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T8 & T9 (T9: Culture, leadership and knowledge management (Ch15)…
T8 & T9
T9: Culture, leadership and knowledge management (Ch15)
Organisational culture (p.458)
Elements of culture (p.460)
Levels (p.460)
Underlying values
Espoused values
Artefacts
Factors (p.460)
Rituals
Stories
Forms
Processes
Org structure
Routine behaviours
Power structures
Control systems
Symbols
Definitions of culture (p.459)
Four types of culture in the textbook (p.461)
Fig 15.2 outlines these types (p.462)
Premeditative
Bureaucratic
Entrepreneurial
Teamwork
Model
for managing knowledge (p.445)
Bounded instability (p.456)
Seamless transition (p.457)
Responsibility of the legitimate system (p.457)
Responsibility of the shadow system (p.456)
Roles of the legitimate system (p.446)
Potential problems (p.450)
Four stages of HRD (p.450)
Selection (p.449)
Performance appraisal (p.449)
Organisation control systems (p.448)
Operational planning (p.448)
Single-use plans (specific project to be achieved)
Standing plans (policies, procedures and rules)
Strategic planning (p.446)
'Opening a new opportunity' (p.447)
'Doing more of the same' (p.446)
SWOT (p.446)
Roles of the shadow system (p.452)
Learning partnerships (p.455)
Networks (p.455)
Communities of Practice (p.453)
Self-organising groups (p.453)
Fig 15.1 A model for managing knowledge (system approach) (p.445)
Knowledge as an asset (p.442)
It does not function like other assets (p.442)
Use and spread it and it will multiply
Hoard it and it will deplete
Knowledge is now as critical as time and money (p.442)
Definitions (p.442)
Encoded knowledge
Embedded knowledge
Information
Encultured knowledge
Data
Four processes for use (p.444)
Creating, discovering and acquiring knowledge
Revising and disposing of knowledge
Capturing and storing knowledge
Presenting, distributing and sharing knowledge
Leadership (p.465)
Role of the HR developer (p.467)
Complexity theory (p.466)
Transactional (p.465)
Single-loop / negative feedback
Good for legitimate system
Transformational (p.466)
Double-loop / positive feedback
Good for shadow system
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T8: Creating and embedding new knowledge (Ch14)
Exporting to the legitimate system (p.430)
Push from the shadow system (p.433)
Viral approach
Engaging in a debate
Preparing the new concept as an acceptable package
Preparing the path for a new idea
Identification of a power centre (champion)
Pull from the legitimate system (p.434)
Extended learning
Implementation
The plan
The audit
Defence routines (p.431)
Giving an appearance of positive action
Management inaction
Extraordinary management processes (p.419)
Learning partnerships (p.426)
Joint ventures (p.427)
Strategic (p.428)
Research
Work integrated learning (WIL) or Work experience learning (WEL)
Work capacity integrated learning (WCIL)
Customised work integrated learning (CWIL)
Apprenticeships (p.427)
Communities of practice (CoP) (p.424)
Networks (p.425)
Internal
External
Self-organising groups (SOGs) (p.420)
Adjourning methods (p.424)
SOG evolves to CoP
#
Export idea to legit system
#
Idea not yet useful, becomes stored
#
SOG dies before result
Terminated by legit system
Ran out of energy
Idea lacked potential
Facilitating the knowledge development process in SOGs (p.422)
Cavaliere's 5-stage
model
(p.423)
Actualising
Inquiring
Theorising and perfecting
Modelling
Experimenting and practising
Group dynamics (p.421)
Adjourning (in the case that SOGs eventually dissipate)
Performing
Norming
Storming
Forming
Shadow system (p.412)
#
Techniques of the shadow system (p.414)
D-R-N
model
(Tranfield et al) (p.416)
Discovery phase
Nurturing phase
Realisation phase
Day to day mobility
Projects
Meeting places
Matrix teams
Guiding principles (p.416)
Double-loop learning
Positive feedback loops
Roles (p.417)
1 - Identify new knowledge (p.417)
Where?
Create genuinely
NEW
knowledge
Find in another system - 'new' to the org
How?
Search
Articulate
Capture
2 - Challenge legitimate system (p.418)
3 - Store knowledge (p.418)
Knowledge of how to learn
Unrelated knowledge
Basic info and raw data
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