| Summary: | Thesis (MPhil (Information Science))--University of Stellenbosch, 2011. === ENGLISH ABSTRACT: The thesis offers an integration of theories of Organizational Learning and a specific
framework regarding the dimensions of Learning Organizations. In a case study the extent to
which a small consultancy firm display the characteristics of a learning organization is
investigated and used as a basis to reflect up the challenges faced by similar organizations
trying to increasingly become Learning Organizations.
At first various theories of Organizational Learning are reviewed and thereafter the notion of
a Learning Organization is unpacked along seven dimensions. The description of
management practices for facilitating a Learning Organization and theories about
Organizational Learning are then brought together in the form of steps an organization could
follow.
In the case study a questionnaire based on Watkins and Marsick’s “Dimensions of a Learning
Organization Questionnaire” is administered in the organization and the findings discussed
against the background of the preceding literature review. The relationship between
organizational learning and organizational culture, as well as the relationship between
leadership and learning processes, and the impact of systemic exploitation of knowledge
assets on organizational efficiency and effectiveness are examined.
From the results it is clear that the organization cannot yet lay claim to being a learning
organization, yet it displayed some characteristics of a learning organization. Leadership and
connecting the organization to its environment were the areas where the company showed
most development. However, empowering people toward a collective vision was the least
developed area in the organization due to the perception of lack of freedom to choose one’s
work assignment and the invitation to contribute to the organization’s vision. === AFRIKAANSE OPSOMMING: Die tesis bied ‘n integrasie van die teorieë oor Organisatoriese Leer en `n spesifieke
raamwerk oor die dimensies van Lerende Organisasies. In `n gevallestudie word die mate
waartoe ‘n klein konsultasie firma die eienskappe van ‘n Lerende Organisasie vertoon
ondersoek en gereflekteer op die uitdagings wat soortgelyke organisasies moet oorkom om
hulself toenemend in Lerende Organisasies te omwentel.
Dit word gedoen deur ‘n oorsig van verskillende teorieë van Organisatoriese Leer en daarna
word die idee van ‘n Lerende Organisasie uitgepak in sewe dimensies. Die beskrywing van
bestuurspraktyke rondom Lerende Organisasies en die toerie van Organisatoriese Leer word
dan geintegreer in die vorm van `n stappe wat ‘n organisasie sou kon volg.
Hierop volg die gevallestudie waarin ‘n vraelys (Watkins en Marsick se “Dimensies van ‘n
Lerende Organisasie Vraelys”) gebaseer op die sewe dimensies van die Lerende Organisasie
onder bestuurders in die organisasie versprei is. Die resultate van die vraelys word bespreek
teen die agtergrond van die voorafgaande literatuur-oorsig. Die verhoudinge tussen
organisatoriese leer en organisasie kultuur, sowel as tussen leierskap en leerprosesse, en die
impak van die sistemiese ontginning van kennis-bates op organisatoriese effektiwiteit word
ondersoek.
Uit die resultate is did duidelik dat die organisasie nog nie werklik ‘n Lerende Organisasie is
nie, maar dit vertoon wel eienskappe wat eie is aan Lerende Organisasies. Leierskap en die
koppeling van die organisasie aan sy omgewing is die areas waar die organisasie die meeste
ontwikkeling getoon het, terwyl die bemagtiging van mense om ‘n bydrae te lewer tot die
kollektiewe visie van die organisasie die minste ontwikkelde area was as gevolg van die
indruk onder lede dat hulle min vryheid het om hulle take te kies en die gebrek aan ‘n
uitnodiging om deel te neem.
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