The Rate of the Learner Organization Components Adoption in the Libraries of Tehran University of Medical Sciences, Using Marquardt Model: a Glance at librarians’ Comments
Interdisciplinary Journal of Virtual Learning in Medical Sciences: December 31, 2014, 5 (4); e59039
December 20, 2014
Article Type: Research Article
July 29, 2017
December 20, 2014
K , Skrouchi
R , Abbasi
H , Nazarzadeh Zare
M . The Rate of the Learner Organization Components Adoption in the Libraries of Tehran University of Medical Sciences, Using Marquardt Model: a Glance at librarians’ Comments,
Interdiscip J Virtual Learn Med Sci.
Introduction: Learning is essential for any social organization. Since the external and the internal environments are changing, organizational learning and learner organization seem to be more critical. The main aim of the present survey was studying the rate of learner organization components adoption, in the libraries of Tehran University of Medical Sciences from the librarians’ points of view, using the Marquardt model. Materials & Methods: The present study is a descriptive one whose statistical population consisted of all librarians of Tehran University of Medical Sciences (about 50). A research-made questionnaire was used to collect the data. One professor and two experts of the field evaluated the questionnaire and based on their views its validity was confirmed. The reliability of the research instrument was found to be 0.92, using Cronbach’s alpha. Pearson correlation coefficient and Friedman test were used to analyze the data.
Results: According to the results, the means for the learning dynamics, organizational change, empowerment, knowledge management and IT application components were 2.65, 2.58, 2.54, 2.63, and 2.52, respectively. Therefore, all learner organization components in the libraries of Tehran University of Medical Sciences were weak.
Conclusion: To become a learner organization, the managers and organizers of these libraries should pay more attention to more open communication between managers and staff, development of team working culture within the organization, changes in organization strategies and visions, etc.
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