Ref #9 There are different organizational cultural factors that differ across organizations and they impact knowledge sharing (Bures, 2003). More prominent factors which identified are trust, collaboration, empowerment, politics, power and autonomy. The organizations ability to cultivate and reinforce them will positively force employees to share with others (Delong and Fahey, 2000). Nonaka and Takeutschi (1995) believed that an autonomous individual endeavors for personal development thus increasing the probability of personal growth, knowledge creation and knowledge sharing. Schein (2004) examined organizational culture is tacit and unarticulated rule for new joiners in an organization in order to stay along with other member.
The reading advocated for a technical behavior in which individuals must follow the rules in order to achieve productivity. Weber argued, “The official is set for a “career” within the hierarchical order of the public service” (p.83). What is the role of public administrators in this reading or maybe according to the definition found in the reading? The role of public administrators is inferred according to the reading lies on the shoulders of top officials which possess a high level of seniority, expertise and knowledge of the systematic procedures, rules and standards placed in the office. Individuals with higher authority have greater power of bureaucracy and therefore greater responsibilities such as coordinating and organizing the work of those with lower ranks.
1.0 Theory X and Y Douglas McGregor's theory X and Y described two assumptions that managers make to motivate and value employees. McGregor claim that Theory X assume employees dislike working, require coercion to complete assigned tasks and look for guidance. In contrast, Theory Y managers assume workers care about the organization; seek for responsibility and capable of regulating their performance. McGregor believed that this theory provides managers a more reality-centred, flexible approach in formulating their organization controlling (Sager, 2015). 1.1 Management Style of Theory X While looking into the management style, Theory X is negatively related to followers’ satisfaction towards leaders (Gürbüz, Şahin and Köksal, 2014).
Another example of this is from “Crisis Communication: Lessons from 9/11,” by Paul A. Argenti. It states; “To reach their people, managers often had to be creative in using unusual communication channels,” (Argenti). This quote once again disproves the idea that no matter the amount of messages distributed, the quality of them serves more of a purpose and is more effective, because one effective message is better than fifty worthless ones. In addition, it is written “During an emergency, it is critical that those within your organization know how to communicate effectively. “This means managing communications to
Sixty-two percent of workers surveyed believed that their organizations are operating at half or less of the brainpower available to them. An increased financial allocation for environmental and sustainable development over the long run there are common and variety of problems, such as bloated management, poor communication and poor customer service and Evaluation and reporting, on the hand the Assumptions, which should put in our consideration. There are several points that include this topic such
Are we wasting our 10,000 hours on deliberate practice hoping that it will lead us to mastery? This question tortures the followers of the idea of Malcolm Gladwell , who in his book called “Outliers” looks at a number of people who are completely proficient in certain subjects or skills. It then tries to reveal what helped them to become “outliers . According to Gladwell, one factor that is common among these selected individuals was the amount of time they practiced within their area of study. It was revealed that only with the help of 10,000 hours of practice one could become an outlier”(Gladwell, 2008).
For long run perspective, we need to get to the root cause of it, in this case employees get the courage and pressured to imitate bad behaviour, which they see in the managers and others who get away with this. So managers and leaders have their responsibility to show their ethical behaviour in spite temptations in the market, to inspire employees to do the same as a long term strategy. And as a leader and manager we should be aware of the blind spots which may permit and encourage unethical behaviour which we are trying to
In addition, some essential work can not be done quickly or correctly and this lead to the decrease of profit in a firm. Once again, real instance highlight this point, as a group of researchers do a report that relevant to this, as it discovered that 90 per cent of family business have the issue of dealing nepotism. Therefore, I hold this it to be axiomatic that this
Of course, not all jobs that have the same fate of becoming automation. In 2013, a highly cited study by Oxford University academics called The Future of Employment examined 702 common occupations and found that some jobs – telemarketers, tax preparers and sports referees – are at more risk than others including recreational psychologists, dentists and physicians (Benedikt Frey and A. Osborne, 2013). The diagram below are the least safe jobs due to automation. Another source from Ball State University suggests that automation has already proven a major driver of job loss this millennium (J. Hicks and Devaraj, 2015) (Heater, 2017). The paper notes that the decade between 2000 to 2010 marked the U.S.’s largest decline in manufacturing jobs in its history (Heater, 2017).
Misunderstanding can occur at any stage of the communication process. Effective communication involves minimizing potential misunderstanding and overcoming any barriers to communication at each stage in the communication process. Some common barriers for communication are: Filtering - Filtering implies willful distortion of information. This problem usually arises in upward communication. In upward communication, employees tend to pass only those messages that create positive impression about them.