IntroductionIt is believed that survival of an  composition in  coeval era of globalization & liberalisation is  get hold ofly corre youthfuld to the extent to which it utilizes  groundbreaking  info technology tools and practices  enumerate  prime(a)  perplexity.The  invention of  scholarship Organization was introduced by Chris Argyris and  and researched and explained by Sange (1990). Sange outlined  nurture Organization as the  nerve in which you  postnot not learn beca spend attainment is so insinuated into the fabric of life. He  gain defines  erudition Organization as a  mathematical group of people continu whollyy enhancing their capacity to  draw what they want to create.The purpose of this assignment is to  shoot Anglian  piddle in the light of  breeding Organization and1. Investigate the extent to which the organization could  re entirelyy claim to be a  acquire Organization.2. Identify those factors that whitethorn  pervert the  impression of  larn Organization in Anglian     urine and call into question the investments made.3.  explicate if Anglian  urine can  engender the ideals and practices of a  eruditeness Organization. musical composition exploring the definitions and characteristics of  accomplishment Organizations, the  graphic symbol study of Anglian waters will be investigated and comparisons will be drawn.Chris Argyris  oppositeiates  surrounded by  primary order or  virtuoso   closed circuit-the- curl up  acquire versus  back order or double loop  discipline.  schooling is further explained as detection and correction of errors.  hit loop  eruditeness detects the errors and then functions  indoors the construct of organizations  presidential  termination  varying to achieve the desired result.  biramous loop  cultivation challenges the  reigning vari suitable itself and aims at producing drastic  ethnic  c atomic number 18ens  at heart the organization. Argyris further divides organizations into  stick I and  impersonate II. Model I repres   ents the traditional bricks and mortar culture, a few characteristics of which  atomic number 18  secure the purpose as the actor defines it, Win, do not lose, Suppress Negative Feelings, Advocating courses of  military actions which  reprove inquiry, Defensive relationships, low freedom of  prize.Model II represents a  development organization, the characteristics of which  ar Valid  info, Free and Informed choice,  inner(a) Commitment, Sharing  fit, Surfacing conflicting view, minimally defensive relationships, High freedom of choice,  change magnitude likelihood of double loop  instruction.Considering the  above view point, Anglian water clearly  go in the Model II  di imaging of double loop learning. In the 1990s it diversified into  untested markets, conducted employee  mirth surveys and acted on the results of it. The  watchfulness clearly had a  flock to introduce and sustain drastic ethnical changes and  go towards becoming a learning organization. This was achieved to a gre   at extent  d star employee em functionment &  executeation of transformation  excursion which enabled incumbents at all levels to  pause attitudinal and behavioural change to be able to  c be up with turbulent and uncertain environment.Argyris further introduces us to the  imagination of triple loop learning (Learning how to learn) which is in continuation to single loop (What to do) Double Loop (Learning what to do).  trey Loop Learning questions the  grammatical constructions and strategies of learning and how our  psychic map affects the way we be shed. It is considered as the highest level of organisational learning and restructuring. Triple loop learning leads to restructuring of current  brasss and processes. Dialogues  atomic number 18 initiated with in the organization in the form of  bodied  brainpowerfulness to  extrapolate the basis of  earth of hierarchies policies, procedures etc and RESTRUCTURING within the organization takes  center.A Learning Infrastructure is create   d where existing structure is studied,  negotiation is initiated and new and more  setive structures  atomic number 18 proposed. Focus then is on  maturation competencies and skills of  idiosyncratics  teams  organization and hence emerges a Learning Organization. Anglian  weewee as an organization seems to have all the characteristics that the Triple Loop learning mentions as that of a Learning Organization. At Anglian water, face to face  parley is   chalk upicted ut almost importance amongst employees university of Water was  naturalized to integrate , support and accredit all forms of learning develop skills and competencies that was required to move Anglian water to the 21st century and place it as a global  consorter. hawkshaw Senge (1990) remarks The rate at which organizations learn may become the only sustainable  cum of  warlike advantage. He differentiates between adaptive and generative learning. Adaptive Learning is the initiation of a  corporation into the  fraternity    of Learning Organization. Generative learning utilizes the power of creativity and  basis to reconstruct those systems and processes that govern consequences. Senge, in his much acclaimed book The  twenty percent part discipline explains the five disciplines which according to him argon cucial in building a learning organization.The first discipline Personal  dominance concentrates on learning of each and  either individual in the organization resulting in Learning organization as a whole. Individual goals and tools to measure the proximity to these goals argon developed. Significant  tell apart of Personal  ascendency can be found at Anglian water  done the introduction of the concept of travelers whose four guiding principles were a willingness to  master to know myself, a desire to develop myself, a desire to develop my  sufficient potential with and  done  others, an ability to  connect my personal development to the development of Anglian water.The second discipline of  psychol   ogical Model is the  fashion model of cognitive processes of our  judging which determines our thought and action process. Argyris concept of theories of action is similar to the  kind Model concept and govern actual behavior. Espoused  system is what we would like others to believe as our actual action theory. Anglian Water does not seem to have incorporate the Mental Model theory in its learning curve. The third principle of systems  opinion or the ability to see interrelationships / circular causations (where a variable is both the cause and effect of another)is prevalent in the practice of  shifting Journey , Total Quality  focusing , Change Agent Networks.The Fourth  maven of shared  fantasy (build on individual  reverie of its members) is not  considerably supported at Anglian Water. While the vision and  order statements were  rolled  tabu in the 1990s it is unclear if these were created  by dint of and  finished the  interaction between leaders and employees of the organizat   ion. It seems more potential that the vision and values were communicated from top to bottom. The fifth discipline of team learning or genuine thinking together was  extremely encouraged by the leadership at Anglian water and is corroborated with the team and group formations  by the methodology of Transformational Journey.Victoria Marsick states that learning organizations  learn deep change in the mind sets of people as well as the culture of the organization and socities. Gephart , Marsic & Van Buren 1997  emphasize on Continuous Learning at the system level which at Anglian Water was initiated in the form of Transformational Journey and University of Water.  intimacy generation and sharing was made  realistic through the introduction of University of Water which aimed at acknowledging, integrating, supporting and accrediting all forms of learning in the company. The concept was further given a boost with the establishment of an intranet for information  supercede and communicati   on.Systematic Thinking capacity which enables employees to  severalize linkages and feedback loops. The presence of the concept of systematic thinking can be illustrated by the feedback statements of employees on the Journey  be a  levelheaded learning experience OR the findings of the employee  gaiety survey that clearly demanded a cultural change in Anglian Water.Greater  society and accountability by a bigger percentage of employees is promoted by Anglian Waters through  miscellaneous methods such as employee satisfaction survey , employee  givement , transformational journey that  proverb the participation of more than 3000 employees, new HR Performance Management Policies. Culture and structure of rapid communication and learning was introduced with the  sexual climax of the 2 year long traveler  grapheme and Aqua University. Rapid communication was facilitated through the installment of Intranet.Pedler, another  major(ip) pioneer, in his work Blue prints of a learning company    characterizes such organizes through the usage of five themes.Strategy is explained throughi. Learning  admission to strategy was seen in the efforts to promote team working and cooperation through transformational journey which would have a direct bearing on the operational  durability and business performance.ii. Participative Policy  devising is  wanting in Anglian Waters organizational learning.Looking in encompassesi. Informating or use of information technology to inform and empower employees by giving them access to information was  be practiced at Anglein Water through installation of Hawk  their intranet system.ii.  inbred Exchange was facilitated through the introduction of Total Quality Management i.e. Each  incision treated the other as  subjective Customeriii. Formative Accounting and  chasten andiv. reward flexibility are  lacking(p) from the grounds of Anglian Water.Enabling structures are  ductile organizations which revisit & reformat structures, goals, objectives t   o align with the interest of employees, shareholders and suppliers.  place privatization, Anglian Water reorganized its business, restructured to a flatter organization, encouraged cross  structural and individual participation to facilitate  despotic change. Transformational Journey empowered employees to arrange for their  knowledge support and skill development.Looking  show up encompassesi. Boundary workers as environmental scanners, which refers to the  battle array of information from the external stakeholders of an organisation in order to establish their  unavoidablenesss is  seeming(a) through the introduction of TQM a  divulge element of which is to be sensitive to client requirements and to respond rapidly to themto achieve  customer satisfaction (Stark, 1998)ii.Inter-company learning which entails joining with customers and suppliers in training experiences, research and development and  wrinkle exchanges is conspicuous by its absence in Anglian Water.Learning Opportunit   ies talks ofi.  Learning mood encourages employees to seek continuous improvement, learn from their experiences and  score time to question practices and try  show up new ones. Establishment of university of water by Anglian Water for the sole purpose of learning and development of employees attests the presence of Learning  humour in the company.ii. Self Development opportunities for all was encouraged at Anglian Water through the introduction of Transformational journey which was a holistic strategy designed to  fixate and  provide employees for the technical and emotional challenges of operating in a turbulent and uncertain environment.To Summarize, whether Anglian Water can claim to be a learning organization, I would like to  overwhelm a few ideas organized by Art Kleiner states as Why  fray?i. Because we want superior performance and competitive advantageii.  For customer relationsiii. To  debar declineiv.  To improve qualityv.  To  control risks and diversity more deeplyvi.     For  aimvii. For our personal and spiritual well  macrocosmviii.  To increase our ability to manage changeix.   For energized committed work forcex. To  expatiate  circumscribeariesAbove mentioned ten points are  official results of a  achievementful learning organization. Anglian Water when viewed in the light of the above mentioned results comes  out as a winner in the  scope of learning organizationsThe next  flavour is to identify factors that may undermine the concept of Learning Organization in Anglian Water.Senge states that the role of a leader is to build a shared vision. Though the vision and value statement that were released at Anglien Water were designed to inculcate new attitudes and behaviors, no evidence of participation of employees in shared vision building exercise is found.Shell (1997)  as well talks of Creative tension as a characteristic of Learning Organization. This enables innovation and visioning the future and further working towards a commonly agreed goal   . However, this capacity to vision the future seems to be lacking in the employees of Anglian Water. This was more than evident when in 1990 Ofwat recommended a price reduction of at  to the lowest degree 17.5%. and this  conclusion hit the company hard. It suffered  fearsome losses and had to initiate a major cost reduction strategy. If the government decision had been predicted by the visionaries of the company, they would have had time to prepare ground for the turbulence that they faced as a result of this Change.Davenport and Prusak (1998) are  touch with the magnitude of importance that has been given to Information technology centric Knowldege Management in Learning Organizations. They state that it is more  Copernican to build a culture  tributary to knowledge and learning rather that  show on information storage, retrieval and transfer. Clarke and  make state that in their goal to be a learning organization, Anglian Water rolled out a complete  association Management Policy   . However, their Intranet, despite of being called  set up  Harnessing Anglian Waters Knowledge appears to play only a secondary role. champion of the major characteristics of Learning Organization is  existential Learning. Polanyi (1967) characterizes experiential learning as  understood or not highly conscious.  scrub and Wenger term the process as  legitimatise peripheral participation which further dilutes lessons learnt. Employees undergoing experiential learning  efficacy not be capable of fully understanding the reasons for success or  ill luck. Thought Processes that are different from that of the value systems of a learning organization might be considered null and void.Marsick points out that when an organization is undergoing change and simultaneously assessing feedbacks, a confused and chaotic situation is bound to emerge. Multiple feedbacks emerge resulting in reaction to various signals at the same time.  figure the environmental factors that would affect the well bein   g of the company in future and predicting the types of challenges that the company should be ready for becomes very difficult. A tiny random fluctuation, often called  hindrance can induce the path of choice (Capra 1996). It is hence expected of a learning organization to  crumble well the various feedbacks and signals and prepare for the future challenges. It appears that the visionaries ay Anglian Water  deep in thought(p) the point and hence future environmental challenges could not be well predicted.A few other vital characteristics of a Learning organization, mentioned by Pedler, seem to be missing at Anglian Water are Formative Accounting and Control, Feedback loops being built in policy making process. Formative Accounting and control insists on accounting , budgeting and reporting systems that are designed to help people understand the operations of organizational finance.However, It is  beta to add here scholars often caution against one size fits all approach to creating t   he learning organization (Marsick). Hence, it should not be a mandatory criteria for companies to absorb all characteristics defined by all scholars in the field of learning organizations.The third step is to analyze if Anglian Water can sustain the ideals and practices of a Learning Organization. If we refer to that portion of  eccentric person study which is called The future, what immediately comes to our mind is that Anglian Water can not sustain the ideals and principles of a learning organization.When Anglian Water adopts a major cost reduction strategyin 1998  99 it seems to be moving away from the concept of Learning Organization. 10% of the employees (400 in number) were seen losing their  line of descents. While Learning Organizations are all  some Investment in social, human and  keen capital Cost reduction strategies  accommodate  lay off, low levels of risk taking, short term focus minimal levels of employee training and development, and narrowly defined career paths (S   chuler and Jackson, 2006168) These practices are in stark contrast to senior managements  machinate to change Anglian Waters approach to doing business to entrepreneurial, innovative and outward  face (Jenkins, 20081)Cost Reduction would further  flirt with minimizing overheads and it is assumed that the worse affected areas would be  clement Resources & logistics. Under  tender Resources, most of the benefits such as training programs, employee  usage activities would have been scrutinized and the logical conclusion would be to cut the costs related to them. In this scenario, existence of a corporate university might come under investigation with  assess to the total costs being incurred on it.Huczynski and Buchanan (2001135) describe LO practices as A  abstruse difficult set of practices, difficult to  experience systematically. This criticism is relevant toAnglian Waterin numerous ways. Firstly, with regards to the University of Water, in the long run, those employees involved ma   y  scrape with coping with learning and their day job at Anglian Water and also the need to encourage employee attrition and encourage new blood at Anglian Water. Secondly  aft(prenominal) the initiation of the cost-reduction strategy the practices of a Learning Organization would be even harder to implement for reasons which were discussed previously.It is imperative to mention here that a lot of scholars in the field of Learning Organizations consider  suppression as a part of the Learning and restructuring process. Labbas 1999, states that employment downsizing has been regarded as the preferred route to  change organizational performance. Success or failure of a downsized organization depends on the  custody remaining  afterwards the downsizing (Best Practices in Downsizing 1997). The Organizational trends in late 1990s and then at the  approaching of 21st century was moving towards downsizing , restructuring and outsourcing.Managers continue to use downsizing  and other forms o   f restructuring  to improve productivity ( Ellis, 1998 ). Downsizing has been termed as a reorganization strategy by Mckinley, Sanchez and Schick. Few other companies which downsized in 1998 and are still going strong are Kodak, Levis and Citicorp. Freeman and Cameron mention downsizing as an intentional reduction in force play intended to improve the efficiency of the firm. refinement but not the least, the chaos theory related to learning organization deserves to be given its due importance  musical composition discussing the probability of success of Anglian Water after downsizing. This theory talks about a situation when an organizational equilibrium becomes structurally unstable at critical bifurcation points.in the systems evolution where a  classify suddenly appears and the system branches off in a new direction (Capra 1996). As a result of occurrence of chaos, a new form of organization would evolve.Since it is important for an organization to always be in the learning categ   ory to be able to survive environmental changes, downsizing at Anglian water could be looked as a phase in the learning process. It can be assumed that Anglian Water emerges  prospered after the process of downsizing and continues in its process of learning through as innovative techniques as Transformational Journey traveler and University of Water.BibliographyPeter Sange, Fifth  containChris Argyris On Organizational LearningWatkins and Marsick Sculpting the Learning OrganizationBeardwell, J and Claydon, T (2007) Human Resource Management A contemporary approach Fifth Edition Pearson  pedagogics LtdOrganizational Behavior Tata Mcgraw HillBurnes, B (2004) Managing Change Pearson Education LtdEasterby-Smith, M, Burgoyne, J and Araujo, L (2006) Organizational Learning and The Learning  geological formation Sage PublicationsHuczynski, A and Buchanan D (2001) Organisational conduct (4th Edition ) FT/Prentice  pressure groupPaton, R, Peters, G, Storey, J and Taylor, S (2005) Handbook of     somatic University Development Gower  producePedlar, M., Boydell, T. and Burgoyne, J. Learning  society Project A Report on work (see mullins p205)Mabey, C and Salaman, G (1999) Human Resource Management a  strategical Introduction Blackwell Publishers LtdSchuler, R and Jackson, S strategic Human Resource Management (2006) Blackwell PublishingTorrington, D and Hall, L(1995) Human Resource Management Prentice HallPerter Clarke & Maggie cooper, Knowledge Management & Collaboration