Applicability of the Learning Organization Concept to the Ministry of Health: Managers' Perspectives
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Date
2009-08-15
Authors
Arwa Abdel Wahab Shalabi
اروى عبد الوهاب زكري شلبي
Journal Title
Journal ISSN
Volume Title
Publisher
Al-Quds University
Abstract
Universally, organizations facing uncertain, changing, or ambiguous contexts need to be
able to learn in an efficient and effective manner. In the absence of learning, organizations
and individuals simply repeat old practices and improvements are either fortuitous or
short-lived. In line with the recently developed learning organization concepts (LO),
organizations are increasingly required to be dynamic learning systems in order to
develop and thrive. The overall aim of this study is to ascertain the applicability of the LO
concepts to the MOH institutions in Gaza from the managers' perspectives.
The design of this study is a quantitative, descriptive, analytical cross-sectional one. Selfadministered
standardized questionnaire (Dimensions of the Learning Organization
Questionnaire) was completed by 662 managers with a response rate of 74.9%. The
overall reliability coefficient was high (0.820).
The study indicated the total revealed mean of the five LO disciplines was 5.7 (out of 10)
with the highest mean for systems thinking discipline (6.1) and lowest mean for the
personal mastery discipline. In addition, the dimensions of the LO revealed a total mean of
5.2 out of 10; with the individual learning being the highest (5.3) and the team learning
and organizational learning being the lowest (5.1). The extracted findings reflect weak
performance of the MOH as a LO from the perspectives of its managers. In other words,
the MOH is not yet considered as a LO implying that it is neither facilitating the learning
of its members nor transforming itself as needed.
The study concluded statistically significant variations in perceptions among the subjects
where the PHC managers had elicited higher mean scores than their counterparts in
hospitals (P value 0.05). Also, positive differences were revealed between the managerial
positions and the elicited mean scores (P value 0.0001). Congruently, managers who were
working in the field of finance and administration had higher mean scores than others who
work in technical arenas (P value 0.001). Moreover, male managers elicited higher mean
scores than their female counterparts (P value 0.005). Regarding the organizational
related variables, the availability of organizational strategies, strategic plan for training,
follow up after training and the availability of clear structures were associated with higher
means scores with statistically significant differences. The dominant organizational
learning style was "Habits Style" which is characterized by repetitive processes and blind
automaton.
The study provided a framework for strengthening the MOH to become a LO that
transforms and develops itself. Special attention should be paid to support sharing
knowledge and team learning. A basic, yet essential, approach includes promoting issues
pertaining to strategic management.