Dell Computers

Dell Computers

Examine how Dell may have achieved the five core competencies as described by Peter Senge to become a learning organisation.

Dell is a learning organisation that encourages its employees to see reality with new paradigms and to be able to learn faster than its competitors. This approach adheres to the policy that all members of the organisation are valued. In this manner, employees are able to commit 100% to the vision of the company, adopting the values and mission as their own and acting with full responsibility in order to help the company in achieving the benchmarks. An open and learning culture in the organisation assists employees in making decisions, enriching the vision of the organisation by using their creativity, recognizing their own strengths and weaknesses and learning to adapt and grow to deal difficult situations.

The five disciplines put forward by Peter Senge and in turn implemented by Dell have made the company to not only grow as the world's leading computer organisation but also operate as an efficient organisation.

The first discipline as implemented by Dell is that of “Personal Mastery", which persists that an individual, particularly employees are capable of providing much more than is commonly believed by motivating them to recognize their own true capabilities, creativity, and strengths and weaknesses. Dell implemented a culture of openness, where the company encourages its employees to work in cross-functional teams. In this manner of unrestricted information and communication, employees are better able to understand their weaknesses by converting them into strengths (Senge 2006).

Dell implemented the second discipline of “Mental Models" which asserts that a clear and effective communication mechanism within the company greatly enhances the growth prospects of the company. Dell achieved the second core competency of mental models by executing and nurturing a learning culture which emphasized shared capabilities and learning. It should be noted that a manager who devises and executes ideas and projects on the basis of autocracy is shunned within Dell.

The third discipline of "Shared Vision" is the key to achieving the mission and vision of the company. Dell promoted the shared vision and values with all members of the organisation by promoting a flat organisational culture. The absence of bureaucracy within Dell prompted every employee to embrace the values, beliefs, and vision of the organisation. An open office culture compels employees at Dell to learn and subsequently discover the strengths of the individuals by aligning the personal goals with the goals of the company and thus creating a single and common goal to achieve.

"Team Learning" which becomes the fourth discipline, whereby teams at Dell focus primarily on dialogue by thinking and brainstorming for better ideas and eventual welfare of the company. It should be noted that Dell has nurtured a culture of diversity and a collaborative environment. These values compel the employees to shun the traditional boss - subordinate work style and rather adopt a culture of openness by encouraging the employees to work in cross-functional teams (Senge 2008).

Dell achieved the fifth discipline of "Systems ...