How Could Leadership Contribute to the Transformation of a School Unit into a Learning Organization (Published)
This study attempts to explore primary school teachers’ perceptions regarding the contribution of leadership to the transformation of schools into learning organizations. The results show that leadership can play a significant key role in the transformation of schools and there is a positive correlation between school leadership practices and its functioning as a learning organization.
The Effect of Learning Organization, Organizational Climate, and Work Motivation on Work Satisfaction And Teacher’s Performance of Teachers of the State High Schools in Kendari City, Indonesia (Published)
This study aims to analyze the effect of: 1) learning organizations on job satisfaction; 2) organizational climate on job satisfaction; 3) work motivation on job satisfaction; 4) learning organization on teacher’s performance; 5) work motivation on teacher’s performance; 6) organizational climate on teacher’s performance; and 7) job satisfaction on teacher’s performance. This research is a survey on 115 teachers with a proportional stratified random sampling. Probability sampling technique and structural equation modeling was used to test the hypothesis. The results of the research shows that learning organizations has a positive and significant effect on job satisfaction; learning organization has a positive and significant effect on teacher’s performance; organizational climate has a positive and significant effect on job satisfaction; organizational climate has a positive and significant effect on teacher’s performance; work motivation has a positive and significant effect on job satisfaction; work motivation has a positive and significant effect on teacher’s performance; and job satisfaction has a positive and significant effect on teacher’s performance. It is recommended to examine other variables that influence teacher’s performance improvement such as organizational culture and leadership style.
The Learning Organization According to Senge: Recording and Validation of the Park Research Tool in Primary Education Schools in the Prefecture Of Ilia (Published)
This paper comes to explore the perceptions of primary school teachers about whether or not schools feature elements of learning organization as they are defined by Senge’s five principles are presented at schools. The research tool used to capture their perceptions is the Joo Ho Park questionnaire. The results of the survey show that it is possible to apply the five Senge principles to educational environments and the questionnaire used can be a research tool for capturing and recording organizational data in school units.
Organization Development Models: A Critical Review and Implications for Creating Learning Organizations (Published)
Over approximately the last 20 years, models have been used to guide the organization development (OD) consulting process for enhanced organizational effectiveness, with implications for creating learning organisations. This review analyses and synthesizes the characteristics, similarities and differences, and strengths and weaknesses of four main models of OD, and the extent to which they can be used to create learning organisations. The models reviewed are the three-step, action research, appreciative inquiry, and the general planned change model. Whereas all four models overlap in characteristics such as involving participants in the change process, important differences including the focus and stages of change exist amongst them. On the basis of the review, the general model of OD which integrates the other three models is revised and extended to address two main gaps. The first is the absence of a stage in the change process that focuses on assessing pertinent organizational and client factors capable of influencing the success/failure of planned change efforts. The second concerns the lack of clarification on how organizations can become learning organizations as part of the change process. The proposed extended general OD model comprises six overlapping stages, including a final “empowering-withdrawal” stage. It proposes that OD efforts should empower clients to become learning organizations as an ultimate focus of the field of OD. The review holds important implications for OD practitioners and researchers to jointly adopt, review, and build on the proposed revised general model of OD.