BUILDING LEARNING ORGANIZATION IN A TELECOM SERVICE MANAGEMENT

• Main Author: Hidayatullah, Achmad
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/74870
• Institution: Institut Teknologi Bandung

A learning organization is an important factor for a telecom operator to continuous improvement and encourages its employees to learn, grow, and adapt to changes in the market. Building a learning organization is one of critical step for companies operating in the telecom industry, where the rapid of technological change and increasing competition create a constant need for innovation and adaptation. The Service Management as part of the key element in the telecom operator needs to build a learning organization that has the ability and capability to learn quickly and adapt to changes in its environment. In the telecom industry, service management refers to the management of the services provided by telecommunications companies to their customers. This includes the design, delivery, and maintenance of telecommunications services, such as mobile and fixed-line phone services, internet and broadband services, and other value-added services such as content and entertainment. This study examines the theoretical perspectives that inform the concept of a learning organization to identifies the challenges and barriers to creating a learning organization and provides recommendations to creating a learning organization in the service management department in telecom operator. The study is beneficial for company seeking to improve their operational efficiency, effectively meet the changing needs of their customers, and maintain a competitive edge in an increasingly dynamic and complex marketplace. The building blocks of learning organization based on Garvin’s framework will be considered in this research which are a supportive learning environment, concrete learning processes, and leadership that reinforces learning. The research adopted a mixed-method research procedure. A survey was designed and conducted to collect all staff’s perspectives and analyse them using the Learning Organization Survey. The observation on procedure and process including the discussion were conducted with domain Manager to enrich more insight from various management layers. The result from quantitative data analysis is used to identify gaps such as supporting factors and weaknesses. The final output will initiate the project implementation plan of organizational development focusing on People, Process and Tool