A Study of Learning Organization Development Strategy for Public Sector – An Example of Hualien County Government and Associating Top Ranking Offices

• Main Authors: Ya-Ping Lo, 羅雅蘋
• Other Authors: Charng Kao
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/78749577498927479368

碩士 === 國立東華大學 === 公共行政研究所 === 100 === Dwelling in the stormy 21st century, we all can be certain that “change” is the only constant trend. With Globalization sweeping across nations, rapid flow of information, and customers continuously demand more and better services, the public sector is facing an unprecedented challenge. As a result, continuous learning has become a crucial factor for sustainable development in the long run. An organization is required to absorb new knowledge and skills to meet the increasingly complex problems. Learning-organization, hence, arises from present competitive condition globally, and has become the new main stream organization that possesses competitive advantage. Knowledge is the key tool of production in 21st century. To enhance organizational competiveness, it must be combined with technology for storage and easier access for members of an organization to attain better competitiveness and performance through learning, discussing, and sharing. In other words, the force generated by organizational learning will not only benefit an organization, but also a nation as a whole. In this study, the approach of conducting surveys was used to understand how well a learning organization strategy has been implemented in the public sector, and to determine whether the result of such strategy would be altered by different personal traits, as well as the linkage between the two. The final conclusion generated through study the implementation depth and linkage between personal trait and organizational learning result would then be used for developing recommendations for better future development. According to my study, the Hualien County Government and Associating Top Ranking Offices has a fair well understanding of learning organization strategy. As a result, personal characteristics of age and current position are determined to have significant influence on the level of understanding learning-organization. The conclusion of my study includes, male members tend to have better recognition than mid-aged and high ranking ones in terms of learning-organization; administrative unit has better appreciation of learning -organization than business unit; mangers have stronger cognition toward learning-organization; and also, learning-organization has a significant connection with performance level, especially when it comes to continuous efficient learning opportunity. Rapid governmental function expansion has led to continuous growth in public budget. With limited resources and higher citizen demand for more and better services, the government should effectively establish a positive learning, innovative, and service-oriented working culture to face more than ever challenging problems in the future. The ultimate goal for establishing a learning organization is to enable organizations to synchronize with the dynamic changing environment, and allow it to achieve competitive performance. This study makes conclusive ecommendations in terms organization structure, cultural, learning environment, knowledge anagement, and incentive system, in order to accomplish a innovative and nowledge sharing cooperate culture.