SIA CORPORATION 1. What are some of the social, political, and economic forces that are influencing SIA’s decision to become a learning organization? When SIA Corporation decides to become a learning organization that SIA manager thinks about developing five discipline: system thinking, shared vision, challenging mental models, team learning, and personal mastery in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability. In the early years of the new century, many companies use behavioral sciences approach that means they use information and techniques from the social sciences to improve organizations health and improving internal relationships, and increasing problem for solving capabilities. In that time, social and political environment is changing. If SIA Corporation keep their own political policy, and keep its own hierarchy, characterized by strong top-down administration, SIA could not able to see or compete to other organizations as competition for achieving its goal. “Those companies which seek to undertake organizational learning will surely gain competitive advantage over those who don’t. Improved capabilities and core competencies are built. Some simple steps, such as proper documenting, will prevent mistakes from being made twice. A company will not grow to its full potential unless organizational learning is taking place. Without organizational learning, companies will not be able to compete and thus will disappear”
2. If you were a specialist at SIA, how and why would you respond to the proposed changes? What steps would you suggest Jerry take to increase employee utilization of the knowledge-sharing system in particular? How can he encourage SIA employees to share information? It is the best idea of changing the proposal because it is one of the best ways to develop organization, improve employees’ technology skills, increase relationship between