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Trusting Culture on knowledge management (KM)
According to Strong and Weber (1998), a trusting culture is one that is characterized by actions and personal conducts, which discourage use of personal interests over group interest, and it incorporates positive attitude in regard to the conduct of others in the group. Trusting culture is a very reliable tool in knowledge management. This is attributed to the fact that the surrounding atmosphere is composed of trust, thus the quality of information being disseminated is high. King (2008) argues that, an overwhelming trust among employees in a firm or organization, yields good results for knowledge management. Thus the information sharing process is characterized by honesty, reliability and responsibility.
Trusting culture brings an element of competitive advantage to the organization. This is attributed to the fact that the information that is in circulation is very reliable and rich in terms of offering knowledge on how to improve the quality of services and goods. However, according to Li (2010), building a trust culture needs a link of one’s individual job responsibilities and knowledge sharing. This results into motivation of the employee to take part in the knowledge sharing, and improve on individual level of performance. But, the type of information shared is characterized with different kinds of individualism and sometimes it may be biased to an extent. Thus the goal of knowledge management is not achieved. Therefore, trusting culture may have a negative effect on knowledge management.
Holland (2010) on the case of banks, knowledge and crisis, argues that the system of bank learning is inadequate in developing individual character. This he supports by the use of the tra...
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McClure, M.2009. Creating Safe, Collaborative Cultures in a Web 2.0 World. EContent, 32(5), 22- 26. Retrieved from: http://proquest.umi.com/pqdweb?index=21&did=1768338941&SrchMode=1&sid=8&F mt=6&VI nst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1305787664&clientId=4506 5
Strong, K, & Weber, J. 1998. The Myth of Trusting Culture. Business and Society 37, no. 2.retrieved from: http://proquest.umi.com/pqdweb?index=6&did=30100408&SrchMode=2&sid=1&Fmt=6 &VInst =PROD&VType=PQD&RQT=309&VName=PQD&TS=1305781813&clientId=45065
Tseng, S. 2010. The Correlation between Organizational Culture and Knowledge Conversion on Corporate Performance. Journal of Knowledge Management 14, no. 2. Retrieved from:http://proquest.umi.com/pqdweb?index=45&did=2010828681&SrchMode=1&sid= 1&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1305704384& clientId=45065
Freire, Paulo. "The "Banking" Concept of Education." 1993. Ways of Reading: an Anthology for Writers. By David Bartholomae and Tony Petrosky. 9th ed. Boston: Bedford/St. Martins, 2011. 323. Print.
But most people within the economy do not know enough about the complexities of the banking system to voice their opinion in opposition to the bankers, politicians, and regulators. This is a central concern of Admati and Hellwig and one of their main motivating factors for writing The Banker’s New Clothes. Admati and Hellwig aimed to “demystify” the banking system in order to raise awareness to weaknesses in banking policies in hopes of triggering necessary reforms to banking principles that only benefit the bankers and politicians. They state, “Expanding the policy discussion beyond the circle of bankers and banking specialists is very important, because more action is urgently needed and yet has not been taken. The banking system is still much too fragile and dangerous. This system works for many bankers, but exposes most of us to unnecessary and costly risk, and it distorts the economy in significant ways (pg. 4).” Admati and Hellwig look to level the playing field for the general public by explaining the banking system and it’s flaws in clear terms that most people can understand. By doing this Admati and Hellwig hope to reduce the recurrent economic booms and busts that have such harsh consequences for people in compromised economic situations; which are
Some people realize that an education could open up doors that will lead to the life that they desire; however, others view education as shackles that keep them from doing what they want to be doing. Nevertheless, the seriousness of one’s education varies from person to person. In his essay, “The Achievement of Desire”, Richard Rodriguez describes his experience of being a part of the “Banking Concept” and a “Scholarship Boy” throughout his many years of schooling and how it forced him to choose between an education or his culture and family. In the “Banking Concept” Paulo Freire said that “Implicit in the banking concept is the assumption of a dichotomy between human beings and the world; a person is merely in the world not with the world or with others; the person is spectator not re-creator.” With that, Freire would most likely interpret Rodriguez’s education as not fully assimilated into the “Banking Concept”, due to the development that Rodriguez underwent through his journey in his education, star...
Aspects of the perceived culture in an o organization, such as, level of communication among members, the level of support in regard for new innovations and technology, as well as the amount of support by upper level management all have a positive influence on the manner employees behave and interact with each other as well as how they treat consumers and suppliers. If employees emulate a manager that does not share the same values and beliefs of others within the organization, or that does not share a good work ethic, employees will not complete tasks and fail to be productive. It works as well in the opposite manner; when employees see a manager who supports a company’s mission, its goals, and business strategy, the organizational culture of the company will aide in providing a clear direction for employees to follow and strive towards. Ultimately, the culture supports desire business strategies and the overall mission of an organization, and the capacity of the culture is dependent on just how intensely employees share the values and basic assumption of the
In the Freire’s “the banking ‘banking’ concept education.” he interpreted that teacher deposit themselves contains reality to students, and take the concept as if reality although it is far away from our life. This kind of education model led students to adapt the world, but not judges the world personally. T The capability of banking education to minimize or annul the students’ creative power and to stimulate their credulity serves the interest of the oppressors, who care neither to have the world revealed nor to see it transformed (Freire, Pg.217). The process of teacher’s teaching just an information transition, this act make students away from real life and world. Hence, banking education makes people apart from praxis. Apart from the way to be a fully human being in the real
Trust and shared vision unify the facets of interpersonal resources leaders, direct or guide as employees, navigate through the structured network of relationships that encompasses the cooperative relationship of shared vision, shared values, and mutual goals (Frisina & Frisina, 2011; Li, 2005; McLeod & Young, 2005; Rodríguez-Campos, 2007). Faithfulness and dependability of purpose, move the organization forward from an expected ideal state or big picture whereas the behavior of the leadership becomes the forecaster of organizational performance (Frisina & Frisina, 2011; McLeod & Young, 2005; Rodríguez-Campos, 2007). Reemphasizing Frisina and Frisina (2011) quote, “Whenever performance does not match potential, there is a gap between how we are actually performing and what we could be achieving with the appropriate level of influential leadership and personal motivation” (p. 27).
Trust is the first one of the characteristics and is very important in our profession. Without trust in our profession we could not accomplish anything. In Chapter on...
Freire, Paul. “The ‘Banking’ Concept of Education.” Ways of Reading: An Anthology for Writers. Eds. David Bartholomae and Anthony Pertosky. 9th ed. Boston: Bedford, 2011. 515-532 Print
Two key concepts are behind the model. First, trust is built through the disclosure of information about oneself. Secondly, through constructive feedback from peers and subordinates, leaders can learn about themselves and deal with personal problems or faults. This feedback, if given in a constructive manner, can help organizations build teamwork and create...
The “banking” concept affects two social classes, which are the working class and the middle class schools. I enrolled in a middle class school were we all wrote down what the teacher said. Whatever they write on the board, we would copy down. During my senior year, last semester, I took an Economics class that took no work to pass the class. Our teacher, Mr. Adkins, would simply tell the students, “This is what we’re going to do in class today….” He list the topics out and it w...
Engendering trust is an important factor for organizational success and the welfare of its employees; however, encouraging and maintaining trust can be difficult and demanding at times. Trust is essential to an effective team. A team lacking trust isn't really a team at all, it's just a group of people who work together. They unsuccessfully communicate with one another effectively, fail to share important information, and they often don't cooperate or work well with one another. As a result, they are not cohesive, nor do they collaborate efficiently as a group.
Studies show that gaining the trust of a group of individuals is critical to become an effective leader. It is the foundation that forms the team. “Developing a leadership style that produces trust is the ultimate root and source of influencing another” (Gaiter, 2013 p. 324). This rings true in any leadership role. Any coach, pastor, or department manager needs to understand that building trust takes time and effective leadership is a time consuming task. Leaders are always being watched by their teams and leaders must always act with integrity and honesty while trying to better the team he or she leads (Gaiter, 2013). Once trust has been built between leadership and their peers, productivity, team cooperation and morale have been shown to increase dramatically.
Trust is defined in Webster’s Dictionary as “firm belief in the reliability, truth, ability, or
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
Together we chose three important concepts: leadership, followership, and trust. Leadership characteristics and behaviors are often discussed, but that of followership is much less common (Jerry, 2013). The study of followership is many times overlooked, although research on leadership is abundant (Satterlee, 2013). The fact is, a leader cannot lead without followers, thus is why followership is important (Satterlee, 2013). Point blank, there is no leadership without followership, but still the topic of followership rarely arises (Hoption, 2014). As defined by Mayer, Davis, and Schoorman, trust is “the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party as a positive expectation that another will not act opportunistically” (1995, as cited in Satterlee, 2013, p.