Abstract:

In today’s world, learning of organizations is very important. Because organizations need to learn to control the variables around them, to reduce the pressure of the environment and to adapt to the environment. Otherwise organizations can’t provide learning, but if they can’t adapt to the environment in the framework of the corporate theory, they can eventually die in the framework of the ecological theory. In this context, Senge (2013) has studied the organization in 5 dimensions. Senge notes that in 2013 an organization would be more meaningful in becoming an organization that learns, rather than the independent application of the 5 disciplines, when the 5 disciplines it specifies are applied in a way that will be connected to each other. So Senge (2013) points out that it is necessary that the organizations that learn to be an organization to complement each other. Organizations should avoid excessive effects that do not affect the relationships between learning organizations dimensions in practices that will affect each other. Otherwise, this is a cost for organizations. Therefore, in this study, workers in the Karabük iron-steel factory learned organizational dimensions in the framework of their perception, the effects and relations of organizational dimensions first learned to each other were obtained by the canonical correlation technique. After that, the method of data coverage was applied to measure the effectiveness of the relationship between the learning organizational dimensions. According to the findings, the relationship between personal skill (KU) and team learning dimensions (THO) and mental models (ZM) and team learning dimensions (THO) has been achieved, and the relationship between other learning organizational dimensions has not been achieved. Thus, personal skill (KU) and team learning dimensions (THO) and mental models (ZM) and team learning dimensions (THO) have not created unnecessary costs to the Karabük iron-steel factory in complementing each other. In contrast, the relationships between the other learning organizations dimensions are not effective because the other learning organizations dimensions have created unnecessary costs to the Karabük iron-steel factory in complementing each other.

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