EXAMINATION OF QUALITY OF KNOWLEDGE TRANSFORMATION PATH IN LEARNING ORGANIZATION CONCEPT AT CENTRAL OFFICE OF BANK JABAR BANTEN

• Main Author: Utomo (NIM: 29105325); Pembimbing : Ir. Prasetyo B. Saksono, MBA, Wasito
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/19650
• Institution: Institut Teknologi Bandung

Bank Jabar Banten is a regional development bank which currently provides services in West Java, Banten, DKI Jakarta and Surabaya regions. As commonly found in regional government banks, Bank Jabar Banten’s position is relatively safer because it functions as a regional governments’ cashier. However, unpredictable economic conditions, increasing competition in banking industry, higher consumer’s expectation and compliance to thight regulations, will increasingly threaten the existence of Bank Jabar Banten if it is unable to quickly respond and to adapt to the changing environment. To face those challenges, Bank Jabar Banten is expected to have the capability as a learning organization in order to be adaptable to ever changing conditions. In a Learning Organization, there should be knowledge transformation path which reflects an organization’s learning habitat that connect the five learning disciplines, namely Personal Mastery (PM), Mental Model (MM), Shared Vision (SV), Systemic Thinking (ST) and Team Learning (TL). This study measure the quality of knowledge transformation path at the central office of Bank Jabar Banten using the Pearson’s Correlation method to five-learning discipline variables from 103 samples which meet data sample requirement. Learning discipline variables represented by latent variables which can’t be directly measured, so they should be elaborated by observation or manifest variables. Results of descriptive statistic analysis found that variable with the highest mean at the central office of Bank Jabar Banten is Mental Model and the lowest mean is Systemic Thinking. In term of quality of knowledge transformation path valuation, it is found that the first phase of knowledge transformation path is lower than the second phase. The first phase reflects the correlations between PM to MM, PM to SV and PM to ST; while the second phase reflects the correlations between MM to SV, MM to ST, SV to ST, MM to TL, SV to TL dan ST to TL. It shows that the Personal Mastery in central office of Bank Jabar Banten has not able to create a knowledge transformation path from individual learning to organizational learning. To improve the quality of knowledge transformation path, more attention and committment is needed to improve the quality of human resources because they’re highly related. Socialization,training & education, the formation of Pilot Groups in order to internalize learning organization practises within employee’s mind as well as appropriate leadership model are expected to develop learners, both individually as well as organizationaly that in turn will finally create human capital as a result of learning organization, because that’s the key success factor to win comptetition in the knowledge era’s.