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Examining organizational learning for application in human service organizations.
Abstract
This study examines organizational learning (OL) with member organizations of a state association for children and family services. OL has been studied in business organizations, but the concept has value in the context of human service organizations (HSOs) as well. HSOs face increasing demands for accountability through evaluating outcomes, requiring new organizational skills and activities. The state association has collected outcome data from member organizations and has provided external consultants to help organizations interpret and use the information to improve organizational functioning. OL was measured pre- and post-external consultation using a questionnaire developed by Templeton, Lewis, and Snyder (2002). Two factors were identified through factor analyses, organizational culture and environmental awareness. In the qualitative findings, respondents identified the following facilitating factors: leadership, philosophy, new staff/new leadership, willingness, planning, and training. Perceived obstacles to OL included resistance, philosophy, finances, and time. External consultants were perceived as contributing to evaluation, awareness, motivation, and training. Implications for organizational practice, the education of future HSO leaders, and future research are discussed.
Journal
(2009)
vol33
no3
pages297-318
Categories
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Nonprofit Organizations (Theory)
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Organizational Theory
