The Need for Individual Transformation in Building a Learning Organisation in the 21st Century

By Vittiyaiye Teeroovengadum and Viraiyan Teeroovengadum.

Published by The Learner Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

We are now living in a global village; the whole world is interlinked through modernity and technology, where organisations try hard to be as effective and efficient as possible to remain in the race. Most organisations have realised the importance of proper Human Resource and attempt to make the slogan “Putting People First” as a reality. In this context, the concept of a learning organisation, which has been developed and extensively researched during the last decade, is now recognised as being a necessity. The uniqueness of the notion of the learning organisation is that the focus is on the development and transformation of the employees through a continuous learning process, thus leading to the sustainable growth of the organisation as a whole. However, despite considerable gains from the present efforts at the organisational level to maximize the capabilities of their employees, both the academic literature and practical realities bear testimony to the fact that there is still much room for improvement. Some authors even contend that current initiatives are failing to allow employees to develop to their full potential as human beings. Indeed, lured by the short term benefits, which can be derived from enhanced human resource competencies, organizations often tend to limit themselves to incremental improvements without giving adequate opportunities for the employees to pursue their own self development. Thus, it can be argued that this present situation is to the detriment of the organizations, the employees and even society on the long term. This study, therefore, argues that the emphasis should be on self development. Since, it is only by allowing the employees to reach their full potential as human beings first, that optimum learning can subsequently take place at organisational level. This is supported by the fact that the five disciplines, which form the basis for a successful learning organisation, namely, personal mastery, mental models, shared vision, team learning and system thinking requires the individual transformation of each employees.

Keywords: Individual Transformation, Learning Organisation, Self Education, Organisational Transformation

The International Journal of Learning, Volume 18, Issue 12, pp.1-14. Article: Print (Spiral Bound). Article: Electronic (PDF File; 858.405KB).

Vittiyaiye Teeroovengadum

Student, Department of Management, University of Mauritius, Rose Hill, Mauritius

Vittiyaiye Teeroovengadum is a student at the University of Mauritius. She has completed her degree of BA (Hons) law and management at UOM. Her research interests are in quality management, legal services, organization behavior and learning organization. Her degree thesis on “An assessment of quality of legal services” was awarded a distinction. She is currently completing a research proposal in view of pursuing a postgraduate Pphil/PhD research on the field of learning organisation.

Viraiyan Teeroovengadum

PhD Student, Department of Management, University of Mauritius, Reduit, Mauritius


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