Supporting Document 2: Resistance Risk Mitigation Intervention Table

profilenatty
IdentifyingtheOrganizationalLearningIssues-InsightPower.docx

6

Identifying the Organizational Learning Issues-Insight Power

Name: Tolulope Lawal

Course: HRM 562

Professor: Dr. Allan Beck

Date: April 26, 2021.

Identifying the Organizational Learning Issues-Insight Power

           Organizational learning is one of the most significant factors to consider when it comes to organizations experiencing efficient operations in their developments. One of the most significant companies considering organizational learning is the manufacturing company known as Insight Power. The operations of the company are mainly focused on outsourcing products from different parts of the world. Many of their employees have diverse backgrounds and social work. The poor knowledge sharing system of Insight Power is the reason for its ineffective decision-making outcomes. It is important to evaluate the organization’s learning mechanism to eliminate any barriers to learning and recommend the right frameworks of development with such a position. 

Insight Power Organizational Learning Culture

           Insight power refers to an electronics manufacturing company. The United States serves as its operating market. The company is heavily involved in the outsourcing of products across the globe. Its success can be attributed to its ownership of a large workforce number comprising over one thousand employees with diverse social cultures and backgrounds. The company experiences limited efficiency due to a lack of a knowledge-sharing system among employees. Also, the limited position in sharing proper knowledge with employees is another consideration (Boone, 2014). The management lacks a proper connection with the employees. The situation influences the management to become the only decision-making organ. Due to this, fear is what employees have when it comes to reversing negative change associated with decisions made by the management. Also, their reservations about change are another cause of fear. Hence, there is constant resistance to change among employees. 

           The result includes reduction of development and performance of employees as a team. An example comprises the implementation of decisions by the management without considering suggestions from employees. The situation influences employees to feel less considered in the ownership of operations. Insight Power also lacks training initiatives for its new hiring and recruits. Employees need to be oriented to their new environment for proper functioning. Lack of training is a major problem for employees because it reduces organizational productivity. The last issue revolves around a limited continuous development program. For example, learning serves as a continuous process. The organization does not facilitate new methods of performing things among employees. The approach downgrades the morale of employees by decreasing their motivation level. 

Opinion on the current Organizational Learning Mechanism hindering Learning

           Concerning this, organizational culture and learning mechanisms are considered one of the most contributing obstacles to ensuring consistent and effective learning outcomes among organizational members. The current organizational learning mechanisms are the main factor associated with decreasing confidence, morale, dedication, and motivation. Since the management at Insight Power ignores their development and suggestions, employees may not be motivated to improve their knowledge and skills in improving the organization (Li & Kozhikode, 2011). The sense of organizational ownership is decreased among employees. The lack of training culture and participative decision-making is a problem for the organization. 

           Lack of a knowledge-sharing framework with effective procedures dwindles the quality of services and suggestions provided by employees in the organization. Lack of focus on team development creates difficulties among employees in completing significant tasks for organizations working with teams (Hussain, 2018). With a focus on launching knowledge mechanisms, the company will create opportunities for employees to share concerns with the management. This will create an opportunity for employees to feel like they own the company and work hard to ensure significant development. Teamwork will be improved, leading to high performance and productivity levels. 

The suitable Organizational Learning Mechanism for the Organization

           An online and internal OLM is the best framework that can be suitable for replacing the existing OLM. The main reason for this is that the initiative ensures that there is a possibility of adopting ideas from employees to better the operational developments of the organization. It won't be good for the company to outsource employees without consulting with their current employees (Mendonça, 2020). This will have a high demoralizing status in their dedication and motivation to change the company. 

           Therefore, it will be important to develop a positive culture that initiates a learning program for the employees to gain knowledge on how to improve operational developments. It is through this that the culture will be significantly relevant to the change management process. Employees will be able to perform well in identifying the implications of working and non-working ideas. Employees will have to learn from their spaces to improve their position and the operational position of their company. 

Norms of Organizational Learning for Source Determinant

           Inquiry frameworks are instrumental in creating obstacles to ensuring organizational learning. They ensure that the management focuses on resolving problems from the top compared to the causes associated with the problem (Mehmood & Qadeer, 2012). An example may be the workplace failure of equipment daily. The management will only focus on timely rectification and operation of the equipment. The reasoning that will be ignored will revolve around the required interest on the reason for the continuous failure of the equipment. The possible reason may be that the employees lack the required knowledge and skills to operate the equipment effectively, facilitating failure. 

           With the management focusing on the true nature of the problem, training will be organized among employees to ensure better equipment operations. Transparency can be seen as the second hindering norm (Mendonça, 2020). There is a lack of confidence among employees in the management, providing insight and brainstorm to suggestions they provide. Hence, employees may resist sharing the suggestions with employees. An example may include suggestions by employees to create improvements in specific equipment to enhance productivity. The management may fail to consider the suggestion limiting employees from sharing the concerns. Lack of communication may lead to resisting the change by employees.

Conclusion

           In conclusion, the discussion shows that Insight Power is the reason for its failure in delivering the best for the market. The poor communication between employees and their management is the reason for negative decision-making. Employees are not trained due to the management not considering an introduction of a learning program. The outcome includes resistance to change because the employees do not understand the introduction of the change. Also, they are not aware of the change because they are not included in its design and implementation. This culture has to stop by focusing on open communication systems and effective learning programs among the employees and managers. 

References

Boone, S. (2014). Using Organizational Learning to Increase Operational and Conceptual Mental Models Within Professional Learning Communities. Journal of Psychological Issues in Organizational Culture, 5(3), 85-99. doi: 10.1002/jpoc.21152

Hussain, S. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.

Li, J., & Kozhikode, R. (2011). Organizational learning of emerging economy firms. Organizational Dynamics, 40(3), 214-221. doi: 10.1016/j.orgdyn.2011.04.009

Mehmood, S., & Qadeer, D. (2012). Organization Learning as a Mediating Mechanism between TQM and Organizational Performance: A Review and Directions. SSRN Electronic Journal. doi: 10.2139/ssrn.2283319

Mendonça, P. (2020). Trade union responses to precarious employment: the role of power resources in defending precarious flight attendants at Ryanair. Transfer: European Review of Labour and Research, 26(4), p.431-445.

Pan, G., & Seow, P. (2016). Preparing accounting graduates for digital revolution: A critical review of information technology competencies and skills development. Journal of Education for business, 91(3), 166-175.