Hodgkinson MThe Learning Organization, (UK), 2000 Vol 7 No 3
Start page: 156. No of pages: 11
Explores how middle managers understand the concept of the learning organization, particularly the ‘five disciplines’ defined by Senge, and to understand the barriers they perceive to the adoption of the concept. Reports the views of a group of middle managers, belonging to a large international firm, who were registered on a Diploma of Management Studies programme in the UK. Outlines how the managers perceived each of the five disciplines and indicates the barriers they identified. Sets out the results of a meeting three months later, which asked the same group of managers to identify if any processes were in place in their organization which would enable them to practice Senge’s five disciplines and to discuss their role (if any) within the process. Quotes the managers’ views that the introduction of the learning organization concept was not happening in their organization and sets out why they thought this was the case. Links this back to the literature review at the start of the article which identified similar barriers to the introduction of the concept. Draws out the implications for the development of learning organizations.
Subject(s): LEARNING ORGANIZATIONS, BARRIERS, MANAGEMENT ATTITUDES, MIDDLE MANAGERS, UNITED KINGDOM
Style: Wholly theoretical
ISSN: 0969-6474. Reference: 29AT642
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm