Disciplines in Senge's five

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In his publications, Peter Senge makes a significant effort to provide a solid basis upon which organizations can expand if they adhere to the so-called "five disciplines" of management. The five disciplines aid us in comprehending the difficulties that both internal and external factors pose to our businesses. Knowing that Senge's five disciplines are interconnected and that each one must be learned in relation to the others is essential to understanding Senge's five disciplines.

The first of the five disciplines is referred to as systems thinking. Senges promotes for managers to perceive organizations as a whole and look at each events in the organization as an individual instance within this discipline (Mark, 2001). There is under this discipline the need to emphasize on the cause effect factor and as a manager; one should seek to understand the cause of any action of staff members or even customers. The perception of a manager towards a member of staff may affect the relationship between the two and consequently affect their performance. Eventually the organization will suffer as a result of such action. This therefore shows that while a manager’s attitude towards an individual staff member may appear as something small, a manager needs to understand that an organization is a system that interrelated and all must work in harmony. According to Senge, there will always be some feedback to demonstrate the thinking of either the managers or staff. Time must be taken to assess feedback and appropriate action taken promptly.

The second discipline according to Peter Senge is Personal Mastery. Under this discipline, Senge points out that those people who possess high degrees of personal mastery tend to succeed. It is advisable according to this discipline that a person should pursue mastery of both spiritual growth and perceive life as a work that is creative worth studying. Senge explains in this discipline that managers must create an environment that enables personal mastery and where employees feel their safety is guaranteed. This then will motivate them to become creative and more productive. Opportunities for personal growth and on-job training will then be available to encourage workers to grow.

The third discipline is Mental Models where there is explanation on the difference in people’s mental perceptions about other and events. Managers who understand this discipline will tend to be more accommodative with an understanding that their subjects cannot think in a like manner and that they should also not harbor any grudges with their workers. (Dong-Shang &Kuo-Lung, 2007). The understanding of this third discipline will help in revealing people’s hidden motives or assumptions when doing certain things. It will then be possible to assess a case based on the possible motive of the individual.

On the forth discipline, Peter Senge talks about Shared Vision. In this case, there is reference to the importance of having a share vision among employees in an organization. The vision is a source of unity if it is shared among workers and Senge has emphasized this fact by saying that it creates a strong desire for learning. Every person in the organization should be part of the organization’s vision if it is to succeed.

Lastly the fifth discipline is Team Learning. Here, this discipline enhances the discipline of personal mastery. It is a process that encompasses aligning and developing the capacity of a team to achieve the goals that its members truly want. Where there is team learning, there is bound to be unity as there is a strong sense of pursuing a common course.

An organization that supports organization learning has, among other characteristics, a culture that supports employees to develop. The employees are given opportunities to pursue personal growth and there exists an environment where the relationship between the employees and the managers is cordial, (Moya, 2015). Everybody in such an organization is motivated and share the great vision with each person striving to achieve a given target. While Senge’s five disciplines point out at what organizations should do to grow. It consequently points at what it takes to create a favorable climate for organizational learning. Where there is favorable climate for learning there is also room for growth.

Reference

Dong-Shang Chang, Kuo-Lung Sun (Sep 2007). Total Quality Management &Business Excellent. Vol.18, No. 7, 807-822.

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