8. Learning Organisation

 This is a concept developed by Senge (1990, 3) and he describes a learning organization as one,

“where people continually expand their capacity to create the results, they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning how to learn together”

According to Dawoood et al, (2015, 93-98) a learning organization is an organisation that analyses, reviews, builds up and unites its learning processes with set goals and objectives. It is made up of individuals who possess enhanced potential to learn into the corporate culture. While Pedler et al (1997, 3) define it as an organization that encourages learning among all of its members and keeps changing continuously.

However, Scarborough et al (1999) argue that the learning organisation framework places too much emphasis on organisational designs and systems and people's learning preferences and methods don't appear to get much consideration.

Benefits of Learning Organization

According to PeopleHum (2023), benefits of a learning organization are as follows;

• A higher profit.
• An increase in productivity.
• Fostering leadership at all levels facilitates succession planning.
• Creating a culture of knowledge sharing, adaptability and inquiry.
• Decrease in employee turnover.
• Facilitating both individuals and groups to accept and adjust to change.

Characteristics of Learning Organization

Moreover, Garvin (1993, 78-91) claims that learning organizations are good at doing five things, namely; systematic problem solving, experimentation, learning from past experience, learning from others and transferring knowledge.

 

Systematic Problem Solving

Garvin (1993) argues that Systematic Problem Solving mainly depends on philosophy and methods of the quality movement. One of its fundamental principles is to diagnose issues using the scientific method as opposed to assumptions. Background information for decisions must come from data. In order to arrange data and make deductions, basic statistical methods and fact based management are utilized.

Figure 13 Blister Blight in Tea Leaves

Source: (Karunarathna et al, 2012)

 

Management of the plantation companies encourage workers to identify and report problems such as fungal diseases, root diseases etc in tea bushes promptly. Accordingly, remedies are provided in order to control fungal diseases such as blister blight as per the recommendations of Tea Research Institute of Sri Lanka (TRI, 2020).

 

Experimentation

This refers when new knowledge is systematically pursued and tested. Programs for continuous improvement are a crucial component of a learning organisation (Garvin, 1993). Plantation companies conduct experiments on new fertilizer applications, irrigation techniques etc. in designated areas within tea plantations. Moreover, TRI conduct experiments on soil fertility improvements, mechanization, value addition etc (TRI, 2020).

Learning from Past Experience

This refers that learning organisations analyse their accomplishments and failures, evaluate them methodically and document the lessons learned in a manner that is clear and easy for employees to access (Garvin, 1993). Tea plantation companies conduct regular evaluations of past performance, document lessons learned previously and share them with employees to enhance knowledge.

 

Learning from Others

According to Garvin (1993), this is the methodical process of identifying organisations that showcase best practices and determining how much of their work can be implemented, with appropriate modifications, to an organization’s own setting.

Figure 14 Female Supervisors at Talawakelle Tea Estates PLC

Source: (Groundviews, 2024)

 

Finlays Tea Estates Sri Lanka (Pvt) Ltd has been one of the first companies in the country to recruit women for supervisory/managerial positions (Daily News, 2021). Following on the footsteps of Finlays Tea Estates, Talawakelle Tea Estates PLC has also started recruiting women for supervisory positions, overcoming discrimination and providing equal opportunities (Groundviews, 2024).

Transferring Knowledge

Knowledge and information must be documented and distributed. This guarantees that information and understanding are known across the organization (Garvin, 1993). Tea plantation companies have adopted mechanisms to transferring knowledge within the companies such as mentorship programs, training sessions etc.

Figure 15 TRI Advisory Circular on Fertilizer Recommendations

Source: (TRI Advisory Circular, 2000)

 

Experienced tea pluckers, sprayers, staff officers such as field officers and factory officers serve as trainers for newer employees, passing on their years of expertise. Additionally, Tea Research Institute (TRI) of Sri Lanka transfers knowledge to entire Tea Industry via its advisory circulars.

 

References

Daily News, (2021) Two ladies at Finlays shattering a 154-year old glass ceiling in Sri Lankan tea. [Online] Available from: https://archives1.dailynews.lk/2021/03/12/business/243782/two-ladies-finlays-shattering-154-year-old-glass-ceiling-sri-lankan-tea [Accessed: 10 April 2024].

Dawoood, S., Mammona., Fahmeeda., and Ahmed, A. (2015) Learning Organization - Conceptual and Theoretical Overview. IJHSSE.

Garvin, D.A. (1993) Building a learning organization, Harvard Business Review.

Gordon, J. (2023) Learning Organizations (Management) - Explained. [Online] The Business Professor LLC. Available from: https://thebusinessprofessor.com/en_US/management-leadership-organizational-behavior/learning-organizations [Accessed: 10 April 2024].

Groundviews (2024) Shattering Glass Ceilings in the Tea Plantation Industry. [Online] Available from: https://groundviews.org/2024/03/10/shattering-glass-ceilings-in-the-tea-plantation-industry/ [Accessed: 10 April 2024].

Karunarathna, S.C., Udayanga, D., Maharachchikumbura, S. and Manamgoda, D.S. (2012) Current status of knowledge of Sri Lankan mycota. [Online] Available from: https://www.researchgate.net/figure/Some-common-fungal-diseases-on-tea-in-Sri-Lanka-A-Black-blight-caused-by-Rhizoctonia_fig2_234017599 [Accessed: 10 April 2024].

Pedler, M., Burgoyne, J. and Boydell, T. (1997) The Learning Company: A strategy for sustainable development. 2nd edition. Maidenhead: McGraw-Hill.

PeopleHum (2023) Learning Organization [Online] PeopleHum Technology Inc. Available from: https://www.peoplehum.com/glossary/learning-organization [Accessed: 10 April 2024].

Scarborough, H., Swan, J. and Preston, J. (1999) Knowledge Management: A literature review. London: IPM.

Senge, P. (1990) The Fifth Discipline: The art and practice of the learning organization. London: Doubleday.

TRI Advisory Circular, (2000) Fertilizer Recommendations for Mature Tea. Tea Research Institute.

TRI, (2020) Plant Pathology. [Online] Tea Research Institute. Available from: https://www.tri.lk/plant-pathology/ [Accessed: 10 April 2024].

TRI, (2020) Priority Research Areas. [Online] Tea Research Institute. Available from: https://www.tri.lk/major-research-areas/ [Accessed: 10 April 2024].