Introduction
As someone who is business-oriented, I have developed a passion for being an entrepreneur in my future as my career. I have always wanted to be the CEO of my company. However, I cannot go there directly due to the lack of ready capital and the necessary knowledge and skills. My career path involves first undertaking a business course such as human resources at the college and seeking employment in a big organization so that I develop the necessary skills for managing a business. Two of these models include Organizational Learning and Creative Environment tools. The tools are useful in creating a pleasant working environment that encourages positive impact and outcomes for business owners and other stakeholders. The reason for choosing the tools is that learning helps to develop a capacity to do things, especially after new trends emerge (Schlagwein, & Bjorn-Andersen, 2014). The creative environment helps enhance a culture of innovation among the workers such that modern ideas of production and problem resolutions are identified. Such working environments can help steer the business forward and help it remain stable in the market. The essay aims to evaluate the strengths, weaknesses, and challenges related to using these tools and how to apply them in business.
Organizational Learning
Organizations undergo a learning process even if they do not apply systematic learning methodologies concerning the various operations. However, it does not mean that learning assures businesses of effective organizational operations. These approaches are found in the discipline of organizational learning. The corporate learning theory includes single-loop and double-loop learning theories (Basten & Haamann, 2018). Single-loop learning involves instrumental knowledge development that changes the methodologies of actions. It also includes assumptions that underlie strategies in a manner that does not alter the theory of operation. For instance, in identifying how to do subsequent correction of defects in a production process, engineers make alterations to the product specification to avoid a future fault occurrence. Such avoidance is the outcome of single feedback looping. Learning about single-loop processes involves comparing issues within a business, norms, and values to develop long-term solutions.
Double-loop learning, on the other side, is applied when defect correction needs to be adapted to the values and norms of the organization. The process involves two feedback loops to link the observed effects to the strategies and values that such plans serve. Two requirements involving performance development in a firm create conflicts among stakeholders within the organization (Berta et al., 2015). These conflicts are solved through developing new strategies related to performance by analyzing the trade-offs from the two perspectives. Errors are linked to the norms and values of the business and still to the assumptions and strategies that help define effective performance outcomes (Edwards, 2017). In applying the theory in an organization, I would use its five building blocks as systematic solving of issues, experimentation, learning from others, learning from old experiences, and transferring knowledge. The process is difficult since solving problems requires scientific methods rather than guesswork and trial and error (Laisema & Wannapiroon, 2014). At the same time, precision and accuracy are critical in the process. Experimenting involves doing research and trying new ideas through demonstration methods. Those that work are executed in the company, and failures are discarded. Past experiences involve analyzing the weakness and successes of previous operations and developing conclusions about what should be done next. Knowledge transfer consists of using written and oral communication strategies with all the various stakeholders regarding what is to be done (Catignani, 2014). Learning from others is a process of looking at what other firms are doing to succeed in their operations but accepting criticisms from stakeholders before executing ideas in the firm.
Creative Environment
The best environments of work can help stimulate innovation and creativity. Lighting, sounds, colors, and arrangement can help determine how creative employees are in the firm. However, the working space is not the only aspect that influences creativity within the organization (Garcês, Pocinho, de Jesus, & Viseu, 2016). An organization with creative personnel has high-value resources and capabilities regarding problem resolution and idea development. Various ways help to achieve creative environments within the firms. These include developing a culture that encourages employees to think creatively and innovatively. It starts with recruitment, whereby people of diverse capabilities and strengths are employed (Zakirova & Purik, 2016). Employees must demonstrate that they can be innovative after being given the jobs. The organization also needs to train people and encourage creativity within the firm through motivation and support. People can be creative by being rewarded for any good results attained from their working operations. The culture enhances creative thinking and the development of ideas among the team.
At the same time, organizations need to give workers space to think independently, provided they achieve the set objectives and targets. Letting the staff believe in their own encourages them to come up with resolutions to issues that affect them in the workplace (Bornay-Barrachina, & Herrero, 2018). However, they should not be allowed to misbehave from their freedom. The management needs to monitor how they operate to limit such tempting freedom. Much autonomy can create unwanted results and affect work output due to relaxation. Training also enhances people to think creatively within the business. The employees must be given the right skills required to improve high production. Job orientation is part of the process as it ensures that the workers are competitive enough to use the equipment and the right manufacturing methods (Li & Liu, 2016). I can develop creativity and innovation in my firm through rewards, employee inclusion, and motivation. When workers are allowed to be part of the organization, they feel motivated and begin working as if they own the business. One method is to include them in decision-making processes (Laisema & Wannapiroon, 2014). I can allow my workers to raise concerns, views, criticisms, perceptions, and beliefs about how they think things can be done to enhance good results. However, I should be able to give them good reasons why some of their views cannot apply within the organization, especially the weak ones. Communication also enhances positive working environments.
Conclusion
Achieving outcomes per the set objectives within the organization can be achieved through the strategies laid down towards that perspective. Tools and theories such as organizational learning and a creative environment steer the origination in the right direction. The two approaches make the staff develop the right skills for operating and sharing ideas through innovative thinking. Adequate learning can be achieved by reviewing past experiences, experimenting, sharing content, solving issues systematically, and learning from others. Organizational learning and creative business environment tools can be applied together as they share common aspects. Creativity is needed in problem-solving, which is one building block of a creative environment. At the same time, inadequate learning strategies may create misleading impacts. Therefore, firms rely on systematic approaches to develop routine learning processes. Business management is not simple without such skills and knowledge in dealing with all the various operations and management of resources, including employees. Such knowledge is developed in class and from the corporate world through experience. In business management, proper use of the tools can help entrepreneurs to manage their business organizations well enough to attain a competitive advantage in the market.
References
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Zakirova, V. G., & Purik, E. E. (2016). Creative Environment Formation in Design Professional Training. International journal of environmental and science education, 11(9), 2323-2332.
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