- Group learning
In group learning the individuals pool their skills and abilities to solve problems which,
in turn becomes source of learning for the group members. Group performance is far
superior to individual performance as the variety of knowledge and skills found in a
group is much more than that found in a single individual. When a task is assigned to a
group, each group member contributes towards accomplishing that task using their skills
and knowledge, thus creating synergy in the group and therefore, raises the overall
performance of that group. In the processes the group members learn from the skill and
knowledge of other group members and thus resultantly, causing improvement in
individual’s performance. Senge calls this type of learning as team-learning (Jones,
2004). Referring to a case study of Toyota motors, Jones says that:
Large performance gains were achieved in the factory when
Toyota's managers created work teams and empowered team
members to take over the responsibility for measuring, monitoring,
and controlling their own behavior to find ways continuously to
increase performance. The power of teams to bring about
organizational learning is also revealed in another of Toyota's
attempts to increase effectiveness. (2005:p. 404)As the team members are closely associated with one another therefore, learning
pace is higher among the team members. This also because of the support extended by
the other team members to an individual, with the purpose to accomplish his task and
contribute to the success of team.
- Organizational Learning
At the organizational level learning is facilitated through appropriate structure and
organizational culture. The organizational structure can be so designed that will facilitate
inter-group communication and problem solving which will in turn promote team
members learning. The organization structural approach can be either mechanistic or