Finally, the author raises, which Organizational Learning everything happens first as a learning process, and then integrated into a gestalt of the group. For its part Senge (1992), led to a theory of Organizational Learning, by relating the current humanistic management, general systems theory and information theory. He defines learning organizations as a social activity where knowledge and skills are implemented, they are criticized and are integrated as opportunities to optimize learning and effectiveness in the workplace. At the same time raises, that the learning organization people can not stop learning because learning is part of the fabric of everyday life.
In the learning organization, people enhance their ability to create what they want to create and have an ingrained philosophy for anticipating, reacting, and responding to change, complexity and uncertainty. In this way it is interpreted that the proportion to the speed at which organizations learn may become a sustainable source of competitive advantage. It raised before we can say that learning organizations are those that facilitate the learning of all its members and to continually transform to meet the demands of the environment. The key is to understand the learning as inseparable from everyday work to create spaces in which to address the problems, clarify differences, creating a sense of belonging, ownership of goals and institutional objectives. Senge (2000), focuses the study of organizational learning, in terms of its ontological dimension, at the organizational level, transcending the individual and the group. This article highlights his view of learning in organizations in a systemic perspective, considering that the key to an organization to learn, lies in the overall understanding of it and the interactions among its parts.
In the specific case of the companies we are concerned, these actors need reliable than those involving skills to operate, produce efficiently, ensuring not only survival but development, achievement and permanence of the market. What really are the skills? What is involved? Why its importance, scope, impact? It is true that states that a company decides to accept work for Powers, must work systematically to identify the competencies required by their staff, since it is almost impossible to make use of skill sets developed by other organizations. Although you can make use of the lists of generic competencies developed by different authors, the organization released no additional work to adapt and disseminate among staff, because in fact, is creating a new way of perceiving the work itself . 
The aim of the survey was to identify the factors of motivation and demotivation of the respondents and what aspects they would find useful to learn to manage. A total of 100 surveys, of which 65% were answered by women and 35% for men aged 25-45 years. The vast majority of intermediate and management positions. This is a summary of the results: Among the factors that discourage AT WORK were identified: absence or lack of clarity of goals and workplan Bad Little recognition or co-head relations with long hours and inflexible monotony does not see results Paperwork Lack of interest or commitment to professional education of persons Mala environment Customer Dissatisfaction Chaos, disorganization among the factors that motivated at work appeared this: New Challenges Teamwork Recognition Good work environment Meeting goals and see results Customer Satisfaction Satisfaction Autonomy of work well done 99% of respondents believed that gives them motivation benefits, including: Improved work performance. It helps to be more effective future perspective contributes to better face obstacles are emerging in the daily satisfaction Mayor Helps move forward and prosper is easier to go to work is reduced fatigue and better works were also asked about themes or issues that interested them learn to manage. This is the result in order of most to least important: 1) frustration 2nd) monotony 3rd) fear of failure 4) fatigue and lack of vitality 5th) anger 6th) comparisons and rivalry 7) other issues , among which are: ineffective communication, fear of public speaking, and poor time management.