Case Study The Workplace - 943 Words

Joe Pacifico BUS 164 July 14th, 2015 Case Study #1 In the workplace, there are a number of different influence strategies that are essential when it comes to effective leadership practices. The concepts related to social proofs and reciprocation are common strategies that are used by many well known leaders in business. In basic terms reciprocation would refer to a repayment of a gesture. Typically reciprocation comes with ulterior motives when conducted by business minded individuals. With that being said, these motives can be related to making new connections or barters made in the sales of products or services. Reciprocation has its benefits, but those benefits might not directly impact one party initially at the time of an exchange. In terms of networking, one in business might entertain prospective clients to a nice dining experience. Furthermore, a $400 steak dinner has the potential to be a great investment as it is an opportunity for one to market their social proofs to others in the hopes of gaining future business. Social proofs are another important business strategy. This influence strategy is related to factors that influence everyday decision making. In other words, under the ideologies of social proofs individuals tend to make different choices based on previous decisions that were made by others. The reasoning for this is the fact that there is the assumption those whom encompass a similar decision made a choice that is universally accepted by all. ForShow MoreRelatedInclusion On The Workplace Case Study1583 Words   |  7 PagesInclusion in the Workplace Case Study Tom, I am glad you came to talk to me about your workplace situation. By the end of our conversation I hope to leave you with a few options on how to improve the atmosphere at Piggly Wiggly so you can run the most successful business. 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Following Knowledge management and organizational cultures - Free Essay Example

Sample details Pages: 16 Words: 4846 Downloads: 7 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Knowledge is power. Nowadays, organizations are practicing knowledge as a competitive and the tactical tool as referred by many practitioners (Ducker 1994; Nonaka 1995; Zack 1999). Organizations use knowledge to acquire understanding and this knowledge help them to elevate their performance (Milton 2002). Don’t waste time! Our writers will create an original "Following Knowledge management and organizational cultures" essay for you Create order Knowledge can be bisected into two parts, a) explicit knowledge and b) tacit knowledge. Explicit knowledge refers to knowledge that can easily be coded e.g. documented, identified, and articulated. Tacit knowledge refers to knowledge that is extremely difficult to code e.g. identified, articulated and documented (Ford 2001; p.33). The main challenge for an organization is to produce skills linked to knowledge management (Hart 2004). Every organization is comprised of two types of assets, tangible and intangible assets. Tangible assets embody all those asset of organization that can be physically touched e.g. equipment or documents. Intangible assets embody all those assets that cannot be physically touched i.e. human thinking or knowledge. Organizations that desire their knowledge management dynamism to be successful, they have to transform their intangible assets to tangible assets. Organizations can transform their intangible asset to tangible asset by employing a process known as knowledge management or business intelligence (Muhamad and Hayati 2006). Knowledge management refers to the process through which organization creates, gather, organize, share and analyze its knowledge in terms of resources, documents and people skills (Muhamad and Hayati 2006; p.2).Today organizations are using the knowledge management process to preserve knowledge and experience of their employees. Organizations can make use of their knowledge and experience in the future (Dfouni and Croteau 2004).Benefits of knowledge management dynamism occur at both individual level and organizational level. Knowledge management eases an organization to make a) faster decision, b) empowerment and c) learning (Milton 2002).Organizational culture is defined as the way we do things around (Usoro and Kuofie 2006; p.17). Organizational culture should expedite knowledge management (Goh, Ryan et al. 2006). Organizational culture set the rules, assumptions, values, norms, beliefs, a way of doing things in the organization (Long 1997).It is the organizational culture that escorts members of the organization how to administer their knowledge effectively (Davel and Snyman 2007).Organizational culture is the single biggest hedge for knowledge management (Mason and Pauleen 2003). Organizational culture can be accessed by centering focus on the organizational task, structure, technology and people characteristics (Hurley and Green 2005). The intention of our research  was to  investigate the relationship between the knowledge management and organizational culture and addresses all those critical factors that can contribute either positively or negatively in the knowledge management. 2: Literature Review 2.1: Research Studies. Various practitioners demonstrated heterogeneous theories, models and case studies in which they debated the relationship between knowledge management and culture. Different studies have depicted organizational culture in diverse ways (Ladd and Ward 2002). (Long 1997) accessed organizational culture by applying behavioral perspective. According to him organizational knowledge and culture are closely allied. New behaviors are sculptured by the culture. He recommended four ways in which organizational culture impact behaviors central to knowledge management. 1) Culture and specifically subcultures outline our assumptions about what knowledge is 2) Culture conciliates the relationships between individual and organization-level knowledge. 3) Culture formulates the frame of reference for social interaction and 4) Culture silhouettes the procedures by which new organizational knowledge is taken, legitimated, and diffused. (Goh, Ryan et al. 2006) had accessed knowledge management within the Malaysian context, by applying a multiple case study approach. In addition, they examined the impact of a cultural factor upon knowledge management practice in the Multimedia Super Corridor (MSC) status companies in Malaysia. The study confirmed that cultural factors do play a consequent role in hyping knowledge management practice. Their study interrogated various cultural factors. A result concluded that collaboration, mutual trust, leadership, kiasu-ism and incentives/rewards have significant repercussions for knowledge management practice. (Muhamad and Hayati 2006) adopted case study approach to confirm the soundness of the research model known as Banking Knowledge Management Model (BKMM) in the banking sector. After inquiring into two banks, they accredited different organizational cultures connected factors. These factors are communication, reward systems, leadership, use of knowledge experts, group problem solving, sharing of new ideas and lack of training. (Usoro and Kuofie 2006) demonstrated a model which splits culture into two parts a) Organizational culture and b) Societal culture.  Ãƒâ€šÃ‚  To scale the organizational culture, they presented two forms of approaches and varying culture connected factors that can add in knowledge management. These approaches are, a) Value based approach and b) Work practices based approach. Value based approach include three dimensions, a) Trust, b) Share information freely and c) Work closely with others. Organizational culture is consisted of following attributes, Table 1: Organizational culture profile attributes as modified by Harper. Trust Problem solving Demanding of employee Flexibility Being exact Team oriented work Having a good reputation Stability Supportive of employees Decisiveness Sharing information freely Predictability Being competitive Tolerant of failure Rule-oriented Being thoughtful Socially responsible Being innovative Being aggressive Being different from others Compliance Being result-oriented Security of employment Experimentation Fairness Praised good performance Risk taking Informality Fitting in at work Being careful Develop friends at work Attention to detail Being easygoing Working closely with others Take advantage of opportunity Respect for individuals rights Being calm High expectation for performance Low level of conflict encouraged Enthusiasm for the job Freedom of action Taking initiative Confront conflict directly Source: (Park, Ribià ¨re et al. 2004) as cited by (Usoro and Kuofie 2006; p.19) Work practices based approach include five dimensions, a) Autonomy, b) Inter-departmental coordination, c) External orientation, d) Human resource orientation and e) Improvement orientation (Van den Berg and Wilderom 2004). According to (Flynn 2004) successful organizations are those who own up and intrigue their existing intellectual assets as well as devise new knowledge inside the organization. To be successful, an organizations must address affairs related to culture, strategy, policy, and practice. To address culture accompanying essentials, she  deployed audit approach. Cultural audit unveils foremost bulwarks to knowledge management process and system. Organizational culture associated ramparts to knowledge management   are, unwillingness to share knowledge, fear of knowledge sharing (job security), mistakes are not tolerated, too little time to share knowledge, no use of appropriate technology, information overloa d, command and control culture. (Gà ¼mà ¼ÃƒÆ'†¦Ãƒâ€¦Ã‚ ¸ and Hamarat 2004) administered a survey on knowledge processes, culture, technological and socio-cultural affairs in the organization. Organizations cultural factors that are required for efficacious knowledge management are empowerment, leadership support (Nonaka and Konno 1998) and motivation. Human resource kindred factors that were singled out are, IT training, teamwork, communication, education, orientation and voluntary participation. (Chen and Mohamed 2008) demonstrated a theoretical framework on the business environment and endeavored to approach the impact of the organizational environment and technical environment on knowledge management from a strategic point of view. Every organization is comprised of an internal business environment and this internal environment can rescue organizations to carry out knowledge management. Knowledge management requires trust and collaboration. The outcomes of the study exhibited that both organizational environment and technical environment can affect organization knowledge management pursuits, but it is the organizational environment that has greater repercussions for knowledge management practices. (Choi 2004) attempted to scrutinize the knowledge supportive human resource (HR) factors that can influence the success of KM. Results proved that Top Management Support is a decisive factor for KM success. Factors that were accessed and conceived to be compulsory for the success of the knowledge management are training, employee involvement, teamwork and collaboration, employee empowerment and leadership. The results of a study reveal that leadership performs a more consequential role toward human resources supportive environment.  Ãƒâ€šÃ‚   According to (Iftikhar, Dickson et al. 2003) to measure the success or failure of KM some sort of valuation process has to be matured. They deployed a questionnaire instrument for KM projects. To review th e success of knowledge management in the organization, they  advised four factors, a) organizational environment, b) technical and managerial support, c) strategy and goals for knowledge management projects and d) utilization of knowledge and technology. Culture linked factors that can expedite knowledge management are, employee willingness, networks are formed, teams are built, employees are trained, staff is rotated, failure is seen as facilitator for learning, knowledge is shared at regular intervals, best practices are used, time is available to employees, free access to information, common language is spoken in the organization and rewards are given to those employees who support knowledge management.  Ãƒâ€š According to (Tuggle and Shaw 2000) KM can be enabled or impeded by organizations culture. One way to review an organizations culture is to cross examine the  impact of KM on an employees set of activities, meetings and attitudes. If the organization s culture brings changes to the individuals daily work routines, then the employee will be most likely to embrace the new work system. They come forward with the model that can be used to gauge whether or not existing culture is appropriate for the successful implementation of KM. (Hurley and Green 2005) utilized the Leavitts (1965) model of an organizational change as a framework to review the components essential for efficacious KM culture. The results portray that -task, structure, technology, and people conduce significantly to a KM culture. 2.2: Enablers and Disablers of knowledge management.  Ãƒâ€šÃ‚  After examining the literature, we found following culture connected factors that can effect knowledge management in the organizations either favorably or negatively. Kiasu-ism: Kiasu-ism refers to mentality that knowledge is power and job insecurities in addition to competition among peers, which lead to the hoarding of knowledge by employees for self-preservati on (Chaudry 2005; p.6). Culture in which Kiasu-ism exits will not be able to formulate culture of collaboration and mutual trust. Organizational culture should advertise the belief that sharing leads to power (Goh, Ryan et al. 2006).Organization has to make certain that their employees get the opportunity to learn but, also improve themselves at the job (Iftikhar, Dickson et al. 2003). Organizational culture that does not prop its employees to comprehend that sharing will increase collective power will not be able to  continue knowledge management (Milton 2002). Communities/Teams:   Organizational culture that does not encourage communities/teams building fails to institute knowledge management. Two heads can provide more solutions for any puzzle as compare to one head. To certify that knowledge sharing will take place among members, organization should make cross-divisional teams (Milton 2002).This drive will not only publicize the knowledge management, but it will also ease to amalgamate ideas from different sources (Nonaka 1995).By building teams organizations can make exercise the hidden skills and experience of its members in the more productive way (Choi 2004). Knowledge friendly culture is one in which employees work closely with each other (Usoro and Kuofie 2006).Teams or communities building begins collaboration. Collaboration refers to the degree to which people in a group actively assist one another in their task (Hurley and Green 2005; p.47). Without collaboration knowledge sharing and creation cannot occur; this is because collaboration directs toward the concept of togetherness. Organizational culture should publicize collaboration among the members of organization (Choi 2004).Teams can be intra departmental or cross departmental. Motivate through rewards incentives: Incentives and rewards are the source of motivation and moral boost. Incentives refer to things that have the ability to incite determination or action by employ ees in an organization. There are two types of rewards. Extrinsic rewards refer to positively valued work outcomes that are given to the employee in the work setting. Intrinsic rewards are positively valued work outcomes that are received by the employee directly as a result of task performance (Goh, Ryan et al. 2006; p.107). Both types of rewards lead to knowledge management. Incentives and rewards influence both intrinsic and extrinsic motivation (Amabile 1997).As employees indulge themselves only in those activities where their effort is appreciated, and they get favorable return for their effort (Gammelgaard 2007).These rewards will not only help employees to get personal satisfaction, but also help them to fulfill their monetary needs (Amabile 1997). Tolerance for errors/mistakes:  Ãƒâ€šÃ‚   Organizations in which employees are  penalized for their errors/mistakes will not be able initiate knowledge management. Organizations should plug a culture in which emplo yee errors are tolerated rather penalized (Milton 2002).Mistakes devise opportunities for learning, which ease an organization to get new ideas (Iftikhar, Dickson et al. 2003). Time:   Organizations have to make certain that their employees get adequate time to imagine creatively (Iftikhar, Dickson et al. 2003).Apprehending and sharing of knowledge should be part of routine work rather another inclusion to responsibility (Milton 2002).Organizations can utilize its official and unofficial  time period. Common language: Organizations should exercise common language at the workplace i.e. official language (Milton 2002). Organization had to put a restriction on their employees to exercise only one language at the workplace and this language should be the only source of communication between employees (Iftikhar, Dickson et al. 2003). Trust:   Knowledge management requires trust. Trust is defined as An individuals reliance on another party under conditions of dependence and risk. (Ford 2001; p.30). According to, IBM institute of knowledge-based Organization (IKO) trust plays a vital role in knowledge sharing (Levin, Cross et al. 2002).Why knowledge management requires trust? This is because trust creates coordination and plays a vital role in the exchange of both explicit knowledge and tacit knowledge. Target of trust are, Table 2: Categories and Types of Trust Interpersonal trust The willingness of one person to increase his/her vulnerability to the actions of another person [e.g., Zand 1972] (Aulakh, Kotabe Sahay 1996,). Also defined as generalized expectancy that the verbal statements of others can be relied upon (Rotter 1967). Group trust The willingness of one person to increase his/her vulnerability to the actions of a group of people (Rousseau, et al. 1998) Organizational trust Organizational trust is a feeling of confidence and support in an employerÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦ organizational trust refers to employee faith in corporate goal attainment and organizational leaders, and to the belief that ultimately, organizational action will prove beneficial for employees (Gilbert Li-Ping Tang, 1998). Institutional trust Institutional trust is a feeling of confidence and security in institutions (e.g., the law, organizations), that the laws, policies, regulations, etc. are to protect the Individuals rights, and will not harm her/him Source: {Ford 2001; p.31} Share information freely:   Knowledge derived culture is one in which employees can share their information freely without any obstruction (Usoro and Kuofie 2006). Sharing of information happen freely, only, when the organization exercises its knowledge as strength and employees had free access to all kinds of relevant information i.e. routine and sensitive information without any barricade(Iftikhar, Dickson et al. 2003). Autonomy: Autonomy is tasked linked and referred to the degree to which organization members are allowed discretion in their work (Usoro and Kuofie 2006; p.19). Organization that assists its employee to comprehend that they are an asset for them and empower them to take part in the decision making lead toward knowledge management. Organizations that transfer their decision making initiative lower down the hierarchy will be able to implement knowledge management successfully in contrast to those org anizations that make their decision at the top level. By empowering employees organization can get more contributions from its employees in their meetings and on leading issues (Choi 2004). External orientation: It is the reality that every organization deal with external environment factors e.g. competition. So organizations have to outline their strategy correspondently. Organizations not only pivot on their intimate source of knowledge but also on its exterior sources (Chen and Lin 2004). It is the internal environment that sets the directives and criterions regarding how to deal with the external environment (Usoro and Kuofie 2006). Organizations often use consultants or conduct benchmarking (Hafeez, Abdelmeguid et al. 2000). External informants for knowledge management are industry trend analysis and journals (Nor 2006). Interdepartmental coordination: Interdepartmental coordination requires horizontal variables. This is because these variables can either dampen or ease o pen exchange of knowledge between group members (Usoro and Kuofie 2006). Horizontal interaction can help to achieve interdepartmental coordination (Long 1997).Horizontal interaction depends on volume of interaction. These interactions happen formally or informally (Sharratt and Usoro 2003). Human resource content:   Human resource content refers to explicit component of organizational culture (Quinn 1988; Gordon 1990; Gordon and DiTomaso 1992; Marcoulides and Heck 1993 as cited in ; Usoro and Kuofie 2006 ; p.19). Improvement orientation: Improvement orientation is meant to capture the pro-activity of the organization in improving its work practices (Usoro and Kuofie 2006; p.19). Organizations gauge their knowledge management process against set of standards at a permanent basis (Flynn 2004). Leadership: Leadership refers to the ability to influence and develop individuals and teams to achieve goals that have been set by the organization (Goh, Ryan et al. 2006; p.106) .It is the leader who plans the passage and employees have to drive along that. Organizational culture in which leaders lead from the front and support their employees be able to create and share knowledge (Ambrosio 2000). Leader can influence organizational culture through its instinct, purpose and programs (Haneberg, VP et al. 2009). There are two types of leaderships a) Transactional leadership and b) Transformational leadership. Transactional leadership refers to those leaders who guide and motivates subordinates in the direction of established goals by clarifying role and task requirements and transformational leadership refers to those leaders who possess charisma and provide individualized consideration and intellectual stimulation to subordinates (Goh, Ryan et al. 2006; p.107). Organizational culture that  got transformational leadership will be able to implement knowledge management successfully (Crawford 2003). Training: Organizational culture in which worth of knowledge is recognized, they train their employees by offering different programs i.e. mentorship programs, job rotation etc. Training can be provided on the job and off the job. These training session aid employees to enhance their knowledge (Gà ¼mà ¼ÃƒÆ'†¦Ãƒâ€¦Ã‚ ¸ and Hamarat 2004). Success of knowledge management initiative relies on skills and motivation, which can be advanced only through training (Choi 2004). After reviewing forty articles, following organizational culture related factors were identified that can either facilitate or hinder knowledge management in the organization. Table 3: Summary of factors 1) Kiasu-ism (Flynn 2004; Chaudry 2005; Goh, Ryan et al. 2006) 2)Time availability (Milton 2002; Iftikhar, Dickson et al. 2003; Flynn 2004) 3) Teamwork/communities development (Tuggle and Shaw 2000; Milton 2002; Iftikhar, Dickson et al. 2003; Warne, Ali et al. 2003; Flynn 2004; Gà ¼mà ¼ÃƒÆ'†¦Ãƒâ€¦Ã‚ ¸ and Hamarat 2004; Muhamad and Hayati 2006; Nor 2006) 4) Language (Iftikhar, Dickson et al. 2003; Warne, Ali et al. 2003) 5) Motivate through rewards incentives (Tuggle and Shaw 2000; Milton 2002; Iftikhar, Dickson et al. 2003; Warne, Ali et al. 2003; Flynn 2004; Muhamad and Hayati 2006; Gammelgaard 2007) 6) Trust (Tuggle and Shaw 2000; Ford 2001; Milton 2002; Sharratt and Usoro 2003; Warne, Ali et al. 2003; Goh, Ryan et al. 2006; Usoro and Kuofie 2006; Chen and Mohamed 2008) 7) Tolerance for error/mistakes (Long 1997; Tuggle and Shaw 2000; Milton 2002; Iftikhar, Dickson et al. 2003; Warne, Ali et al. 2003; Flynn 2004) 8) Free sharing (Warne, Ali et al. 2003; Gà ¼mà ¼ÃƒÆ'†¦Ãƒâ€¦Ã‚ ¸ and Hamarat 2004; Usoro and Kuofie 2006) 9) Work closely with others (Usoro and Kuofie 2006) 10) Leadership (Warne, Ali et al. 2003; Gà ¼mà ¼ÃƒÆ'†¦Ãƒâ€¦Ã‚ ¸ and Hamarat 2004; Goh, Ryan et al. 2006) 11) Autonomy (Chen and Lin 2004; Van den Berg and Wilderom 2004; Usoro and Kuofie 2006) 12) Training (Warne, Ali et al. 2003; Choi 2004; Flynn 2004; Gà ¼mà ¼ÃƒÆ'†¦Ãƒâ€¦Ã‚ ¸ and Hamarat 2004) 13) External orientation (Van den Berg and Wilderom 2004; Usoro and Kuofie 2006) 14) Empowerment (Tuggle and Shaw 2000; Warne, Ali et al. 2003; Choi 2004; Gà ¼mà ¼ÃƒÆ'†¦Ãƒâ€¦Ã‚ ¸ and Hamarat 2004) 15) Interdepartmental coordination (Van den Berg and Wilderom 2004; Usoro and Kuofie 2006) 16) Collaboration (Choi 2004; Flynn 2004; Goh, Ryan et al. 2006) 17) Human resource content (Van den Berg and Wilderom 2004; Usoro and Kuofie 2006) 18) Improvement orientation (Van d en Berg and Wilderom 2004; Usoro and Kuofie 2006) 3: Research Methodology The intention of this research was to identify top ten essential factors akin to the organizational culture that can conduce in the knowledge management. Apart from that diverse sub-factors were singled out that conceived to be indispensable for the knowledge management. The sample for this fact finding was taken from the banking sector of Pakistan i.e. Private, Public, Islamic and Foreign limited banks. The rationale to pick out the sample from this sector was that these organizations are practicing knowledge management and they are present at geographically dispersed locations. Total of 115 responses were used for the diagnosis. Response rate from these banks was 100%. This was due to the reasoning that we used snowball reference technique. The instrument deployed for this study was the questionnaire. For the sake of precise response questionnaires were filled at the spot personally. Data analysis was conducted by using Microsoft Excel version 2003 and Statistical package for soc ial science (SPSS) version 12 for windows. Two categories were advanced for the analysis, a) Private limited bank (63%, N=73) and b) Other limited banks (37%, N=42) i.e. Public, Islamic and Foreign banks. To examine the feedback of the responders for all variable quantities descriptive statistics were computed. Mean score was soiled to rank out of all those variables that conduce in knowledge management. High mean score delineates the most important factors and low mean score depicts the least important factor. Independent sample t-test was administered to determine the difference of mean score. Low significance values (Sig. 2-tailed 0.05) reveal all those variables on which responders of both private limited and other limited banks deviate considerably. The questionnaire was consisted of two sections. First section  used to navigate the  response of the respondents about top fifteen cultural factors that can add in knowledge management positively. This section was co mprised of eleven questions. In question one, respondents were asked score each variable out of 100. Based on this score top ten cultural factors were singled out. Question two to eleven was consisted of organization affiliated sub-factors that can contribute in knowledge management. In these questions, respondents were asked to indicate their feedback on the five point likert scale (1= strongly agree, 2= agree, 3=neutral, 4=disagree and 5= strongly disagree). Second section of the questionnaire was intended to collect general information i.e. name, designation, geographic location and contact information. Information was congregated from both managerial (75%, N=86) and non-managerial level (25%, N=29) employees by using the convenience based sampling. 4: Results.   This section presents the finding  on organizational cultural factors that were believed to be necessary for knowledge management. In first question, respondents of both private and other limited banks were asked to score each factor out of 100. Fifteen organizational culture related factors that were presented in the questionnaire. Results are summarized below in the Figure 1 and Figure 2.These results were summarized by  using a mean score. Based on the mean score all these factors were ranked. Figure 1: Organizational culture related factors for knowledge management (Private limited banks). Based on the mean score , it can be inferred that top ten cultural factors that are necessary for knowledge management in the private limited banks are; 1) leadership (m=87.63 ), followed by  Ãƒâ€šÃ‚  2) trust (m=82.74 ), 3) training ( m=81.75 ), 4) use of reward and incentives (m=81.71 ), 5) free sharing of information between the employees (m= 79.97), 6) interdepartmental coordination (m= 79.14), 7) improvement orientation (m=75.75 ), 8) culture of team building to share knowledge (m=73.15 ), 9) human resource content (m=73.14 ) and 10) empowerment of the employee in the decision making (m=68.92 ). Figure 2: Organizational cultural related factors for knowledge management (Other limited banks). Based on the mean score of the other limited banks, it can be concluded that top ten cultural factors that are necessary for knowledge management are; 1) trust (m= 88.10), 2) training (m=82.02 ), 3) leadership (m=81.98 ), 4) use of reward and incentives (m=81.43 ), 5) free sharing of information between the employees (m=78.81 ), 6) interdepartmental coordination (m=76.93 ), 7) human resource content (m= 76.55), 8) use of common language at the workplace to share ideas (m=75.95 ), 9) improvement orientation (m=74.12 ) and 10) building teams or communities to share knowledge (m=72.74 ). A factor that was considered to be least significant in knowledge management was Kiasu-ism. It was ranked at 15th position by both private and other limited banks. Kiasu-ism refers to the ideology that knowledge is power only for me why I should share it with others?. Question two to eleven were designed to find out all those sub-factors that can contribute in the knowledge management. To testify the contribution of these sub-factors in the knowledge management descriptive statistics were used. Responses were based on the 5 point likert scale (1= strongly agree, 2= agree, 3=neutral, 4=disagree and 5= strongly disagree). Table 4; summarizes the results of both private and other limited banks on the likert scale. Table 4: Group Statistics for sub-factors. Banks N Mean Std. Deviation Std. Error Mean Knowledge is power Private banks 73 4.3014 1.08890 .12745 Other banks 42 4.0000 1.22971 .18975 Sharing is power Ls Private banks 73 1.3014 .75801 .08872 Other banks 42 1.4048 .66478 .10258 Cross departmental teams Private banks 73 2.4384 1.01361 .11863 Other banks 42 2.4286 1.06251 .16395 Intra departmental teams Private banks 73 2.5753 1.07907 .12630 Other banks 42 2.5000 1.19450 .18432 Intrinsic rewards Private banks 73 3.2192 1.30434 .15266 Other banks 42 2.4286 .96633 .14911 Extrinsic rewards Private banks 73 1.7945 .92735 .10854 Other banks 42 2.2619 1.14890 .17728 Formal time Private banks 73 2.0137 1.16062 .13584 Other banks 42 1.9048 1.05483 .16276 Informal time Private banks 73 2 .9863 1.27468 .14919 Other banks 42 2.6905 1.02382 .15798 Official language Private banks 73 2.0000 1.23603 .14467 Other banks 42 1.9524 .98655 .15223 Local language Private banks 73 2.9863 1.30696 .15297 Other banks 42 2.8095 1.15269 .17786 Interpersonal trust Private banks 73 1.8356 .81673 .09559 Other banks 42 1.9762 .86920 .13412 Group trust Private banks 73 2.1233 1.04010 .12173 Other banks 42 2.1429 .81365 .12555 Organizational trust Private banks 73 2.1233 1.06647 .12482 Other banks 42 1.8571 .81365 .12555 Institutional trust Private banks 73 2.6438 1.04576 .12240 Other banks 42 2.1429 .95180 .14687 Access to sensitive information Private banks 73 3.5753 1.18928 .13919 Other banks 42 3.3333 1.24287 .19178 Access to routine in formation Private banks 73 1.6438 .91848 .10750 Other banks 42 1.7143 .74197 .11449 Use of consultants Private banks 73 2.5479 1.19072 .13936 Other banks 42 2.5952 1.21092 .18685 Benchmarking Private banks 73 2.2740 1.08347 .12681 Other banks 42 2.0476 1.01097 .15600 Transformational leadership Private banks 73 3.2877 1.16045 .13582 Other banks 42 3.3333 1.00406 .15493 Transactional leadership Private banks 73 1.6301 1.02071 .11947 Other banks 42 1.7143 .74197 .11449 On the job training Private banks 73 1.4521 .66752 .07813 Other banks 42 1.7381 .76699 .11835 Off the job training Private banks 73 3.2466 1.25588 .14699 Other banks 42 2.9762 1.21952 .18818 Note: Based on 5-point likert scale. According to the respondents of private limited banks, sub-fact ors that  were essential  for  the knowledge management are, 1) organization should promote the belief that sharing as a  Ãƒâ€šÃ‚  power (m= 1.3014), 2) organization should offer extrinsic rewards (m= 1.7945), 3) official language (m=2.0000) should be used as a mean of communication rather local language, 4) interpersonal trust (m=1.8356) is required for knowledge management, 5) organization should grant free access to routine information (m=1.6438), 6) knowledge management requires transactional leadership (m=1.6301) and 7) on the job training (m=1.4521) is required for effective knowledge management. According to the respondents of the other limited banks sub-factors that can contribute in the knowledge management are; 1) organization should popularize sharing as a power (m=1.4048), 2) sharing of new ideas occurred during the formal time period i.e. during working hours (m=1.9048) rather during the informal time period i.e. during tea time or lunch b reaks, 3) official language (m=1.9524) should be used as a mean of communication rather local language, 4) effective knowledge management requires both interpersonal trust (m=1.9762) and 5) organizational trust (m=1.8571), 6) organization should provide free access to routine information (m=1.7143), 7) knowledge management requires transactional leadership(m=1.7143) and 8) on the job training (m=1.7381) is required for effective knowledge management. Independent sample t-test was accompanied to further inspect the level of consent between respondents of private and other limited banks on the sub-factors.  The results of independent sample t-test are summarized below in the table 5, Table 5: Independent sample t-test for sub-factors Variables Levenes Test for Equality of Variances t-test for Equality of Means F Sig. t df Sig. (2-tailed) Mean Difference Std. Error Difference 95% Confidence Interval of the Difference Lower Upper Knowledge is power. Equal variances assumed 0.296 0.588 1.363 113 0.176 0.30137 0.22117 -0.1368 0.73955 Sharing is power Equal variances assumed 0.201 0.655 -0.74 113 0.463 -0.10339 0.14052 -0.3818 0.17501 Cross departmental teams Equal variances assumed 0 0.988 0.049 113 0.961 0.00978 0.19979 -0.386 0.40561 Intra departmental teams Equal variances assumed 1.763 0.187 0.347 113 0.73 0.07534 0.21736 -0.3553 0.50597 Intrinsic rewards Equal variances not assumed 5.862 0.017 3.705 105.8 0** 0.79061 0.2134 0.36752 1.2137 Extrinsic rewards Equal variances assumed 1.588 0.21 -2.38 113 0.019** -0.46738 0.19626 -0.8562 -0.0786 Formal time Equal variances assumed 0.632 0.428 0.501 113 0.618 0.10894 0.21757 -0.3221 0.53997 Informal time Equal variances assumed 2.443 0.121 1.284 113 0.202 0.29583 0.23043 -0.1607 0.75234 Official language Equal variances assumed 2.132 0.147 0.213 113 0.831 0.04762 0.22306 -0.3943 0.48955 Local language Equal variances assumed 0.661 0.418 0.728 113 0.468 0.17678 0.2427 -0.3041 0.65762 Interpersonal trust Equal variances assumed 0.503 0.48 -0.87 113 0.387 -0.14057 0.16194 -0.4614 0.18025 Group trust Equal variances assumed 1.58 0.211 -0.11 113 0.917 -0.01957 0.18672 -0.3895 0.35035 Organizational trust Equal variances assumed 0.72 0.398 1.399 113 0.165 0.26614 0.19024 -0.1108 0.64305 Ins titutional trust Equal variances assumed 2.768 0.099 2.554 113 0.012** 0.50098 0.19612 0.11242 0.88954 Access to sensitive information Equal variances assumed 0.291 0.591 1.034 113 0.304 0.24201 0.23415 -0.2219 0.7059 Access to routine information Equal variances assumed 0.84 0.361 -0.42 113 0.673 -0.07045 0.16629 -0.3999 0.25901 Use of consultants Equal variances assumed 0.002 0.964 -0.2 113 0.839 -0.04729 0.23203 -0.507 0.41241 Benchmarking Equal variances assumed 1.169 0.282 1.105 113 0.272 0.22635 0.20485 -0.1795 0.6322 Transformational leadership Equal variances assumed 1.32 0.253 -0.21 113 0.832 -0.04566 0.21425 -0.4701 0.37881 Transactional leadership Equal variances assumed 2.784 0.098 -0.47 113 0.641 -0.08415 0.17998 -0.4407 0.27242 On the job tra ining Equal variances assumed 1.023 0.314 -2.09 113 0.038** -0.28604 0.13658 -0.5566 -0.0154 Off the job training Equal variances assumed 0.884 0.349 1.123 113 0.264 0.27038 0.2407 -0.2065 0.74725 Note: Based on a 5-point likert scale. ** Sig. (2-tailed0.05) depict those factors on which respondents of private and other limited banks differ significantly. Based on the above results, we can infer that both private and other limited banks deviate significantly on these factors; on the job training, Institutional trust, extrinsic rewards and the use of intrinsic rewards to promote knowledge management in the organization. 5: Conclusion: The findings of this research will enable the management of banking sector to get know-how about all those factors that can contribute positively in knowledge management. By addressing these factors management will be able to create knowledge based culture. This initiative will help management to deliver quality service and get good return on investment on major decisions. Moreover, it will help other organizations to implement knowledge management without any barricade. Every organization need to address its culture related at first. Results reveal that most respondents are at an agreement that cultural factors add positively toward knowledge management in their organization. To formulate knowledge based culture organizations should address these top ten issues i.e. trust, leadership, training, use of rewards/incentives, free sharing of information, interdepartmental coordination, human resource content, language, improvement orientation and building communities/teams to share inf ormation. As the process of knowledge management in its evolution stage but its importance is acknowledged by various organizations, and they are implementing it in their organization so that they can get a competitive edge over their rivals. Our survey analysis reveals that without addressing these cultural  factors knowledge managements cannot be implemented successfully. Hence, we can say that at first organizations should address these cultural factors at first, and then they should implement knowledge management in their organization. The main limitations in our research study were,  a) time available to complete our research was limited and  b) most of the banks i.e. foreign and islamic limited banks are operating  at the limited scale with few branches all over Pakistan.

Comingof Age †Adolescence and Identity Free Essays

Coming of Age Interview Adolescence and Identity Life is a series of lessons and challenges which help us to grow. According to Erik Erickson, the better that people come through each crisis, the better they will tend to deal with what lies ahead. People experience the most lessons during their childhood when they are Just learning of how the world operates. We will write a custom essay sample on Comingof Age – Adolescence and Identity or any similar topic only for you Order Now Children and young adults handle situations very differently because their thought processes are different depending on their experiences. Of course lessons can be revisited successfully when they reoccur as adults, if they are recognized as a problem. This essay is a good example of how two people raised in different environments felt like they became adults. I chose to use myself as one example and a co-worker to compare to. The interviewee is a 23 year old male named Michael. Michael was raised by his mother and father in Texas. His father was in the Marines and their family moved a lot. He said that his father was hard on him to always be manly and tough and he was physical with him for punishment. His parent’s eventually divorced and Michael started to do his own thing with his friends in Texas while staying at his moms. He said that because he moved a lot growing up he was okay with having his things scattered about and staying with different people. It seemed like he did not have much stability after graduating High School. He waited two years after High School before he realized that he needed to do something with his life. It was a shock to him that life was nothing like High School. He stated, â€Å"l was the popular one in High School and I had a lot of friends. After we graduated they all did things and I stayed and was bored. I decided to Join the Marines like my dad. † Michael ended up in the Army instead which is how he became my co-worker. Now, Michael is newly married and takes care of a one year old girl. He has his own apartment and is the only one who brings home the income. He said that he felt he came of age when he joined the military and realized that life wasn’t like High School. He rebelled to community expectations for the longest time until he realized that it made life more difficult and he needed money to get anywhere. He said that he used to Just care about partying and hanging out with friends but now his interests are in his family and career. He is comfortable with his adult identity but he realizes that he picked up some anger issues from his father and that can cause strain in his marriage as it did with his parent’s. Like Erikson suggests, depending on how you dealt with things in adolescence it can reflect the way you do in adulthood. My development was different in that I was not necessarily raised by my parent’s at all. I grew up in Northern Wisconsin and only moved around in the same three owns. My mother suffers from Schizophrenia and my father is also an alcoholic who had violent tendencies. I felt that I was an adult at the young age of 13. I was completely self-sufficient and got a Job right away at the age of 14. I knew what I had to do to succeed Just by going off what my parent’s were lacking in. I told myself that I mental illness and we grew up with little to no income. I lived with my younger brother Taylor up until he was taken from the home at age 4. Instead of being very popular and focused on the High School life like Michael, I was focusing on my grades ND Job so that I could graduate early and attend college. I graduated a half a year ahead of my class and started college right away. I never imagined not having a Job. It became hard for me to afford college on my own so I Joined the Army. Michael joined the Army as a sort of last resort to kick his life into gear. One thing that I know was similar; whether it had correlation or not, is that we both had alcoholic fathers. I did many successful things as a youth but that’s not to say that I didn’t get into the drinking and drug scene myself. My father’s influence showed me that it was okay to rink and it looked like that is what adults do. I was acting like an adult with work and school so I also started to drink at age 13. Michael also started to drink at a young age with no question as to what right or wrong was. I think this shows that parental influence is a large factor in shaping your own values and coming of age. According to Erikson, â€Å"Surrounded by mighty disapproval the child’s original state of naive self-love is said to be compromised. He looks for models by which to measure himself, and seeks happiness in trying to resemble them. Where he succeeds he achieves self-esteem†¦ † (Erickson 1980. As seen by the example above, the role models Michael and I have both affected us but in different ways. I chose to do the opposite of my parent’s because I saw the mistakes they made. Michael chose to follow the career path of his father because he saw it support the family. â€Å"The growing child must derive a vitiating sense of reality from the awareness that his individual way of mastering experience is a successful variant in a group identity and is in accord with its space-time and life plan. † (Erickson 1980. ) It is shown that each child has their own perspective of reality and adulthood which comes about through positive and negative experiences in childhood and adolescence. Erickson theory is useful in that it reminds us to look back and wonder where a person’s actions and way of life derived from. It is important to remember that in order to fix any problems and make changes in adulthood. It is silly to think that we Just woke up one day with anger problems or low self-esteem. Everything came from somewhere and finding the source makes it easier to handle. References Erikson, E. H. (1980). Ego Development and Historical Change. Identity and the life cycle (up. 17-50). New York: Norton. How to cite Comingof Age – Adolescence and Identity, Papers

Acid Rain Essay In Bengali Example For Students

Acid Rain Essay In Bengali Acid Rain The damaging effects of acid rain on society is becoming overwhelmed with great amounts of pollution from cars, factories and an large amounts of garbage. The immense amounts of sulphur dioxide put into the air causes high levels of acid in the atmosphere. When this sulphuric acid is absorbed into moisture in the air, then rain can be harmful to the environment. Acid rain is destroying lots of things in our environment. It is hurting lakes, air and thew rest of our ecosystem. Acid rain is killing lakes and decreasing the number of animals in these lakes. Acid rain greatly lowers the amounts of pH in the water. Each decade the pH levels of lakes around Ontario have become ten times more acidic. The high acid levels contained in lakes also causes a decrease in the number of fish living in these lakes. Also the high amounts of acid in the water can lead to fish being deformed. They have messed up and out of shape backbones, flattened heads and strangely curved tails. When ther e gets to be a lot of acid in the water, then there is barely anything left besides rock bass, pumpkinseed and lake herring. As with sulphur dioxide in rain, mercury is also discharged into the water. There is a direct connection between the mercury rich lakes as there is with those with high acidic levels. This metal becomes concentrated in the blood and tissues of fish. Acid rain causes traumatic effects in natural lakes and rivers. Acid rain causes air quality to deteriorate. As in water, acid rain causes the pH levels in the air to decrease. The sulphur dioxide, which diffuses into the air, mixes with moisture causing the pH levels to drop from the normal level. Again, the normal level is somewhere around seven, yet in some acidic air masses the levels can be as low as three. These lowered pH levels form a photochemical smog in the atmosphere. In the air Anitrogen oxides react with ozone and some hydrocarbons in the presence of sunlight to form photochemical smog, the kind of ye llow-grey haze which it literally alive and growing in stagnant air emailprotected (Howard Perley, 1980, p. 44). This smog carries serious risk for respiratory disease and crop damage. The photochemical smog is also causing the ozone layer to disintegrate. The ozone layer is becoming a part of this smog, which is causing holes in it. An inordinate amount of sulphur dioxide is let into the air, more than can be neutralized by nutrients in the air. Decrease in pH levels, photochemical smog and depletion of the ozone layer are some effects of acid rain in the air. The ecosystem is slowly eroding due to the increased amounts of acid in the soil. Acid in the soil in causing the carbon dioxide respiration process to decelerate. In order for plants to go through photosynthesis, they need carbon dioxide. When acid in the soil causing this soil respiration to slow down, in turn it causes the photosynthesis process to slow down. The soil also erodes when the pH levels drop. The acidic levels of the soil cause nutrients in the soils such as aluminum to break apart and the soil to erode. Soil erosion also causes a lower production of plants in the ecosystem. In the soil a process of decay Acalled oligotrophication, means that fewer of the ions of acid are neutralized by the depleted biological community so the acid can cause further degeneration of natural processes, which in turn are less capable of combating the acid, and so on, in an accelerating emailprotected (Howard Perley, 1980, p. 32). Disruption in the life span of trees and plants is also another effect of acid rain. The acid rain corrodes the thin, waxy layer, which coats and protects the leaves letting the acid suffocate the leaves. This can cause an interference in the plants metabolism and photosynthesis may be altered meaning the leaves cannot produce and efficient amount of food which may result in death of the plant. Acid may obtrude fertilization , stunt or kill the growth of seeds and make them steril e. 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