CONCEPTUAL FRAMEWORK

This article tries to present a model of learning organization for Iran Broadcasting Organization which is under the management of the spiritual leader of Iran. The study is based on characteristics of Peter Senge’s original learning organization namely, personal mastery, mental models, shared vision, team learning and systems thinking. The methodology was a survey research employed questionnaire among sample employees and managers of the Organization. Findings showed that the Organization is fairly far from an effective learning organization. Moreover, it seems that employees ’ performance in team learning and changes in mental models are more satisfactory than managers. Regarding other characteristics of learning organizations, there are similarities in learning attempts by employees and managers. The Organization lacks organizational vision, and consequently there is no shared vision in the Organization. It also is in need of organizational culture. As a kind of state-owned organization, there is no need of financial support which affect the need for learning organization. It also does not face the threat of sustainability because there is no competitive organization. Findings also show that IBO need a fundamental change in its organizational learning process. In this context, the general idea is to unfreeze the mindset of leadership of IBO and creating a vision and organizational culture based on learning and staff development. Then gradually through incremental effective change and continual organizational learning process in dividual, team and organization levels engage in development and reinforcement of skills of personal mastery, mental models, shared vision, team learning and systems thinking, should lead IBO to learning organization