all activities and works in such an organization are considered as a learning process; collaboration, work and learning opportunities organizational values, aims and culture do not conflict with the beliefs of he staff and are well known to all; attention is concentrated on the identification of problems and their solution; open and constructive communication and productive behaviour; unconditional acceptance of differences; information processing; exceptional attitude towards learning of all organization members together (Kudokienė, 2005). Often such an organization is characterized as a flexible, responsible, non-bureaucratic organization which develops specific abilities for learning, cognition, trains skills not highlighted in traditional organizations. The learning process in every organization is influenced and encouraged by headers’ understanding of a need for learning. In a learning organization learning of the staff is not fragmentary or spontaneous but the process of strategic importance, a focused one. This process is not limited by regular seminars, direction of the staff to special institutions for qualification improvement. All this must be properly arranged, i.e. needs of an organization and work require new knowledge and skills as well as understanding, a need for learning must be analysed and reasonably assessed. The work presented is a continuation of the paper “Pokyčių valdymas besimokančioje organizacijoje: darbuotojų nuomonių raiška” [Management of Changes in a Learning Organization: Expression of Staff Opinions] (Bersėnaitė, Šaparnis, Šaparnienė, 2006). In both papers, results of the same research on management of changes in a learning organization are discussed. The mentioned paper analyses and theoretically reasons the conception of changes, respondents opinion on the management of changes in a learning organization is disclosed. Generalised research results allow us stating that organizati

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