Existing Barriers In Organisational Learning Commonwealth Bank Austra

Question: Discuss about theExisting Barriers In Organisational Learningfor Commonwealth Bank Australia. Answer: Introduction The Commonwealth of Australia is one of the multinational banks, operating its business in different countries of the world (About Commbank 2017). It offers various financial services like business and institutional banking, retail, insurance, funds management, broking and investment services (About Commbank 2017). Commonwealth Bank of Australia believes that by fostering organizational learning culture within an organization can support in primary value propositions (About Commbank 2017). It even helps in addressing the competencies and skill gaps and even offer development inputs to an individual. Most often, organization comes across barriers in the learning process, which later on impact the performance of the company (Aragon-Correa, Garcia-Morales and Cordeon-Pozo 2007). It is important that leaders are required to create the contextual support for the purpose of increasing the barriers, which will, later on, facilitate the learning needed for innovation (Aragon-Correa, Garcia-Morales and Cordeon-Pozo 2007). Commonwealth Bank of Australia had come up with many barriers that hinder the process of organizational learning. One of the key barriers relates with biases in action. The cycle of bias for action includes different problems like a requirement for work, lack of reflective observation, lack of concept understanding, immediate action on task, time wasted on inconclusive deliberations, fear to get failed, lack of decision making, and no certainty of getting results (Aragon-Correa, Garcia-Morales and Cordeon-Pozo 2007). Commonwealth Bank of Australia had also come across one more barrier in organizational learning, and thats resistance to change. The bank had failed in past to take change initiative, in spite of the involvement of stakeholders. It is true that, for bringing substantial technological change in the company, the leadership transition or either the shift in the day to day process, that create average work day, initial resistance should be taken and company should adapt it, and it's where the management can effectively communicate with the team for enhancing the understanding about need to bring change (Aragon-Correa, Garcia-Morales and Cordeon-Pozo 2007). Change should also be worn for increasing the motivation to succeed, and feedback is valued and help in the decision-making process. It is important that managers should take a responsibility and emphasize and make the team understand that the change is adopted for the benefit of both team and company (Berson, Nemanich, Waldman, Galvin and Keller 2006). Commonwealth Bank of Australia is also facing the barrier of biases in culture, which hinder the development of organizational learning within an organization. Cultural diversity exists in Australia, and people often come with different knowledge and create influence on others (Berson, Nemanich, Waldman, Galvin and Keller 2006). Usually, organizational learning debates are avoided in the bank, but for the purpose of mitigating the issues, it is important that discussions should be initiated (Berson, Nemanich, Waldman, Galvin and Keller 2006). Through debates, individuals thoughts can be placed in front of others and can even support in bringing the outcome (Berson, Nemanich, Waldman, Galvin and Keller 2006). Even managers are expected to discuss the issues in the team, as it can help in taking a decision or deriving an outcome. References About Commbank. 2017. [Online]. Available at: https://www.commbank.com.au/about-us.html?ei=CB-footer_about-commbank [Accessed on: 31st January 2017]. Aragon-Correa, J. A., Garcia-Morales, V. J. and Cordeon-Pozo, E. 2007. Leadership and organizational learning's role on innovation and performance: Lesson from Spain. Industrial Marketing Management, 36, pp. 349-359. Berson, Y., Nemanich, L. A., Waldman, D. A., Galvin, B. M. and Keller, R. T. 2006. Leadership and organizational learning: A multiple levels perspective. The Leadership Quarterly, 17, 577-594.