Study on Organizational Culture in Conservation Environment Organization: Use of Learning Organization Model

ABBASI, ENAYAT; KABOLI, NARJES; FARHADIAN, HOMAYOUN

doi:10.22059/ijaedr.2013.36728

Study on Organizational Culture in Conservation Environment Organization: Use of Learning Organization Model

Document Type : Research Paper

Authors

¹ Assistant Professor, Agricultureal Extension and Education, Faculty of Agriculture, Tarbiat Modares University, Tehran, Iran

² MSc. Student, Agricultureal Extension and Education, Faculty of Agriculture, Tarbiat Modares University, Tehran, Iran

10.22059/ijaedr.2013.36728

Abstract

In present competitive business environment, learning organization is an important competitive advantage. Along the time with its changes, cause the organization has to pay more attention to learning for improving their quality process more than the past. These changes has affected on different organizations, such as Conservation Environment Organization (CEO). According to the monitoring role of CEO and necessity of communication and interchanging with the other organizations, It should be a learning organization. This research aimed is investigating the organizational culture in CEO, using Watkins and Marsick’s seven dimensional learning organization model. The research was a survey method and descriptive- correlation techniques. The population was all staff in conservation environment organization (N= 723). A sample (n=119) selected through the Bartlett table and it was used proportional stratified random sampling. Data collected by using Watkins and Marsick’s Dimension of Learning Organization Questionnaire (DLOQ). The results showed, the CEO is not a learning organization. Individual learning is dominant learning level in this organization. The compare of different learning levels (individual, group and organizational) between females and males, and between staff with related and non-related courses with environment showed that there was different between these groups in individual learning. According to another part of results, there was no significant difference between managers and non- managers, concerning the organizational learning in different levels.

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