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Key Topics
Requirement
The Paper must cover the core details listed for this project, including:
The differences between any conventional model of organizational learning covered during this module, and the learning strategies and processes prevalent in your country or region.
Your personal knowledge and experiences of local business practices, customs and traditions (or obtain this knowledge through interviewing others in your country), which will serve to correct and/or enhance what is offered in your textbook chapters.
How to create organisational knowledge.
The social context and processes of learning.
How to learn within networks.
The impact of multinational networks on learning.
How to learn through strategic alliances.
What barriers influence organisational learning?
Your final project hand-in should be between 1500-2000 words. It should be formulated as an organisational learning strategy to business people aiming to operate effectively with local staff in your country, in an effort to set up a viable business venture.
Solution
Introduction:
Organizational Learning has evolved into a huge psychological science and proponents are increasing globally. The organization these days are dependent on skill sets that are very dynamic and every time getting a new person for the job is a difficult deal. Considering a place like Middle East where the majority working population is Expats, it is an even more difficult affair to get to the issue. So, OL has gained much-deserved popularity there. In this way the companies are able to hold a good deal of working crowd in the company and still maintain the latest skills in them. All the time getting a good trained staff is difficult and hence the OL seems to be a logical solution for the companies there. The OL will not only maintain the skill set level of the people but will also raise the overall level of the company and decrease dependency from consultants that have been the culture of Middle East since ever.
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Conventional Model of Learning v/s Middle East Learning Strategies:
As per the conventional model of OL, it is recommended that the learning in the organization must be through two defined strategies which is peer to peer learning and mentor – mentee learning (Capece, 2013). This way the companies have been able to establish a learning environment in the company and it has been successful till now. However, the three concept of learning in ME has been very different, considering the example of the luxury brand like Fairmont, Raffles and Swissôtel, the learning has been more towards the consultant and agency based learning that has not been in the best interest of the company in the current scenario, where expats are a little hard to get with the required skill sets (Dierkes, 2003). The idea remains the same the retention of the base crowd is the key and they can also develop other resources. Considering the sector here which is luxury hotel, the experience of the guests matter and that can only be achieved by a single set of skills that can transferred from peer to peer (Manuti, 2015).
Saudi Arabia and Fairmount Raffles Hotel:
Saudi Arabia is a country of riches and expats, the main religion followed is Islam and it follows the benevolent dictatorship model, they have a King who takes the control of the entire administration of the country (Mimouni, 2011). The main industries is Fashion Retail, Oil and Gas and banking and there is a huge array of Luxury Architects and Hotels in the country. The country has been run mainly by expats and the companies usually don’t hesitate to bring a seasoned person for a particular job almost immediately and on good pay scale.
Fairmount Raffles Hotels are a stream of Luxurious hotels and they are pioneering in the scope as well. They have lately acquired the three luxury segment hotels and they are today the leaders in Luxury segment hotels in the Country (International, 2016). They are head quartered in Canada and usually follow the international protocol of conduct and they have been successfully running the operations is some 30 plus countries globally. They are constantly revamping themselves and currently their main view is towards rationalizing and standardizing the operation in the three latest acquisitions they have made.
Organization Knowledge:
The main challenge in the hotel industry is to give the elite and similar experience to the guest all the time and that only comes when there is a standardization of best practices in the system (Argote, 2013). The case of Hotels the issue is to retain the work force and if the learning is not maintained in a proper manner, then there is no way the standard may be maintain (Bayraktaroglu, 2003). There is a huge peer to peer learning possible in hotels and when the system is set for the Learning organization the results are also superlative.
From Saudi people expect elite services and at global level the strategy is the same. However, at global level systems are more towards optimization of operations, but the same strategy does not work in Saudi and people like lavish spending (Dierkes M. B., 2003). Hence the learning should be developed with a merge of local and global team and enhance the outcome of the business (Haak-Saheem, 2014).
Learning Within Networks:
Through the mergers of the three Elite hotels, there is a big opportunity for the company to basically amalgamate the best practices of the three elites together and give the guest an experience that is impossible to be achieved elsewhere. The idea here is to ensure that only good practices prevail and the staff of the three hotels should act like a learning of the other hotel and bring in the change in the service level in a positive manner (Romano, 2009).
Like Raffles is best known for its room service and Fairmount is best known for its food service. Since now they are part of the network and hence these two capabilities can now exist independently in the two hotels and giving the flavor of elite service end to end to the guest and making it the prime choice for the guest always (Ró?ewski, 2015).
These network learning will take time but need to managed systematically and the success is basically ensured in this case.
Impact of Multinational Networking:
There is always a blend of local taste and the international elite services that is expected out of the hotel of this genre. This can be best achieved by International learning capabilities that exist in this substrata. This is unique blend that can be made in this set up. The three hotels can devise a strategy and learning, so that the local elite blend can be merged in the system.
At the same time there is an opportunity to learn the capabilities of the international status by bringing in people from Canada Head quarter to impart the international changing habits and hence when the expat or visitor come to the hotel they are assured that the best in class service in accordance to their culture and system will be given to them. This is not as simple as it seems as it need a lot of change management and reengineering that will be deployed in this and when implemented it will elevate the name of the hotels to a new height that it will deserve (Turner, 2015).
Strategic Alliances:
In the future there will be new and advanced processes that will be coming up and which will need a lot of unlearning and relearning for the people. There must be reskilling of identified set of people throughout the year and a strategic core team will be formed out of the three hotels which will always be learning the key skills and new skills and the same may be transferred to the other set of people and in the same way the key and relearned new skill will become part of the system and that ways the people will be working in the latest skill always (Dierkes M. B., 2003).
The new skills will be given by a strategic alliance that will be made by a foreign and international skill upgrade team, which will be formed at the corporate level in Canada, the international exposure will ensure that the standards are maintained and people get the best service always (Leonidou, 2015).
Barriers:
There are three major barriers towards reskilling and learning in an organization. First is that people are reluctant to learn new things after regular interval of time. There is always a comfort zone that is achieved in every work that a person does and when they are asked to unlearn that relearn a new thing then that is something that will bring in frustration and unwillingness to learn. This is a big issue of change management that is difficult to manage (Short, 2010).
Secondly, the dynamic environment which keeps on producing something new all the time. To arrange for the skill set change and ensuring that the people learn in the actual form is highly ambitious and difficult thing to achieve.
Thirdly, the strategic potency to merge the local and international taste is another big issue that has to be fulfilled. The People are used to a specific type of taste like Indians like Spicy food and International genre does not favor that. That brings in a conflict and hence a barrier to learn the new skill (Jones, 2006).
Conclusion:
It is very well learned that there are several conflicts that runs in a company, the conflict between the international and local level synchronization, the conflict of change management, the conflict of arranging the new things that are needed to be part of the system etc. In those scenarios the things that is needed the most is the assurance from the management that all the learning will take place in a smooth fashion and that there will no frustration that will pile up in the system. For that an elite set of change managers are needed and that will lead to a smoother transition in the system.
There are many things that can trigger a change in the system and one of them is the willingness to bring it. If it is the corporate policy to bring in positive changes in the system, then there is no way that the change can cause any issue in the system. It is a management art to incubate the system and culture of Organizational Learning and it is to be learnt as the need of the hour. So that the business and offering remain competitive and upbeat always.
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Argote, L. (2013). Organizational Learning : Creating, Retaining, And Transferring Knowledge,. New York: University of Liverpool Catalogue, EBSCOhost, viewed 4 May 2016.
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Bayraktaroglu, S. &. (2003). Transforming hotels into learning organisations: a new strategy for going global', Tourism Management. Paris: ScienceDirect, EBSCOhost 24, pp. 149-154.
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Capece, G. &. (2013). User Satisfaction Affecting the Acceptance of an E-Learning Platform as a Mean for the Development of the Human Capital. New York: Behaviour & Information Technology, 32, 4, pp. 335-343, ERIC, EBSCOhost. Retrieved May 4, 2016
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Dierkes, M. B. (2003). Handbook of organizational learning and knowledge. Oxford: Oxford University Press.
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Dierkes, M. B. (2003). Handbook of organizational learning and knowledge. Oxford: Oxford University Press.
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Dierkes, M. B. (2003). Handbook of organizational learning and knowledge. Oxford: Oxford Press.
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Haak-Saheem, W. &. (2014). The role of knowledge management in creating a culture of learning. Riyadh: Management Decision, 52, 9, pp. 1611-1629, Business Source Complete, EBSCOhost.
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International, F. R. (2016). Fairmont Raffles Hotels International . Mekkah: Fairmont Raffles Hotels International .
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Jones, O. (2006). Developing absorptive capacity in mature organizations: the change agent's role. London: Management Learning, 37 (3), pp. 355-376, SAGE Premier.
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Leonidou, L. L. (2015). Dynamic capabilities driving an eco-based advantage and performance in global hotel chains: The moderating effect of international strategy. Beijing: Tourism Management, 50, p. 268, Supplemental Index, EBSCOhost, viewed 23 April 2016.
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Manuti, A. P. (2015). Formal and Informal Learning in the Workplace: A Research Review. London: International Journal Of Training And Development, 19, 1, pp. 1-17, ERIC, EBSCOhost. Retrieved May 4, 2016
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Mimouni, F. &. (2011). Leadership Development Philosophy and Practice in Saudi Arabia. Cheltenham, U.K. and Northampton, Mass.: Elgar EconLit, EBSCOhost,: Leadership Development in the Middle East pp. 169-196. Retrieved May 4, 2016
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Romano, A. &. (2009). Dynamic Learning Networks. [Electronic Book] : Models And Cases In Action,. London: University of Liverpool Catalogue, EBSCOhost, viewed 4 May 2016.
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Ró?ewski, P. J. (2015). Knowledge workers’ collaborative learning behavior modeling in an organizational social network. Paris: Computers In Human Behavior, 51, Part B, pp. 1248-1260, ScienceDirect, EBSCOhost, viewed 4 May 2016.
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Short, T. &. (2010). Challenges in Aligning Workplace Learning with Business Goals: A Perspective from HRD Professionals in New Zealand. Canberra: Australian Journal Of Adult Learning, 50, 2, pp. 358-386, ERIC, EBSCOhost, viewed 4 May 2016.
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Turner, T. &. (2015). Organizational networks and the process of corporate entrepreneurship: how the motivation, opportunity, and ability to act affect firm knowledge, learning, and innovation. Washingtom DC: Small Business Economics, 45, 2, p. 447-463, Scopus®, EBSCOhost, viewed 30 April 2016.
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