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CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization
Practices in Tamil Nadu Newsp...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February ...
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AN EMPIRICAL STUDY ON LEARNING ORGANIZATION PRACTICES IN TAMIL NADU NEWSPRINT AND PAPERS LIMITED (TNPL), KARUR DISTRICT

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This paper reviews the conceptual framework of learning organization, and identifies the concept and practices of learning organization in TNPL. In line with current industrial contexts, this paper tentatively explains the concept of learning organization. The aim of this paper is to provide a clarified understanding and updated information of learning organization practices prevailing in organizations. Organizations need to learn new skills and develop new abilities in response to these changes of the world. Nevertheless, organizations need to deal with these changes constructively by using change for the organization’s competitive advantage.

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AN EMPIRICAL STUDY ON LEARNING ORGANIZATION PRACTICES IN TAMIL NADU NEWSPRINT AND PAPERS LIMITED (TNPL), KARUR DISTRICT

  1. 1. 620 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) International Journal of Management (IJM) AN EMPIRICAL STUDY ON LEARNING ORGANIZATION PRACTICES IN TAMIL NADU NEWSPRINT AND PAPERS LIMITED (TNPL), KARUR DISTRICT CMA. Dr. M. Sheik Mohamed Professor, Jamal Institute of management, Jamal Mohamed College, Tiruchirappalli. G. Saifudeen Assistant Professor, Department of Business Administration, Jamal Mohamed College, Tiruchirappalli. ABSTRACT This paper reviews the conceptual framework of learning organization, and identifies the concept and practices of learning organization in TNPL. In line with current industrial contexts, this paper tentatively explains the concept of learning organization. The aim of this paper is to provide a clarified understanding and updated information of learning organization practices prevailing in organizations. Organizations need to learn new skills and develop new abilities in response to these changes of the world. Nevertheless, organizations need to deal with these changes constructively by using change for the organization’s competitive advantage Key words: Learning Organization, Organizational Change, Shared Vision, Organizational Performance. Cite this Article: CMA. Dr. M. Sheik Mohamed and G. Saifudeen. An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District. International Journal of Management, 7(2), 2016, pp. 620-628. http://www.iaeme.com/ijm/index.asp 1. INTRODUCTION A Learning organization is one, in which people at all levels, individually and collectively are continually increasing their capacity to produce results that they really care about. Further, a learning organization is an enterprise that it is continually expanding its capacity to learn. It is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights. Recently, managers have increasingly become aware that the current knowledge, strategies, leadership and technology will not succeed in tomorrow’s market conditions. It is clear that companies have to increase their collective learning capacity if they want to live in an environment that includes alliances, rapid technological and social changes and accelerating INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) ISSN 0976-6502 (Print) ISSN 0976-6510 (Online) Volume 7, Issue 2, February (2016), pp. 620-628 http://www.iaeme.com/ijm/index.asp Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com IJM © I A E M E
  2. 2. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 621 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) competition. Therefore understanding, learning organization must become widespread and efforts of transformation to a learning organization must be augmented. 2. REVIEW OF LITRATURE The reviews includes shared vision, dimensions of learning organization change, implementation and the organizational performance. Each element of every variable has been reviewed from different studies and books. 3. SHARED VISION In the competitive and changing market environment of today, a leader has to make correct judgments about the future and maintain communication with members to shape a shared vision to acquire support from members, appropriately allocate resources, and maximize performance (Hall, 2005; Naaranoja et al., 2007; Finkelstein et al., 2008) 4. LEADERSHIP Watkins and Marsick (2003) stated that the seventh dimension refer to strategic leadership to support learning. They also suggested the skills for leaders to use in thse process of learning in organization which consist of ideas sharing, information for organizational changing, opinions for adaptive changing, reward to encouraging, recognizing to employee development, and proving to new ideas and behaviors. 5. TEAM LEARNING Team learning suggests the co–ordination of teams in a fashion that champions personal mastery and a shared vision, through harmonious collaborations which aim to accomplish the desires of the members. Key components to team learning are dialogue and discussions (Senge 2006). 6. PERSONAL MASTERY Personal mastery is the discipline of personal growth and learning. It is the art of managing your mind and learning. People with high levels of Personal mastery are continually expanding their competences and abilities. From their quest for continual learning comes the spirit of OL/OI. The manager's perception of Personal mastery is fundamental, since he will use his own personal development to guide others on their professional road and will support them in their organizational growth, acting as a mentor/master (Senge, 1990; Senge et al., 1994). 7. SYNERGY Synergy in relation to leadership from the perspective of organizational psychology, as a feeling of belonging and creating identity and the managerial capacity of creating a sense of togetherness among people with different skills and attitudes. A synergetic manager’s ultimate desire is to be able to make Synergy effective in practice, to attain the ability to integrate innumerable and diverse business processes and phenomena into a unified comprehension, and to create a situation of unity in diversity. (Gaggiotti, H. 2012). 8. INFORMATION FLOW (Udaipareek 2010) Information flow includes  Free flow of information  Willingness to pass on negative information 9. IMPLEMENTATION Before implementation strategic planning is necessary. The process of strategic planning typically follows seven steps (Wootton, 2011).  Develop a mission.  Conduct a critical analysis of the internal environment.
  3. 3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 622 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) 10. CONCEPTUAL AND THEORETICAL FRAMEWORK Conceptual framework is the researcher’s views and ideas based on different study to know how the research problem will have to be explored. Theoretical framework provides general representation of relationships between things in a given phenomenon. A conceptual framework also provides the focus of the researcher by which the research will have to be undertaken. Conceptual and Theoretical Framework Dimension Operating variable Reference Shared Vision Communication about future judgments Hall, (2005) Collective discipline to achieve goals Chang & Sun, (2007) Learning at whole organizational level Pedler et al(1991) Focus and energy for learning Prukshapong (2009) Mental Understanding of the future Ortenbald (2002) Organisational change Builds ability to do things in a new way Senge et al (1999) Combining inner shift with outer shifts Senge et al (1999) Make people for relearning Kets de vries (2001) Entering a new industrial era Best (1990) Receiving Environmental Information Schein (2001) Changes in data gathering and monitoring trends Hertin et al (2002) Leadership Reward to encouraging Watkins &Marsick (2003) Recognize Employee development Watkins &Marsick (2003) Leaders provide opinions for adaptive changes Watkins &Marsick (2003) Identify needs and motivations Riggio et al (2001) Leaders adapt for change and motivate Kotter (2001) Encourage learning at individual and organisational levels Biswajeet and vipin Team learning Dialogue and discussions Senge (2006) Increased capability of team members with desired outcome to everyone Yang,Watkins and marsick (2004) Team members gain innovative knowledge Yang and Chen (2005) Greater degree of learning compared to individual level Biswajeet and Vipin Continually learning how to learn together Senge (2006) Increased capacity of team members Bui & Baruch (2010)
  4. 4. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 623 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) Dimension Operating variable Reference Personal mastery managers act as a mentor Senge (1990),senge et al (1994) Stimulate learning and innovation Ulrich et al (1993),van de yen (1986),wick and leon(1995) Managers learn and make others learn Mcgill et al (1992),senge (1990),senge et al (1994) Personal growth and learning Senge (1994) Self confidence Kourdi.J (2009) Ability to self-reflection and self-criticism Reece (2004) Synergy Create togetherness among people Gaggiotti, H. (2012) Establish shared learning Senge (1990) Empathy Udaipareek (2010) Establish common vision Senge (1990) Information Flow Sharing of authentic and critical information at all levels UdaiPareek,(2010) Free flow of information UdaiPareek,(2010) Encouraging internal exchange of ideas UdaiPareek,(2010) Use of Information for action UdaiPareek,(2010) Implementation Planning strategically Wootton (2011) Implementing the program initially with senior leadership David waltrip (2006) Communicating with employees concerned David waltrip (2006) All involved employees needed to be trained in the mentoring process David waltrip (2006) Modifying the program based upon employee feedback David waltrip (2006) Adaptive learning with the implementation of new technologies Tyre von hippel (1997) Statement of the Problem Despite the wide acceptance of the benefits of becoming a learning organization, it is limited on how to make it work. Building a learning organization is an important challenge in the workplace. The Organization needs creating shared vision, organizational change, Leadership, team learning personal mastery, synergy and information flow. Learning organization practices expands the learning capacity Organizational performance Performance is equivalent to the famous 3Es (economy, efficiency, and effectiveness) of a certain program or activity. organizational performance is the organization’s ability to attain its goals by using Resources in an efficient and effective manner. Indicators of corporate performance are profitability, growth rate, financial strength, performance stability, and efficiency.
  5. 5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 624 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) of the organization. Organization continues to make changes every so often. The success of the change depends upon how an organization adapting change in short period. Adapting change is an important issue that the employees face in current scenario. Nowhere the change takes place with the implementation of learning organization practices. The organization need to discover the changes that is prevailing in its internal and external environment. Organization has to identify the variables needed for their learning. There is no blueprint for a learning organization practices. Employees feel difficult to adapt for change because of unstructured learning practices. Practical and relevant models of learning organization practices have not yet surfaced. To address the above issues, this study will develop & test a model on learning organization practices. 11. RESEARCH OBJECTIVES  To study the personal profiles of the employees and their association with the Learning Organization practices in TNPL, Karur.  To identify the dimensions related to learning organization practices in TNPL, Karur  To assess the association between shared vision and organizational change.  To examine the organizational change and its impact towards learning organization practices.  To measure the relationship among the dimensions of learning organization practices and implementation of learning organization practices.  To measure the effectiveness of learning organization implementation on the organizational performance. 12. SCOPE OF THE STUDY Literature review on learning organization practices mostly confined to learning organization practices and organizational performance. The proposed model by the researcher for the study includes the factors such as leadership, team learning, synergy, personal mastery, information flow. Thus the study is a unique one and covers most of the factors which are get affected because of organizational change. Since the study is carried out in a large public sector organization, the output of the study can easily be expanded to other organizations for enabling them to implement the concept of learning organization practices. The research study also focus on implementation of various factors and its effect on organizational performance. The outcome of the study is organizational performance, thus the organizations interested in improving the performance can easily implement the proposed model of the researcher. 13. RESEARCH HYPOTHESES  There is a positive and significant relationship between shared vision and organizational change.  There is a positive and significant relationship between organizational change and leadership.  There is a positive and significant relationship between organizational change and team learning.  There is a positive and significant relationship between organizational change and personal mastery.  There is a positive and significant relationship between organizational change and synergy.  There is a positive and significant relationship between organizational change and information flow.  There is a positive and significant relationship between leadership and implementation.  There is a positive and significant relationship between team learning and implementation.  There is a positive and significant relationship between personal mastery and implementation.  There is a positive and significant relationship between synergy and implementation
  6. 6. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 625 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016)  There is a positive and significant relationship between information flow and implementation.  There is a positive and significant relationship between implementation and organization performance. 14. RESEARCH METHODOLOGY The Research methodology adapted for the study is based on the development of a survey questionnaire. Research methodology includes the important topics such as Research design, population, and sample size, sampling technique, Tools for data collection, pilot study, and sources of data, conceptual framework, proposed model, hypothesis and limitations 15. RESEARCH DESIGN The Research Design adopted for the study is descriptive in nature. The descriptive research method is used when the researcher wants to describe a specific behaviour as it occurs in the environment. The main goal of this type of research is to describe the data and characteristics about what is being studied. 16. POPULATION AND SAMPLE SIZE Senior level cadre designations include Director, Chief General Manager, General Manager, Deputy General Manager, Assistant general manager, senior manager and manager. Middle level cadre population is 534. Middle level cadre includes, Deputy Manager, Assistant manager, Officer, Assistant officer and Assistant officer-trainee. The Structured questionnaire consisting of personal details with 49 items under dimensions of learning organisation practices, shared vision, organisational change, implementation and organizational performance was developed. The questionnaire was distributed to 60 employees on the senior and middle level designation Cadre in TNPL. However out of the 60questionnaire 50has been collected. 17. SAMPLE TECHNIQUE The Sample technique adapted for the study was Stratified random sampling method.The population has been segregated in to different strata as senior level, Middle level and junior level. 18. SOURCES OF DATA Both the primary and secondary data are used for the study. The Primary data were collected from the respondent employees of the organization, using a survey with the structured questioner. Primary data related to different designations, population strength of every designation cadre has been collected from the documents of TNPL. Secondary data has been sourced from different sources. Initially the researcher has performed literature review to gain specific knowledge of learning organization. Books of various experts has been reviewed. The journals, articles, research papers has been sourced from various online databases such as Proquest, Emerald Insight, Springer link, SAGE UP and Shodh Ganga. Secondary data from reputed academic journals and thesis report has been collected. In addition, profile of Tamilnadu Newsprint and Paper Limited (TNPL) was collected. 19. TOOL FOR DATA COLLECTION To achieve the objectives of the study, research questionnaire has been developed. The research questionnaire is based on different reviews of literature and the proposed model of learning organisation practices. The first part of the questionnaire contains personal details of the employees such as age, gender, designation cadre, qualification, work experience and monthly income. The second part of the questionnaire includes 49 questions with 9 dimensions such as shared vision, organisation change, Leadership, Team learning, Personal Mastery, Synergy, Information Flow, Implementation, Organisational Performance. The questionnaire was developed with score rating of Likert’sfive point scale. 20. LIMITATIONS OF THE STUDY  The respondent of the study are senior and middle level employees.  The study is carried out in a manufacturing public sector.
  7. 7. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 626 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) 21. PROPOSED RESEARCH MODEL The proposed research model is presented. The proposed hypothesized model enables the examination of the specific objectives of the study. The model has the combination of different reviews. Each dimensions of the model is the mixture of different elements. The model is based on the dimensions of learning organization. The model consists of four parts such as input, processing, implementation and output. The input part includes shared vision and organizational change. The process part includes the dimensions of learning organizations such as leadership, team learning, personal mastery, and synergy and information flow. The next is the implementation part. The output part is the organizational performance. Data Analysis and Interpretation The data has been analyzed using Path analysis.
  8. 8. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 627 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) Sl. No Hypotheses Result 01. There is a positive and significant relationship between shared vision and organizational change. Supported 02. There is a positive and significant relationship between organizational change and leadership Supported 03. There is a positive and significant relationship between organizational change and team learning Supported 04. There is a positive and significant relationship between organizational change and personal mastery Supported 05. There is a positive and significant relationship between organizational change and synergy Supported 06. There is a positive and significant relationship between organizational change and information flow Supported 07. There is a positive and significant relationship between leadership and implementation. Not Supported 08. There is a positive and significant relationship between team learning and implementation. Supported 09. There is a positive and significant relationship between personal mastery and implementation Supported 10. There is a positive and significant relationship between synergy and implementation Not Supported 11. There is a positive and significant relationship between information flow and implementation Supported 12. There is a positive and significant relationship between implementation and organization performance. Supported 22. CONCLUSION The study focus on the impact of organizational change on leadership, team learning, synergy, personal mastery, information flow and that in turn increases the organizational performance. Synergy and leadership are not supporting the implementation of learning organization. The study provides a broad picture to TNPL to make their employees to adopt changes through the implementation of learning organization practices. The model of the study could also be used for any industry with slight modification based on the need of the industry. REFERENCES [1] Hall KB (2005). Leadership—aligning staff development with the balanced scorecard. J. Radiol. Nurs. 24(2): 36. [2] Chang, Dong-Shang & Sun, Kuo-Lung. (2007). Exploring the Correspondence between Total Quality Management and Peter Senge's Disciplines of a Learning Organization: A Taiwan Perspective. Total Quality Management, 18, 7, 807-822, doi: 10.1080/14783360701349914. PMCid:2860396, [3] Pedler M, Burgoyne J, Boydell T (1991). The Learning Company. A strategy for sustainable development. London: McGraw-Hill. [4] Ortenbald, A. (2002). A typology of the ideas of learning organization. Management Learning, 33 (2), 213-230.http://dx.doi.org/10.1177/1350507602332004 [5] Reece, Philip David. (2004). Universities as Learning Organizations: How can Australian Universities Become Learning Organization, un published PhD. Thesis Murdoch University, Australia. Available at: research repository.murdoch.edu.au/274/1/01Front.
  9. 9. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 620-628 © IAEME Publication 628 CMA. Dr. M. Sheik Mohamed and G. Saifudeen. “An Empirical study on Learning Organization Practices in Tamil Nadu Newsprint and Papers Limited (TNPL), Karur District.” - (ICAM 2016) [6] Senge, P. (2009). The fifth order in action: strategies and tools of establishing a Learning Organizations. Translated by Khdemi Gerashi, M., Soltani, M. & Rastgar, and A. Tehran: Asia. [7] Watkins, E. K., &Marsick, J. V. (1993). Sculpting the learning organization: lessons in the art and science of systemic change. San Francisco: Jossey-Bass Publishers. [8] Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 85-98 [9] Kets de Vries, M. (2001), The Leadership Mystique: A User's Manual for the Human Enterprise, Financial Times/Prentice-Hall, Englewood Cliffs, NJ. [10] Tyre, M.J .and Von Hippel, E. (1997), "The situated nature of adaptive learning organization ", Science, Vol. 8 No. 1, pp. 71 - 83. [11] Wootton, S. (2011). Strategic thinking: A step-by-step approach to strategy and leadership. London, UK: Kogan Page.

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