process and not a program and management should be involved in it (1989). This means
that Simonsen, Cheryl, Salvanski and Buckner all supported that it should be formally
integrated in other development processes of the organization and should be back by the
authority at managerial level.
2.11.6. Enabling environment for two ways development: Organizational
and Individuals
With respect to creating an enabling environment Senge (1990) has focused on creating a
learning environment with in the organizations. According to Senge(1990) five cultural
elements including beliefs and assumptions, established practices, skills and capabilities,
networks of relationships and awareness and sense abilities, influence learning of the
individuals and the leaders creates an enabling environment by paying attention to these
elements (pg. 285). In an organization the manager are the leaders who are responsible
for creating such environment. According to Robbins:
As organizations have widened spans of control, flattened structures,
introduced teams, reduced formalization, and empowered employees, the
shared meaning provided by a strong culture ensures that everyone is
pointed in the same direction.( 2004 )According to Simonsen(1997) where an organization endeavors to maintain a
development culture the managers are aware of individuals’ driving forces and needs.
This enables them to maintain the flexibility to reward and recognize when the staff
deliver beyond expectation. He further adds that they are acknowledged through different
ways and that may not be always costly but should be clearly understood by the
employees (Simonsen, 1997)
Enabling environment may also include the setup of the office or work place.
Carsia(2003) quoted Stanton a planning analyst, in the article Designing Workspaces for
higher Productivity, saying “ some companies use the open-office plan to support a
business philosophy that encourages communication and a collaborative environment.”