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CHAPTER 7 Knowledge Management Organizational Culture - Coggle Diagram
CHAPTER 7 Knowledge Management Organizational Culture
Organizational Culture
Shared assumptions, beliefs and values
Powerful unifying force
Organization is embedded in larger social environment
Micro cultures may exist across organization
Communal Culture (Hsoc, Hsol)
Task Driven
Leaders are inspirational and charismatic
Leaders may exhibit too much influence, members may not be vocal
Networked Culture (Hsoc, Lsol)
Members are treated as friends and family
Willing to help and share information
People may be reluctant to criticize poor performance
Mercenary Culture (Lsoc, Hsol)
Focus on strict goals
Little room for political cliques
Poor performance not tolerated
Fragmented Culture (Lsoc, Lsol)
Sense of belonging and identification with organization is weak
Commitment is to individual members
Potential lack of cooperation
Cultural influences factors
Past patterns and history
Teamwork
Climate and morale
Information flows across the community
Supervision quality
Leadership
Workplace interactions
Ways culture may operate in a workplace
Regulator
Compass
Social glue
Sacred cow
Organization
need to have a range of strategies to ensure the essential values in KM are followed.
Be aware of influences that contribute to the creation of an effective and positive knowledge community.
Knowledge communities
Open and communicative
Encourage sharing
Tolerant
Collaborative
Trusting
Communicate the program intentions and ongoing progress
Regular communication
Reduces uncertainties
Increase understanding
Encourage learning
Sensitive to feedbacks
Seek affirmation