Introduction In today's world, continuous improvement and learning have become part of everyone's life. Especially professionals working in some organizations constantly need to update their knowledge base, so as to remain relevant as time passes. Organizations are equally aware of this need, that is why they continuously work to facilitate an environment where an employee or member of that organization can continue to learn and enable his transformation through knowledge improvement. Such organizations that facilitate such an environment are called learning organizations. The concept of learning organization was born from the pure need to face the ever-growing competitive market and strive to stay relevant with the progress. So the organization transforms into a learning organization more out of the need to face other competitors or organizations and compete with them on an equal basis in an extremely volatile business environment. The concept of Learning Organization was substantially defined by the research of Peter Senge and his colleagues (Senge, 1991). The central idea behind this concept is to enable an organization an interconnected thought process that further enables the organization to work more like a community where an employee can feel engaged. And an employee is assumed to be more productive and hardworking when engaged in an organization. Need for a Learning Organization No organization automatically becomes a learning organization. There are several underlying factors that trigger subtle changes over time in a normal organization, ultimately leading it to become a learning organization. As time passes, a particular organization tends to position itself at the center of the paper market. More importantly, the learning organization is not only limited to being productive and efficient, but one of the main impacts it creates on its employees and the people involved is the improvement of decision-making and judgment skills (Simonin, 1997). A well-informed and aware employee will have a high probability of making a correct and logical decision compared to one who has stuck to the conventional thought process. Interestingly, key resources and managers are well aware of how to make an organization learn, but sometimes they have no idea how to create a structure through which they can encourage the learning organization. This challenge highlights the central question that must always be addressed, before embarking on the journey of creating an organization whose learning environment is strongly rooted in the logical and solid foundations of the organization..