Implementation Of The Learning Organization In Firestone Company
风驰通公司学习型组织的实施
The Introduction And Implementation Of The 'Learning Organization' In Firestone Company “学习型组织”在风驰通公司的引进和实施
1.0 Introduction 引言
企业的唯一有效的目的是创造顾客。未来企业的成功取决于企业履行其现有客户的需求的能力，能够提前预见客户的未来预期和行为改善与客户发展关系的服务和产品的质量。如果组织有学习能力的话，这是唯一的可能。组织学习识别和执行机构有效地利用其知识资源面对有外部力量和为其过去的经验中学习。
学习型组织是很难定义的，它已被许多企业等学者用不同的方式定义。然而，可以创造一个清晰的视角，本文定义它是新的和已被各种经典作者同意。此外，商业策略杂志证实了Peter Senge作为一个战略家的世纪，他称，很少有企业有业务上的学者已经对今天的方式影响最大。Peter Senge所定义的“学习型组织是一个人们不断扩大自己的能力去创造他们真正渴望的结果，在新的广阔的思维模式，是培养出来的，在集体的愿望是自由的，而人是需要不断学习。Peter Senge提出了明确的愿景，没有“系统思考”看到更大的画面会导致失败。
The only valid purpose of the business is to create customer (The practice of management, Peter Ducker, 1954). The success of business industry in future depends on the ability of the business to fulfill their present customer's need, to foresee future expectation of the customers and act in advance to improve the service and quality of the product to develop the relation with the customer (Gale, 1990; Kandampully, 1998). This could be only done if organization has the learning capabilities. Organizational learning identifies and enforces organization to utilize effectively its knowledge resources to face there external forces and to learn for its passed experience (Senge, 1990; Grant, 1996).
Learning organization is difficult to define, it has been defined in various ways by many businesses scholars such as (Argyris and Schon 1978), (Huber 1991), (Nonaka 1994), (Bontis, Crossan& Hulland 2002). However, to create a clear vision for this essay the definition gave by Peter Senge will be taken in the consideration since it is latest and has been agreed by various classic authors such as Peter Drucker and Argyris. Additionally, Journal of Business Strategy has confirmed Peter Senge as a 'Strategist of the Century' he is known, one of few business scholars who have 'had the greatest impact on the way business have been conducted today' (Smith, M. K. 2001). Peter Senge defines "a learning organization is one 'where people continuously expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continuously learning to see the whole together. Senge made a clear vision that without 'System thinking' seeing the bigger picture will fail.
Rationale 理论基础
Failure of many of the corporate giant visualizes the consequences of not adopting or introducing the culture of the organizational learning. Firestone in particular is one good example of business failure due to the lack of organizational learning. Due to the great strength of competition, technological advancement and changing customer's preferences, it is crucial for the organization to learn to encounter such forces.
Structure 结构
Firestone did not understood that the learning organization is an essential device for easing learning, knowledge management, and has been explained as an effectual method for making corrections in organizational practice additionally preserving a competitive advantage as explained by (Buhler in 2002'; Davis & Daley in 2008 and Korth in 2007). Other researchers and practitioner have dictated the requirement for companies to act as learning organizations where entire members of the company consistently study, accumulate knowledge and act accordingly to advance performance (Marquardt, 1996). Firestone did not had any sort of learning whether it was continuous or innovative where as the need to become learning organizations by concentrating on consistent education along with application of intelligence to adjust performance is determined as a critical key to achievement for organizations to encourage every team members.
Culture 文化
The organizational learning leads to continuous improvement and innovation in business operations (Gephart et al., 996). There are various dimensions of Learning Organization. (Buhler in 2002, Korth in 2007 and Davis & Daley
