Article Review
Annalisa Knupp
MGT 426
June 9, 2014

Article Review
Self-motivated or vigorous organization often appreciate oncoming changes and embrace the embeddable lifelong learning. The world as a whole is consistently changing at a rapid pace and those who do not welcome it are left behind. This hold true in almost any circumstance especially in the business market. This is why it is important for organizations to encourage continuous learning amongst all of its employees (Chron, 2014).
A learning organization is defined as an entity who welcomes and collects knowledge to make the necessary changes to remain innovative enough evoke a powerful competitive edge over its competitors. This is done by creating an environment that encourages the employees to learn by using critical thinking, taking risks, and implementing new ideas. It is also important to understand those same employees are welcomed to learn from his or her mistakes then placing value on the employee’s contributions. It is from those learned mistakes, experiences, and experiments the organization has the ability to learn and move forward. After such, the management should disseminate the knowledge throughout the organization and establish what had been learned. This promotes the ability for an organization to rapidly implement changes to the day-to0-day activities successfully (TheBusinessDictionary.com, 2014).
These concepts are important to understand when reviewing articles that pertain to learning organizations. By summarizing the article and understanding the author’s conclusions and recommendations regarding this matter; one will have the ability to create his or her own conclusions and recommendations along with applying it to one’s own organization.
Article Summary
The article chosen for review is, “Studying the Relationship between Components of the Learning Organization and Organizational Commitment” by Lotfallah Forozandeh, Maryam Soleimano, Ali Shah Nazari, and Hamid Nasri.
The authors of the article understood organizational learning and the implementation of learning are detrimental in the current complicated, dynamic, and global environment (Forozandeh, Soleimano, Nazari, & Nasri, 2011). The focus of a learning organization should be on how committed its employees, and how committed the organization and the employees are to one another. This idea led to the purpose of this article, and a study reviewing the relationship between each component of the learning organization and the organizational commitment. This components consist of personal master, mental models, shared vision, team learning, and system thinking. The method used to collect the data was completed using the descriptive-field method on Cement Company (Isfahan/Iran), which consisted of a survey of questions. This questionnaire was given to a sample of 50 people who were considered experts amongst the population. Based on the data collected by the participants, there was a relationship amidst all the components of the learning organization and the organizational commitment (Forozandeh, Soleimano, Nazari, & Nasri, 2011).
The Aurthor’s Conclusions and Recommendations
The author’s noted the survey results proved that organizational commitment is imperative with transforming any organization into a learning organization. This idolizes the fact that those employees who are committed to an organization he or she will be more willing to accept the enactment of a learning organization with ease and openness. Those same results rendered a managerial responsibility to encourage learning and display commitment as much as possible. Strong commitment has a link to higher production and organizational success and the human resources department has should provide the means for employees growth and development. This reinstating the author’s hypothesis, which is the most important capital of a learning organization are its employees and the education they are receive. So, by identifying all of these factors. It is found to assist in the increase of production and job performance, which will also allow the managers to develop and progress during the conversion to a learning organization. By creating a learning organization it will transform an organization into a more competitive entity regarding competitors within today’s ever changing market boasting on communication technology and resources of power and durability (Forozandeh, Soleimano, Nazari, & Nasri, 2011).
Personal Conclusion and Recommendations
The authors of the article had conducted an appropriate survey seeking a link between the commitment of employees and the mechanisms of organizational learning through a survey handed to 50 participants. They were able to establish the connection with the finding collected from that data, which illustrated how committed employees and managers can easily establish a learning environment for the organization. The disposition of these findings also exhumed the significant association between innovative advancement and a learning organization. This means an organization must have dedicated employees to enact an inventive environment and a learning organization. Although, there will be reluctant employees with concerns and problematic behavior with establishing new ideas. It is important to encourage them and continue to move forward to gain faith and loyalty. This a very important factor to consider in today’s business market. With the amount of technology accessible to both the organizations and consumers the market cannot survive on just the local economy alone. It is important to embrace change, encourage new ideas, and learn from mistakes being made. Those organizations devoted to learning change and adapting have the ability to expand and develop into something bigger.
How the Concepts Apply to a Personal Organization
These concept of commitment, learning, changing, and adapting apply to all marketable businesses. Government entities often seek out and implement mandatory training often. Standards, regulations, positions, mission required, and social issues are often changing requiring this type of environment. It is also encouraged to seek training so that one may become more versatile, which strengthens the employee’s commitment. This type of management displays the faith an organization might have in an employee and his or her capabilities. This also allows was to develop and grow professionally, which will also open avenues for promotion. This is an important factor, because there are not many opportunities for promotion within government employment. Unless the position is promotable to higher grades most often employees have no choice but to apply for a different position. In one’s own experience, government organizations are more willing to hire employees within rather than a stranger off the street. This can hinder bother sides of the fence. This will hinder new people from entering the organization, which limits ideas and innovation. The positive aspect of hiring within can be viewed as promoting a competitive edge within the workplace, but if not careful it can also cause conflict. So, it is pertinent for managers who are selecting officials to consider all those who apply within the organization when hiring within. So, although one’s organization does promote, facilitate, and value a learning environment; it can overlook those who may be more qualified for positions by hiring within the organization.
In conclusion, a learning environment enables innovative thoughts and processes. These can empower any business and launch it into succession on the wide global market. So, it is important to have dedicated managers and employees who pave the way through development and hard work. A learning organizations allow people to continuously expand his or her capacity to create results desired by them and the organization. When these ideas and patterns are nurtured and the individuals are trained, it will facilitate the transformation of any organization (Infed, 2014).

References:
BusinessDictionary.com. 2014. Retrieved from http://www.businessdictionary.com/definition/learning-organization.html
Chron. 2014. Retrieved from http://smallbusiness.chron.com/critical-success-factors-learning organizations-48490.html
Forozandeh, L., Soleimani, M., Shah Nazari, A., & Nasri, H. (2011, October). Studying the relationship between components of the learning organization and organizational commitment. Interdisciplinary Journal of Contemporary Research in Business, 3(6), 497-509. Retrieved from http://journal-archieves12.webs.com/oct0011.pdf
Infed. 2014. Retrieved from http://infed.org/mobi/the-learning-organization/