I support the position of a number of authors on this issue: Organizational training is not limited to the training of individual employees, it is rather a heterogeneous structured training, which results in the formation of related competencies, competencies of interaction. These competencies (knowledge and skills) are distributed in space and time between employees and are implemented through roles, responsibilities and powers.
The literature on the learning organization is oriented to action and geared to the development and application of personal mastery, mental models, shared vision, team learning, and systems thinking to identify, promote, and evaluate the quality of learning processes for organization-wide purposes. In contrast, the literature on organizational learning concentrates on the detached collection and analysis of the processes involved in individual and collective learning inside organizations. The dividing line between organizational learning and the learning organization is the extent to which proponents distinguish the first as a technical process and the second as a social process.