The idea of the learning organisation is based on three main issues which are referred to as the 3 M’s:

-Meaning: here the organisation needs to pocess the well grounded definition, it must be actionable and easy to apply.

-Management: here the organisation needs to have clearer guidelines for practice, filed with operational advice as to high aspirations also show

rious units, lack of a shared vision, unclear missions, internal competition, poor communication, and inadequate leadership. At the team level, similar negative factors are evident, although on a smaller scale. Value clashes replace cultural ones. Lack of clarity about the team's charter replaces lack of an organisational mission or an overreaching organisational vision. In both situations, however, negative synergy is the direct result of being unable to learn and to improve performance efficiency as a result of this learning.

All workers have an increased awareness of the company's status, and all that goes on in other departments. Communication between and across all layers of the company gives a sense of coherence, making each individual a vital part of the whole system. Workers perform better as they feel more a part of the company; they are not just pawns in a game.

ng new knowledge. They must also commit their most valuable asset--time--to learning and applying this learning themselves. With this said the thought of a learning organisation is one which looks quite good on paper but is I would feel a bit to hard to put to practice. Though it poses to be highly significant, in modern day environment for competing in rapidly changing environments means your organisation must be able to track your environments, identify changes, and adjust to these changes. "In a work that is constantly changing, there is not one subject or set of subjects that will serve you well for the foreseeable future, let alone for the rest of your life. The most important skill to acquire now is learning how to learn." This is as true of organisations as it is of individuals. Life cycles of products are shortening dramatically, sometimes ending prematurely and permanently as new products replace them. Organisations may also die, or at least decline severe, if they have not paid attention to the rapidly shifting demands being placed on them.

There is also improved social interaction. Learning requires social interaction and interpersonal communication skills. An organisation based on learning will ensure members become better at these activities. Teams will work better as a result.

Next the organisation would have to determine it’s environment. Centralised, mechanistic structures do not create a good environment. Individuals do not have a comprehensive picture of the whole organisation and its goals. This causes political and parochial systems to be set up which stifle the learning process. Therefore a more flexible, organic structure must be formed. By organic, we mean a flatter structure which encourages innovations. The flatter structure also promotes passing of information between workers and so creating a more informed work force. It is necessary for management to take on a new philosophy; to encourage openness, reflectivity and accept error and uncertainty. Members need to be able to question decisions without the fear of reprimand. This questioning can often highlight problems at an early stage and reduce time consuming errors. One way of over-coming this fear is to introduce anonymity so that questions can be asked or suggestions made but the source is not necessarily known.

Leadership would also have to be looked at. Leaders should foster the Syste

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