By Emma
this result of survey is from a product line manager of my father’s engineer company.
the background of this engineer company
this company is a motor components maker, which has developed for 16 years. It mainly focuses on the quality of products from the beginning, but neglects management system. It is a traditional manufactory, the decisions are always made by the boss and the boss encourages normalizing operation
Training and learning environment
From the data showed in the survey result, we can notice the learning passion is not quite high in this organization. It can be understood because it is a manufactory industry--almost every process has been ruled, employees repetitively operate everyday, no much need to change. But compared with few years ago, it is better now, because the learning room was built. Managers in different department can give lectures for their fellows and solve usual problems for them. So the learning environment has a little improved.
The company never provided a formal training. if new employees come in, the manager of certain department will offer technical instruction and give help. To the experienced employees, the company encourages them communicating with managers who are working in other organizations(e.g. supplier). But one thing needs to be mentioned, managers in individual department regularly take classes for problem solving and make monthly conclusion to improve producing skill.
Information transferring
Among manager and employees
Information transferring is open, once something happen, product manager can solve problems in time, and avoid grave consequences.
Among boss and manager
The boss is a traditional manager, who are inclined to keep original operation model. Therefore it is hard to let him accept new ideas, even implement different working ways. But he encourages group discussion, and focuses on improving product quality. Information transferring is not quite easy.
Among different managers
The frequency of correlation always happened among managers, they transfer new ideas and creative thinking during workdays. Besides, they help each other solve difficult problems if necessary.
Conclusion
This unit has a low learning environment, the reasons are:
(1) industry type
most employees do the simple work, like assembling components, not have to master high-tech skill, 3days training is enough to get to work, and from then on, it is not necessary to do a big change or improvement. So further learning is not essential for ordinary workers
(2) leadership
the boss is not a person who likes innovating and creating, just keeping manufacturing current products and ensuring product quality. However, managers in different section are eager to learn more skills, not just producing skill, but also management approach. Therefore, managers are willing to learn from other department managers in or out of the organization
however, from the survey result, it shows high degree in information analysis. It proves that the unit still has high efficiency in information dealing.
The decisions are always made by the boss among many traditional manufactories or any other private enterprises. To reduce the cost, there do not have formal training and learning in many private enterprises. Are there any other reasons which restrict the learning organization develop? I think your topic is great request to study.
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