Learning Organization the Skokie Library Book Report

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Most significantly, too, the library runs a free service and a book mobile to reach those who are unable for various reasons (such as being handicapped, ill, or elderly) to use the library. The book mobile has its own selection of books, toys, and a teacher who is available to instruct those who desire instruction and those who need help with their homework.

The library's vision statement is that it seeks to help people pursue lifelong leaning and discovery, as well as enjoyment of popular culture and the arts. It also seeks to help residents become well informed, to engage each other in dialogue and respectful discourse, and to actively participate in the life of the community. All of this makes it an organization that disseminates learning in the fullest sense of the word.

In a practical way -- and as per its mission statement -- it does this by promoting lifelong learning, discovery, and enrichment through a broad spectrum of materials, technologies, and experience. It helps people have access to information, helps them exchange ideas, and helps build an educational, learning community.

In short, the library functions on the premise that it is there to assist its users in finding and gaining information and all of its ambits circuit round that. Organizational learning is part of its process. Not all organizations that pursue organizational learning achieve their aims and become a learning organization (Schwandt & Marquardt, 2000). The Skokie library is an exception to the case.

(ii) strategies that could improve the effectiveness of the learning organisation

Service-dominated logic would be effective in improving the capabilities of this particular -- or any, for that matter -- learning organization. Generated as marketing tool, Service dominated logic can be applied to any industry and service with impressive results. Service dominated logic looks to the long-term, end-result of the business or service. Applying this argument to automakers, for instance, one can argue that automakers are not in the business of producing cars but are rather involved in providing mobility service to the customer (Vargo & Lusch, 2004). All of this reverses the idea of marketing and business effectively placing the consumer in the center of the equation (Mittusis, O'Malley, & Paterson, 2006) and shifting one's focus to discovering the needs and interests of the consumer to the major purpose at hand (in this case, producing and selling vehicles). The perspective and definition of "services" and "goods" is turned inside out, although both remain important in the field but in a different way (Vargo & Lusch, 2004).

SDL places the customer in various different roles (Mittusis, O'Malley, & Paterson, 2006). The norm is to view consumers through a single lens; viewing their actions as results of the trading communication (ibid.) can provide greater and unprecedented value to both consumers and to organization.

All services, and the Skokie library included, orbit around the four Ps of business. It seems as though marketers could improve their service by combining the four Ps with service-dominated logic. The four Ps are product, place, price, and promotion (Gronroos, 1994) and each should be perceived from the vantage point of the client -- of how they are meeting the client's ultimate need (Gronroos, 1994) in the Library's case in making him or her more intelligent, literate, etc. The movie in the library, for instance, that is set up to entertain children could be centered on intelligence-promoting factors. Furthermore, an idea may be to provide individual earphones so that children could benefit from the movie without interruption. The library may be, thereby, expanding its service to new, almost radical types of business altogether but this is the inevitable offshoot of Service-dominated logic.

Another service that may be introduced is a greater eclectic mix of librarians who not only speak a polyglot of languages but also represent the huge ethnic mix of clients that visit the library. Clients will, therefore, learn more and feel less intimidated in approaching them. Classical but dingy items can be repackaged in order to appeal to kids who, generally, zone for the packaging. A play-area can be introduced into the library too to enable accompanying parents and caregivers to devote themselves to their study whilst their kids play. Computers can be set up for children with protected Internet access, and pictures on the walls of the library may reflect educational themes or army center around competitors where borrowers themselves are involved and, possibly, rewarded for their offerings. At the same time, advertised activities may include book readings and orchestras where clients are encouraged to showcase, therefore, develop their abilities.

(iii) barriers to implementing these strategies (iv) how these barriers might be overcome

The essential barriers are that all this costs money. The library, too, has to acknowledge the importance and value of service dominated logic as I see it. Thirdly, there has to be a strong enough demand for the library to earnestly consider incorporation of these suggestions.

These barriers may be overcome in various ways. Firstly, the library is often soliciting feedback and recommendation for improvements from users. Secondly, the library contains a significant management section where users are encouraged to interact with managers for betterment of the facilities. I have become acquainted with at least one of the premier managers and can present my suggestions to the manager. Thirdly, I can approach the library staff regarding hosting a class on service dominated logic. During my presentation, I can connect it to the library and show the library how they would profit from implementing one or more of my suggestions. I could also collect a sizeable amount of names of people who would be interested in receiving these services. Ultimately, money is not the greatest concern for the Skokie administration, being justifiably proud of its library, places it as one of its foremost concerns. Money has to be allocated wisely, but I can show the library the profit that it will gain from expending in these services and that it may start and acquire these services piecemeal, monitoring and testing results before proceeding further.

These are merely a sample of the ways in which the barriers to implementing my suggestions can be overcome.

5. A summary of your overall view of the organisation as a learning organisation

The organization is a learning organization in that it aims to present learning in the most effective and entertaining way possible. Each and every one of its services is geared towards education form its workshops and competitions to its recitals or movie on the lawn.

The library adequately covers each and every subject running from neuroscience to sociology and archeology and beyond so that each regardless of profession and interest can find the fundamental material of his or her interest.

To ensure that clients are helped as thoroughly as possible and that all their questions are answered, they also have a round -- the clock inquiry station where people can call, e-mail, or engage online with researchers. Computers with Internet access, office software, multimedia capabilities, and research databases are available throughout the library. Internet classes for adults are also scheduled monthly, whilst one-on-one assistance with using computers are available by appointment. The Braille Book Collection and foreign languages exists for all ages and the latter covers more than 20 different languages in total and extends to DVDs and CDs.

As one of its educational aims, the library directs readers to 'books of its choice' (including movies and cassettes that it thinks will stimulate and most inspire the reader. In each category, certain material is selected and a brief summary describes the product.

Most significantly, too, the library runs a free service and a book mobile to reach those who are unable for various reasons (such as being handicapped, ill, or elderly) to use the library. The book mobile has its own selection of books, toys, and a teacher who is available to instruct those who desire instruction and those who need help with their homework.

In short, the library functions on the premise that it is there to assist its users in finding and gaining information and all of its ambits circuit round that. As example of learning organization, I could find none better.

Applying service-dominated logic to its objectives, in line with certain presented suggestions, will make it the learning organization per excellence.


Brown, J.S. & Duguid, P. (1991). Organizational learning and communities-of-practice: Towards a unified view of working, learning and innovation. Organization Science. 2(1): 40-57.

Cohen, W.M. & Levinthal, D.A. (2000). Absorptive Capacity: A new perspective on learning and innovation. In R. Cross and S. Israelit (eds) Strategic learning in the knowledge economy. (pp. 39-68) Boston: Butterworth Heinemann.

Comley, L., Arandez, L., Holden, S & Kuriata, E. (2000). Are TAFE organisations learning organisations? Do they 'walk the talk'? The Centre for Curriculum Innovation and Development. Melbourne: Victoria…[continue]

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