It is difficult for companies to maintain and spread market influence in today’s world. In fact, to succeed in today’s marketplace, it is necessary to rethink old principles and train employees in new strategies. System thinking is a discipline that teaches to see the material as a whole. The essence of this discipline is based on a change of thinking. In particular, one needs to see connections, not a linear chain of causation, and the process of change, not specific events. Instead of visualizing the traditional hierarchy, modern companies can maintain their position in the business by creating a learning organization. An organization where people are constantly expanding opportunities to achieve results, where new and expansive thinking models are nurtured, and continually learn and work together.
In educational organizations, it is crucial to building a common vision of the situation by workers. Standard views on work should be created by interacting with employees in the enterprise. The effect of teamwork is that employees comply with the requirements because they want to show a better result, not because they are forced to follow instructions. Working for results strengthens relations in the company and becomes an impetus for continuous development. The next element is systems thinking, so employees must be able to form causal chains (Reese, 2020). Systems thinking allows managers to consider the problem situation as a whole, not just individual elements. As a result, employees gain the skills to solve problems quickly and coherently.
Another important element of teamwork is defining the values and goals of the company. Properly defining an understanding of what a company aspires to will allow employees to move together toward set goals. The organization must quickly and efficiently implement changes in the company’s modern image and models of working with employees (Reese, 2020). Successful companies try to follow new requirements to stay competitive. According to Sanger, the fourth element is team training. In order to achieve excellent functional team dynamics, joint movement is of paramount importance. It is a discipline that combines personal opinion and shared vision. Employees need to consider colleagues as team members, not rivals. This is the first step in establishing dialogues in which people can make mistakes and correct them honestly.
Finally, the fifth discipline is personal mastery, which combines the four previous elements. Private knowledge occurs when a person has a definite purpose, connected with an objective perception of reality (Reese, 2020). People’s own beliefs about the inability to solve certain tasks will contribute to fear. The favorable climate at the enterprise is a consequence of the ability of employees to solve problems without stress.
The organizational climate is an important condition for increasing the company’s success. The organizational climate consists of positive communication between subordinates and managers, understanding of employees of the purpose of the enterprise. This also includes encouraging leadership and setting rules to maintain the desired atmosphere (Shankera et al., 2017). Therefore, the use of all disciplines is critical to maintaining the organizational climate because they are interrelated. For example, when an organization builds a shared vision with its team, better conversations with employees are important.
Thus, introducing five disciplines of learning organizations will lead to a continuous studying process and therefore create a well-established and competitive enterprise. Ongoing training of the employee will maintain the appropriate internal organizational climate at the enterprise. The consequences of cooperation between employees and establishing contacts with managers will improve the quality of work. Therefore, a normal organizational climate can only be created through training, allowing the company to succeed.
Reese, S. (2020). Reflecting on impacts of Peter Senge’s Fifth Discipline on learning organizations. The Learning Organization, 27 (1), 75-80.
Shankera, R., Bhanugopana, R., & Farrell, M. (2017). Organizational climate for innovation and organizational performance: The mediating effect of innovative work behavior. Journal of Vocational Behavior, 100, 67-77.