Steps Taken To Make P&G A Learning Organization
According to Garvin (2000), a learning organization denotes an organization that enhances the continuous learning of its members so as to enhance its competitiveness going forward. An analysis of the various decisions which were taken by Lafely on his appointment as the Chef Executive Officer of P&G shows deliberate efforts to make the company a learning organization. To begin with, Lafely began by offering his staff enough room to operate and make decisions. This effectively meant that decision making at P&G was no longer a preserve of the management.
Further, it can be noted that by allowing his staff to make decisions, Lafely was enhancing their ability to be innovative and respond to a wide range of challenges facing the organization. Lafely also went ahead to eliminate bureaucracy which could have stifled the efficiency of the company. By eliminating the barriers between the management and other staff at the lower cadres, Lafely enhanced the ability of the firm to increase the pace of reforms or change by ensuring that everybody approached change from a common perspective.
The focus on ethical issues
From the time he took charge at P&G, Lafely concentrated on doing things the right way. For instance, he exalted merit by appointing a woman to head one of P&G’s divisions in the process surpassing 78 general managers. Further, his efforts to enhance customer focus are laudable. Indeed, it is pointed out that he is more inclined towards ensuring that P&G’s focus is fully shifted back to he consumers in the marketplace. It can also be said that by enhancing the performance of the firm, Lafely has acted ethically as his actions has maximized the return on shareholders in addition to protecting jobs.
References
Garvin, D.A. Learning in action: a guide to putting the learning organization to work. Harvard Business Press, 2000
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