Learning organization and knowledge management in the public sector. Case study

For the time being, “the organizational and managerial practice has become more focused on knowledge”1), for example comparative analyses, transfer of the best practices, which triggers to understanding the importance of organizational knowledge and intangible assets2). Within a continuous changing environment, the challenges such as social, economic, financial and political crises faced by the organizations of the public sector in Romania are outstanding, determining them to be rather tactical than strategical in their actions. These operating conditions of public organizations in Romania should determine the creation of behaviours aimed at developing the culture of organizational learning, such as creativity, involvement, responsibility, openness to changes and lifelong learning which represents the condition for efficient innovative operations as well as effective implementation of innovation. The learning process in the framework of an organization should be created in view to develop better roles, to enhance the quality of work and involvement, to better use of human resources, synergy etc. The objectives of the paper are focused on: 1. Identifying and analysing the key defining elements of the learning organization and knowledge management; 2. Identifying the use of the concept of learning organization in the organizations of the public sector in Romania in local governments from rural areas, as well as the importance and impact of the learning process in the development of an organization.