Before we want to change anything, we need to change ourselves and our way of thinking. Leaders need to create a working environment with the right organisational culture by showing examples how teamwork, values, principles, standards, creativity, new ideas and different supports (help from other colleagues) are promoted. As I am writing my dissertation about retention, people like to feel valued and being a part of something "bigger". It is important to involve employees in the decision making processes, so they can feel that they can also have a "word" in order to change the organisation for better. Challenging work, learning from colleagues, teamwork, ethical behaviour, work-life balance, organisational culture, company's facilities (good food, company car, gym, healtcare) are more important to most of the people regardless of different generations than salary for instance. Thus, organisations need to create all the facilities (virtual, physycal, human) that contribute to the happinness of the employees so they can enjoy working in that company.
June 19, 2016
It is crucial to be aware of any human errors, hazardouos materials, chemicals, verbal and non-verbal factors that may influence the working situation, because these may have enormous consequences/impacts on people and on other physical assets of the company. It is very important to eliminate any potential errors or factors that can cause danger to anyone's health and safety. UK takes this very seriously, as anything might happen with an employee besides his/her mistakes, the employee might sue the company. For instance, if the cleaning lady washed the floor and didn't put a warning sign on and an employee or a customer fell over and let's say broke his/her leg, the person can sue the company, and the company has to pay out a lot of money to the person to recover. That is why, it is crucial to carry out different analysis in the company, for instance risk analysis, to make sure that all the standards and procedures all followed.
June 13, 2016
Tacit knowledge is based on experience and observation. On the other hand, explicit knowledge can be clearly communicated to others, it can be written down, it can be learned. So if we observ time after time, over again, the tacit knowledge can create an explicit one. Someone needs to have a clear vision to see the line between all the observations. Tacit knowledge can be transformed by using database, wikis, blogs, forums which transforms the knowledge in an electronic form. It is important to integrate tacit and explicit knowledge in order to make better decisions and appropriate actions.
I believe that organisations might have the following impacts in case of a lack of knowledge management on the decision making process:
- due to the lack of communication, there can be a delay in decision making process that can be resulted in higher costs or longer production
- the employees might make wrong decisions because of the lack of KM, lack of training or skills
- employees might have difficulty in using company software or database which can be resulted in wrong documentation, error, costs, delays ect.
- barriers in transforming tacit knowledge to explicit
- lack of knowledge sharing --> no innovation --> lack of improvement --> diminished organisational performance
- lack of business purposes, mission and vision
- poor planning
- inadequate use of the resources
- lack of accountability
- resistance of change - people will stuck in the same situation, no development
- lack of prioritisation
- inadequate budgeting and cost expectations
- lack of leadership
- lack of awareness
and so on...
June 12, 2016
June 04, 2016
It is also important how we manage our knowledge, those information, facts and skills that we experienced and learned theoretically and practically; how we share this knowledge among other people/organisations; how we make decisions and how we make reasoning. The learning organisation also encourages learning and knowledge sharing for the purpose of better business performance. Also, the involvement of individuals needs to be maximised in order to reach better results. Companies need to create the right working environment for the employees to learn, to collaborate, to follow the company's standards and policies which guide people to the same direction with the right behaviour, shared values and norms.
It is inevitable that organisations manage their assets well, as they invested a lot of time, money and effort into them. However, during operation, anything can happen, therefore organisations need to predict the unpredictable. In other words, they have to plan to react well in any situation. They have to increase their awareness, carry out various trainings, improve areas where necessary, innovate, and so on. Additionally, they need to consider environmental, economic and social sustainability.
March 27, 2016
During the leadership PMA, I realised that all the theories are related to each other and every theory can be used effectively depending on the situation, on the followers and on the leaders. All the theories have got advantages and disadvantages and there's no correct answer, because leadership means something different for all the individuals. Consequently, leadership is very complex and very difficult. Furthermore, it takes a lifetime to learn continuously in order to comply with different situations and people.
March 21, 2016
Because I am writing my dissertation about ethics, I came accross ethical leadership that I find interesting. Ethics is basically about knowing what is right and what is wrong. Ethics goes back to the ancient Greek philosophy, particularly to Aristotle...
But what is the right behaviour? It is quite difficult because for different cultures, religions and individuals right and wrong can mean different things, therefore ethics can vary.
Ethical leaders must act, make decisions and lead ethically in terms of their attitudes, behaviours, interactions and directions. It is very important how these leaders treat other people in his actions and what their principles and values are that drive them. Ethical leaders are ethical all the time and they continuously prove this. Ethical leaders are able to put their egos and personal interests on the side for the sake of the people, the company, or the greater good. Ethical leaders understand the power of leadership and they know how to use it well. Ethical leaders are the role models of ethical behaviour in an organisation, they build trust, they bring credibility, integrity and respect into the organisation, they are able to create a good climate within the company. Ethical leaders have a particular obligation in order to make the world a better place. Ethical leaders can sleep well at night, because they know that they always acted and behaved ethically.
March 20, 2016
According to my opinion, leadership and power are closely linked to each other, because leaders must have "power" to influence the followers because of their skills and personal qualities, to be admired by the followers or they have power because they are expert in their specific field. I read about French and Raven's five types of power (legitimate, expert, referent, coercive, reward) and I don't think that they can work in many situation because we all know that effective leadership depends on the characteristics of the leader, followers and situation. However, I found expert power useful, because when a leader is aware of his/her skills, competencies, abilities, knowledge, professionalism, he/she can understand the situation and make right judgements and creative solutions, the followers will listen to him/her. When leaders can demonstrate their expertise, they can gain trust and respect from their followers. Furthermore, because of the expert power, leaders can demonstrate their confidence, decisiveness, professionalism and rational thinking to their followers and gain support from them. In addition to this, this power is based on knowledge what nobody can take away from the leaders, although they have to learn and improve their knowledge continuously in order to be able to keep up their expert power.