The learning organization as an antagonist to the bureaucratic organization

The relevance of the presented research is determined by the fact that in the development of an organization in accordance with the basic laws of dialectics there is always a dilemma between changes and stability of activity. At the same time, on the one hand, it is absolutely natural that in the activity of an organization, the period of implementation of the suggested changes is replaced by a period of stability associated with the use of the results of these improving changes. On the other hand, if the stage of stability in the activity of an organization passes into the phase of bureaucratic inhibition of development, then this is a very dangerous situation. In this regard, the consideration of a learning organization as the antipode of a bureaucratic organization from the point of view of development prospects during the ongoing change of technological structures seems to be a significant issue. The purpose of the presented research is to determine the fundamental differences between a learning organization and a bureaucratic one in the interests of determining rational areas of their use in various development conditions. The scientific novelty of the obtained results lies in the analysis of the features of the implementation of the postulates of a learning organization in a modern organization (concerning key competencies, strategic intentions, strategic views as a source of tensions and the strategy itself as a system of levers) and the proportions of their application in combination with the postulates of the functioning of a bureaucratic organization. The practical significance of the obtained results lies in the possibility of using the proposed balanced approach to the formation of a development strategy, taking into account the strengths and weaknesses of both a learning and a bureaucratic organization.