TUTORIAL 7

Honelako gehiago

REASONS FOR UNEVEN DEVELOPMENT IN THE WORLD

Constance Lzq‑k egina

Task Based Language Teaching

Belén Ichina‑k egina

The domain of Pragmatics

johan francisco ramirez‑k egina

Change Management

Firman Setiawan‑k egina

Chapter 7: Knowledge Management Organizational Culture

KM Maturity Model

5. Sharing Stage

4. Convinced Stage

3. Aware Stage

2. Reactive Stage

1. Default Stage

Enhancing Programs

Supporting planned interventions

Pilot testing

Accomodate differences

Communicate the program intentions and ongoing progress

Effective Knowledge Cultures

Collaborative

Tolerant

Encourage shari9ng

Open and communicative

Trusting

Knowledge Culture Enablers

Interaction with Colleagues

Individual influneced by whom they regularly work with

Enacted Values

Values which are reflected in actual practice

Structural Support

Describe the organisation structure, system and processes

Core Values

Essential to the organisation and need to be identified, encouraged and monitored

An organisation need to have a range of strategies, be aware of influencers and operating over several levels

Analysis of Organizational Culture

Basic assumptions and values

Expoused values

Artifacts

Changing Organizational Culture

Don't see benefit from change

Change can be threatening

Culture is resistant to change

Organizational Culture

Ways culture may operate in a workplace

Sacred Cow

Social Glue

Compass

Regulator

Factors of Cultural Influence

Workplace interactions

Leadership

Supervision quality

Information flows

Climate & morale

Teamwork

Past patterns & history

Shared assumptions, beliefs and values

Typology of Cultures

Fragmented Culture

Mercenary Culture

Networked Culture

Communal Culture

Solidarity

measure of task orientation

Sociability

measure of friendliness