Abstract:
The Public Service as a learning organisation is high on government's agenda
as a way of promoting effectiveness and efficiency. This article suggests
that the learning organisation is an aim worth striving for, keeping in mind
that adapting to the ever-changing environment would mean that the aim would
never be fully achieved. The learning organisation is built on specific blocks that
affect and impact on the learning culture of the organisation. The building blocks
have to be in place before an organisation could characterise itself as a learning
organisation. Implementing the building blocks are a challenge for human
resource management in the Public Service. The important factors contributing to
a successful organisation, namely leadership and strategic intent are discussed and the various challenges managers have to be aware of in the implementation of the learning organisation, are highlighted. Lastly, how the Public Service become a learning organisation and its receptivity to the concept, are described.