Abstract
Learning organization is considered a pivotal aspect in improving organizational performance, which has become increasingly important for global leaders. This article attempts to review and critique Senge's theory of learning organization, followed by a conclusion and recommendations for practice in non-governmental organizations. The findings indicated that the five disciplines of Senge's theory encourage organizations' leaders to be inspirational, practical, and innovative within the organization. However, it is essential to consider the flaws of Senge's theory, namely the individual interests in the organization and insufficient evidence linking team learning to organizational learning, the existing top-down leadership approach, neglecting cultural differences, and the lack of experience-based value. It is vital for non-governmental organizations to consider these mentioned weaknesses of Senge's theory to ensure the efficiency of implementation.
Published Version (
Free)
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: The International Journal of Humanities & Social Studies
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
