Learning organizations are found to be more resilient and adaptive to globalized pressure. For a Community College that vows to serve quality education, it also needs to pursue how it can cope with the rapidly changing environment demanded by globalization. This study aimed to assess the dimensions of learning organization at a Community College and its readiness to change. This study utilized the mixed method integrating quantitative and qualitative approach. The researcher used the survey method consisted of a demographic questionnaire, the DLOQ (Watkins & Marsick, 1993, 1996, 1999) instrument, and attitude toward change instrument by Dunham et al. (1989). The study revealed that demographics like age, educational attainment, employment status and years of experience are a significant source of differentiating opinions among the respondents considering the seven dimensions of the learning organization. Learning organization as a paradigm should be approached holistically. It is of paramount importance that the community college values its faculty and staff, regarding them as the most important resource to gain competitive advantage and to meet the demands of globalized pressure.
Keywords: Learning organization, readiness to change, demographics
Learning is the key to future success and the foundation to adapt to the rapid change successfully both for individuals and for organizations. Learning organization is a widely known concept for many organizations, both entrepreneurial and academic. It is considered as one of the key foundations to adapt to the world of changes especially in this era of globalization. This globalized pressure is perceived as forces acting on educational institutions that are tied to culture, economics, politics, business, and power "pushing 21st century higher education toward greater international involvement" (Altbach and Knight, 2007; Bond, 2006 as cited by Cinches, Russell, Chavez and Borbon, 2015).
Many educational leaders find difficulty in responding quickly and flexibly to the increasing expectations of these unpredictable changing environments. Many believe that to overcome today's difficulties in education systems, adapting the learning organization posture is still the best means of coping with the globalized pressure for change (Ayupp and Perumal, 2008; Moloi et al., 2009; Senge, 2006).
Peter Senge (1990) describes a learning organization as one that connects its members closely to the mission, goals, and challenges of the organization. His theory asserts that these close connections are necessary for the organization to meet the demands of rapid change. Thus, the need for such organization is to be flexible and adaptive to rapid change to become truly productive and successful. For this to happen, it is argued, that organization need to 'discover how to tap people's commitment and capacity to learn at all levels (Senge, 1990). This applies to both individuals and organizations. Thus, for a learning organization, it is not enough to survive, it needs to be dynamic enough to empower employees to be creative, productive in many ways. Learning in organizations with the purpose of making employees feel empowered has been shown to be a significant factor in organizational successfulness, and in adaptation to changes, helping organizations to survive longer...
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