1. Running head: IDENTIFYING THE ORGANIZATIONAL
LEARNING ISSUES 1
IDENTIFYING THE ORGANIZATIONAL LEARNING ISSUES
Identifying the Organizational Learning Issues
Name: Gabrielle McNeely
Institutional Affiliation: Strayer University HRM 562
Identifying the Organizational Learning Issues
Introduction
The paper studies Dearborn Electronics, a domestic firm
dealing with electrical capacitors. It evaluates the challenges
with the transition from individual learning to organizational
learning. Through the above, it will be possible to provide
solutions that assist employees and the company in overcoming
existing challenges that hinder them from improving their
organizational learning.
Assessment of Organizational Culture concerning Shared
Knowledge
Dearborn Electronics, Inc. refers to a manufacturing
facility with the main focus on the production of electrical
capacities. It also manufactures electronic filters employed in
different industries, also the military. The company operates
with about five hundred employees. The management comprises
of twenty-five personnel. Dearborn electronics comprises of a
diverse selection of employees with unique cultural

2. backgrounds. The company comprises of Eastern Europeans,
Asians, and Hispanics. With the cultural diversity, the company
seems to lack some incentives that limit the growth and stability
of the company. There is a lack of direct involvement between
the management and the employees, influencing cultural issues
and difficulties in ensuring that employees perform their roles
and responsibilities efficiently (Berry & Berry, 2018). The
company lacks an effective and specific training program in
case of hiring new workers. New workers would only be
assigned to a specific station with just another worker assisting
him/her. The approach motivates multiple errors when it comes
to the manufacturing of the electrical capacities and electronic
filters. The company also lacks continuous training to improve
operations. The situation leaves the employees with a need to
learn new skills and initiate growth.
Mystifications are obvious when it comes to evaluating the
disconnect between organizational learning and culture at the
firm. The first mystification comprises treating organizations
like people since they learn in the same way as the stakeholders
that revolve around their surroundings. At Dearborn
Electronics, the mystification may be undertaken by focusing on
the method of training associated with its new employees. The
management and the workers performing their duties have a
disconnect due to the lack of efficient training. The hiring idea
of employees is to improve their performance by influencing
positive learning. The second mystification comprises of the
skeptic and visionaries, which serve as doubts associated with
the capacity of the organization to learn. The organization has a
limited learning outcome unless its management can manage it
by changing the employees and management thinking and
behavior. This is conducted through new teaching, research, and
consulting methods. An example comprises of Dearborn
Electronics conducting its operations via facilities that involved
employees lacking the needed training and the failure of the
management in ensuring more research is conducted. The third
mystification comprises of the chic and mystique. It comprises

3. of the organization possessing a new term with several concepts
such as double-loop learning. It comprises of modifying goals
in front of experience (Jeong & Yoon, 2017). It also has to do
with double-loop learning as a major form of forced-self-
examination. An example comprises of the pursuit of a goal by
the organization. The organization has to meet its goals but
through ensuring effective learning outcomes.
Opinion on the Organizational Learning Mechanisms limiting
Organizational Learning
The current organizational learning mechanisms employed
by the company jeopardize its operations such that it fails to
achieve organizational learning. Dearborn Electronics has
serious issues in the sharing of knowledge among workers. The
same applies to workers and management. The knowledge-
sharing process provides staff members with knowledge to
enable them to do their jobs better, enhancing their productivity
(Ameen, AlMulla, Maram, Al-Shibami, & Ghosh, 2018). An
example may comprise a case whereby the company fails to
emphasize the idea of direct involvement when it comes to
leading training and provision of direct supporters to workers
on improvement issues and new solution techniques regarding
the manufacturing process.
The second issues comprise of employees having a
difficult time working in a team on different projects due to
their unique experiences and limited training. When employees
begin to work at the organization, the company provides them
with a brief overview of their expectations and responsibilities.
However, they lack proper training. An ineffective training
program for the organization limits knowledge sharing and
promotes poor teamwork skills. The situation leads to the
obstruction of organizational learning at the organization.
Suitability regarding Organization Learning Mechanisms
For the organization to ensure the transition from
individual to organizational learning, it becomes significant for
it to replace its existing OLMS. This is because it comprises of
the limited training program. Workers have poor knowledge

4. sharing frameworks. The situation influences the adaptation of
online OLM comprising of the detailed training program to
assist workers to accomplish efficient results when it comes to
the performance of their duties (Jeong & Yoon, 2017).
Additionally, another important training program
comprises of improving the work of current workers and
updating them with new techniques, which they may employ to
prevent errors. The process should ensure feedback is received
on their performance. The new OLMS ensures positive
involvement from management towards employees by creating a
new learning experience with a positive background. The
management can listen to the insight of employees and provide
feedback.
Norms of Organization learning Culture
The company’s learning culture comprises of quantity over
quality. It also has a high consideration of paternalism. The
management focuses on the amount of work conducted by
employees compared to its quality. Also, it cares about pushing
out units to satisfy the orders of customers. The norm should be
altered since it may influence the company to lose several
customers because of the poor quality of the produced units.
Also, the same applies when it comes to the high number of
returns associated with these units. Paternalism also comprises
of the company’s learning culture (King & Moulton, 2013). The
above practice influences major decisions to be made by the
management and not sharing it with the workers and
employees.
For productive learning, the company should be able to
apply accountability and integrity as the new culture and norms
in its learning culture. This means the integration of integrity to
admit errors and wrong judgment. Employees should have more
involvement in the provision of solutions to production errors.
The company would have improved productivity and
enhancement of its output. The management should ensure
effective learning by focusing on important areas that ensure the
achievement of efficient results.

5. Conclusion
In conclusion, Dearborn Electronics is important to its
employees and the market when it comes to changing its
operational development through a new model of learning. Its
culture possesses characteristics that originate from extreme
competition for investors. The main reason is that a commission
has to be made for every investment that a client makes.
Organizational culture motivates productivity and loyalty
among employees.
On the other hand, competition hinders cooperation and
communication (Detsimas, Coffey, Sadiqi, & Li, 2016). As
such, the above serves as a key hindrance to transitioning from
individual to organizational learning outcomes. Existing
mystifications of organizational learning determine the culture
of an organization and the learning processes of its
stakeholders.
References
Ameen, A., AlMulla, A., Maram, M., Al-Shibami, A., & Ghosh,
A. (2018). The impact of knowledge sharing on managing
organizational change within Abu Dhabi national oil
organizations. International Journal Of Management And
Human Science, 2(3), 27-36.
Berry, F., & Berry, W. (2018). Innovation and Diffusion Models
in Policy Research. In Theories of the policy process, 263-308.
Detsimas, N., Coffey, V., Sadiqi, Z., & Li, M. (2016).
Workplace training and generic and technical skill development
in the Australian construction industry. Journal of Management
Development, 35(4), 486-504.
Jeong, B., & Yoon, J. (2017). Competitive intelligence analysis
of augmented reality technology using patent information.
Sustainability, 9(4), 497.
King, J., & Moulton, B. (2013). Group Health’s participation in
a shared decision-making demonstration yielded lessons, such
as the role of culture change. Health Affairs, 32(2), 294-302.