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Document Type:Latin Dissertation
Language of Document:English
Record Number:53239
Doc. No:TL23193
Call number:‭3327067‬
Main Entry:Santhiru Sekar Murugiah
Title & Author:Facilitating organizational learning to enhance capacity to manage emerging business challenges: Case study of safe finance in MalaysiaSanthiru Sekar Murugiah
College:Teachers College, Columbia University
Date:2008
Degree:Ed.D.
student score:2008
Page No:263
Abstract:The purpose of this study was to examine learning practices, learning culture, organizational practices, and barriers and supports of an organization that is moving from a training organization to a learning organization (LO) and find ways that enable the organization to close the gap between where the organization and its leaders perceive it is now in relation to learning and where it aspires to be. This study used case study research data which were collected from a web survey (103 respondents) using the Dimensions of the Learning Organization Questionnaire (or DLOQ) followed by data collection from one-on-one interviews (6 interviews) and focus group interviews (4 focus group interviews). Both the web survey and qualitative data collection were done at one diagonal slice for: (i) different stakeholders (directors, high potentials, middle managers; and first line managers); (ii) and for different performing departments (high performing departments and comparison departments). Although top leadership of the organization has envisioned its people to move with enhanced capacities and capabilities in the direction of a learning organization, there were gaps of managers' perceptions of an LO as compared to the organization's explicitly stated vision of an LO; and the managers' perception about where the organization is in their current reality in becoming an LO and where they could or would like to be in terms of an LO. Based on the multiple findings of this study, there were several conclusions. Leadership is the catalyst in creating and infusing a learning organization culture. Some organizational practices and policies that affect learning are not prevalent, suggesting that leaders could better leverage and mobilize middle and first-line managers to engage in such practices and adjust the policies accordingly. Although informal ways of learning are taking place in the organization, the most common form of learning is formal training. This study pointed out that leaders in the organization may need to use these findings in developing a vision of how they and the organization need to change to reach optimum alignment.
Subject:Social sciences; Business challenges; Malaysia; Organizational learning; Safe finance; Management; Studies; 0454:Management
Added Entry:V. J. Marsick
Added Entry:Teachers College, Columbia University