Related Research Articles
Knowledge management (KM) is the set of procedures for producing, disseminating, utilizing, and overseeing an organization's knowledge and data. It alludes to a multidisciplinary strategy that maximizes knowledge utilization to accomplish organizational goals. Courses in business administration, information systems, management, libraries, and information science are all part of knowledge management (KM), a discipline that has been around since 1991. Information and media, computer science, public health, and public policy are some of the other disciplines that may contribute to KM research. Numerous academic institutions provide master's degrees specifically focused on knowledge management. As a component of their IT, human resource management, or business strategy departments, many large corporations, government agencies, and nonprofit organizations have resources devoted to internal knowledge management initiatives. These organizations receive KM guidance from a number of consulting firms. Organizational goals including enhanced performance, competitive advantage, innovation, sharing of lessons learned, integration, and ongoing organizational improvement are usually the focus of knowledge management initiatives. These initiatives are similar to organizational learning, but they can be differentiated by their increased emphasis on knowledge management as a strategic asset and information sharing. Organizational learning is facilitated by knowledge management. The setting of supply chain may be the most challenging situation for knowledge management since it involves several businesses without a hierarchy or ownership tie; some authors refer to this type of knowledge as transorganizational or interorganizational knowledge. industry 4.0 and digital transformation also add to that complexity, as new issues arise from the volume and speed of information flows and knowledge generation.
Business continuity may be defined as "the capability of an organization to continue the delivery of products or services at pre-defined acceptable levels following a disruptive incident", and business continuity planning is the process of creating systems of prevention and recovery to deal with potential threats to a company. In addition to prevention, the goal is to enable ongoing operations before and during execution of disaster recovery. Business continuity is the intended outcome of proper execution of both business continuity planning and disaster recovery.
A supply chain is a complex logistics system that consists of facilities that convert raw materials into finished products and distribute them to end consumers or end customers. Meanwhile, supply chain management deals with the flow of goods in distribution channels within the supply chain in the most efficient manner.
Organization development (OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture. The organizational changes are typically initiated by the group's stakeholders. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
Mentorship is the patronage, influence, guidance, or direction given by a mentor. A mentor is someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee. Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from.
Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization. Examples may include ways to increase production efficiency or to develop beneficial investor relations. Knowledge is created at four different units: individual, group, organizational, and inter organizational.
Job rotation is the lateral transfer of employees between jobs in an organization without a change in their hierarchical rank or salary grade. Rotated employees usually do not remain in these jobs permanently and may also not return to former jobs. The frequency and duration of intervals in a job rotation can vary widely from daily to periods of years. The practice serves several functions including staffing, employee motivation, managing employee fatigue, employee orientation and placement, and career development.
The Fifth Discipline: The Art and Practice of the Learning Organization is a book by Peter Senge focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations that learn to create results that matter as an organization. The five disciplines represent classical approaches for developing three core and timeless learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity.
Workplace politics involves processes and behaviors in human interactions that include power and authority. It serves as a tool to assess operational capacity and balance diverse views of interested parties. Also known as office politics and organizational politics, it involves the use of power and social networking within a workplace to achieve changes that benefit individuals within it. According to Michael Aamodt, "Organizational politics are self-serving behaviors that employees use to increase the probability of obtaining positive outcomes in organizations". Influence by individuals may serve personal interests without regard to their effect on the organization. Personal advantages may include access to tangible assets or intangible benefits such as status and pseudo-authority that influences others.
Goal setting involves the development of an action plan designed in order to motivate and guide a person or group toward a goal. Goals are more deliberate than desires and momentary intentions. Therefore, setting goals means that a person has committed thought, emotion, and behavior towards attaining the goal. In doing so, the goal setter has established a desired future state which differs from their current state thus creating a mismatch which in turn spurs future actions. Goal setting can be guided by goal-setting criteria such as SMART criteria. Goal setting is a major component of personal-development and management literature. Studies by Edwin A. Locke and his colleagues, most notably, Gary Latham have shown that more specific and ambitious goals lead to more performance improvement than easy or general goals. Difficult goals should be set ideally at the 90th percentile of performance, assuming that motivation and not ability is limiting attainment of that level of performance. As long as the person accepts the goal, has the ability to attain it, and does not have conflicting goals, there is a positive linear relationship between goal difficulty and task performance.
In business management, a learning organization is a company that facilitates the learning of its members and continuously transforms itself. The concept was coined through the work and research of Peter Senge and his colleagues.
Competence is the set of demonstrable personal characteristics or KSAOs that enable job performance at a high level with consistency and minimal difficulty. Competency in human resources is an organizational criterion for excellence that encompasses the behaviors, experience, knowledge, skills, and abilities that enable employees to perform their roles effectively and reliably.
Data governance is a term used on both a macro and a micro level. The former is a political concept and forms part of international relations and Internet governance; the latter is a data management concept and forms part of corporate data governance.
An electronic performance support system (EPSS) is any computer software program or component that improves user performance.
A community of practice (CoP) is a group of people who "share a concern or a passion for something they do and learn how to do it better as they interact regularly". The concept was first proposed by cognitive anthropologist Jean Lave and educational theorist Etienne Wenger in their 1991 book Situated Learning. Wenger significantly expanded on this concept in his 1998 book Communities of Practice.
Change management (CM) is a discipline that focuses on managing changes within an organization. Change management involves implementing approaches to prepare and support individuals, teams, and leaders in making organizational change. Change management is useful when organizations are considering major changes such as restructure, redirecting or redefining resources, updating or refining business process and systems, or introducing or updating digital technology.
Training and development involves improving the effectiveness of organizations and the individuals and teams within them. Training may be viewed as being related to immediate changes in effectiveness via organized instruction, while development is related to the progress of longer-term organizational and employee goals. While training and development technically have differing definitions, the terms are often used interchangeably. Training and development have historically been topics within adult education and applied psychology, but have within the last two decades become closely associated with human resources management, talent management, human resources development, instructional design, human factors, and knowledge management.
Digital transformation (DT) is the process of adoption and implementation of digital technology by an organization in order to create new or modify existing products, services and operations by the means of translating business processes into a digital format.
Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today's international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. It cannot be assumed that a manager who is successful in one country will be successful in another.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields. Studies on leadership style are conducted in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience. A leader's conceptual abilities include agility, judgment, innovation, interpersonal tact, and domain knowledge. Leaders are characterized as individuals who have differential influence over the setting of goals, logistics for coordination, monitoring of effort, and rewards and punishment of group members. Domain knowledge encompasses tactical and technical knowledge as well as cultural and geopolitical awareness.
References
- ↑ Turner, Dawn-Marie. "Change Fatigue: Is Your Organization Too Tired to Change?". thinktransition.com. Retrieved 24 April 2014.
- 1 2 Morgan, N., Do You Have Change Fatigue?, Harvard Business School, "Working Knowledge" series, published 9/10/2001, accessed 24 June 2023
- ↑ Perlman, K., Change Fatigue: Taking Its Toll on Your Employees?, published 15 September 2011, accessed 28 April 2023
- ↑ Gill, A., Overcome change fatigue by promoting resilience and resourcefulness, published 22 November 2011, accessed 24 June 2023