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, 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
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
...recognize development of trust within an organization is both an opportunity and ongoing challenge. Trust creates the groundwork for effective communication, employee motivation, and retention. Trusting relationships lead to synergy, interdependence, and respect.
06). For any leader to be successful, that leader would need to have the trust of their employees. Without that trust, the employees would not be able to believe in the leader and/or their style of leading or whether they are fair, ethically and predictable. Employees need to know that the priorities of the both the company and the leader will have the best interest of the employees. Communication is an important part of trust. Employees like to know what is happening with the company and how they may be affected. This also tells a lot about the leader, are they willing to let the staff know what is happening or are they secretive. Organizational trust is also important to the employees and leaders play a role in that as they show what they pay attention to, how they use resources, dealing with issues of a critical nature, and how they hire, promote, and employee dismissal (Joseph & Winston, 2005, p. 08). The culture of organizational trust
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
In his article, The Importance of Trust in Leadership, David L. Mineo discusses how trust is essential in a leader and how to gain and build trust. According to Mineo, trust is like glue: it binds the leader and his or her followers. He looks at ways to build trust in employees. Explicitly, he states that “the foundation of a great workplace is… credibility, respect and fairness which form the foundation of trust” (Mineo 2). He then turns his focus to trust and how trust, in effect, helps make employees more effective in the workplace. In one example, an unnamed businesswoman lost the trust of an organization she was working for and, therefore, people were cautious about her decisions and her leadership (Mineo 2-3). As a result, the effectiveness of the company was lessened (Mineo 3). In another
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).
To start my answer related to trust, I would like to start with few quotes that shows the power of trust like, “without trust we don’t truly collaborate, we merely coordinate or at bets cooperate. It is trust that transforms a group of people into a team “- Stephen M.R Covey
I once read, Trust is the glue which binds the leader to her/his followers and provides the capacity for organizational and leadership success(Mineo, D. L. (n.d.). The Importance of Trust in Leadership. Research Management Review, 20(1), 2014th ser., 1-6. Retrieved from http://files.eric.ed.gov/fulltext/EJ1038828.pdf). In order for a team to work and be successful you must build a bond. If there is no trust within a team then it causes issues and usually results in double work being done because instead of relying on someone you are having to do the work also to make sure it gets done. This is not successful and causes more headache. In order to be a successful leader you must have a great foundation. The foundation of a great workplace is created by organizational credibility, respect and fairness which form the foundation of trust(Mineo, D. L. (n.d.). The Importance of Trust in Leadership. Research Management Review, 20(1), 2014th ser., 1-6. Retrieved from http://files.eric.ed.gov/fulltext/EJ1038828.pdf). When there is no trust it is merely impossible to lead and develop others. As a leader, how can you have others to rely, believe in you and your leadership if they do not fully trust you? Trust is not developed in a day but over a time frame I believe in order to be successful as a leader you just have a great foundation with
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.
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...
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Leadership involves providing direction, gaining alignment, and receiving commitment from followers (Shi & Johnson, 2014). Trust is very important in any relationship, whether it is two people or a group of people, trust is vital. Trust fosters an open relationship and establishes an environment of comfort and support. By building trust, I provide an environment where my staff members are more prone to be more efficient in their work and trusting in my decisions as well as develop their ability to build relationships with
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...