Introduction
As part of this work, it is required to offer advice to the prospective organization regarding cultural learning and knowledge transfer in the work team. It is necessary to determine the attitude of the organization toward the disseminated knowledge to detect problems in the Organizational Mechanisms of Learning. The way to solve the identified problems will be to propose more relevant organizational mechanisms that contribute to the dissemination of cultural knowledge among working individuals.
Problem Statement
The problem in a given organization is the lack of sufficient motivation to acquire knowledge. Communication and information technologies have the potential to overcome barriers between workers, improve access to knowledge, and thus enhance workplace culture (Damanpour, 2020). The organization lacks a clear understanding of the need to share knowledge in the organization and the important positive role that this practice has on the organization and the individual employee.
Cultural-Organizational Disconnect
“Shared knowledge” implies that the disseminated information about the activities and practices of certain segments of the organization should be a priori useful to other departments and employees. This is important as employees begin to perceive the organization more broadly as a complex and interconnected system, thus becoming more aware of their place in it (Alsharari, 2021). Greater awareness not of one’s particular tasks, but of the general importance of the role of an individual working for the system is certainly capable of raising the quality of the organization’s work.
However, the members of the organization lack this awareness because the employees who share knowledge do not supply it with enough motivating theses. The lack of motivation is consistently expressed in several problems that complicate the quality of cultural awareness and the work of the organization. The behavioral norms listed in the Organizational Culture Inventory include two main dimensions – concern for people and concern for the task (Sharma, 2020). Both of these aspects are interrelated and are not implemented properly by the employees of the organization. Concern for the task is a pure convention for employees, according to which they submit to higher authorities to correctly carry out instructions and receive a salary for this. Despite this fact, employees lack an understanding of some higher purpose in which they not do only what is required of them but also contribute to the improvement of the work of the organization as a whole. Because of this, it turns out that employees perform the very minimum available to their professional competence.
Regarding concern for people, the situation is even worse in this aspect since the interactions between people in the workplace are not constructive and, therefore, effective. Behavioral norms in the organization are dissimilar, that is, different cultures, and political and religious pictures of the world, are not in agreement among employees but in the modality of passive-aggressive defense. Finally, the behavior of workers avoids not only the constructive norms of cultural communication but is accordingly realized through protective mechanisms. The interaction of employees is not humanistically oriented, because of this employees become dependent on orders and tend to avoid difficult work, trying to transfer it to someone else.
Issues With the Organization Learning Mechanism
From the above, it follows that the members of the organization are acutely lacking elements of constructive cultures with the dominance of passive-protective cultural, and behavioral mechanisms. At the same time, in an ideal organization, all cultural technologies for delegating work should be manifested, existing in a balanced way (Marinova et al., 2019). The problem of the organization lies in the fact that the policy of pressure on the individual responsibility of the employee is chosen as the Organizational Mechanism. In briefings and training, the emphasis is not on the individual contribution of the employee but on the need to achieve results. This not only reduces motivation but also atomizes the work team, psychologically alienating employees from each other under the authority of superiors.
Suggested Correction
Therefore, it is proposed to introduce a constructive cultural policy as the one that would most contribute to the sharing of knowledge. The humanistic constructive approach requires self-awareness from people, and the desire for self-actualization through the tasks performed. This can only be achieved if employees are encouraged to more accurately and plan their work schedule more. If employees are asked not only for the result but also for involvement in a meaningful process, this would contribute to increasing motivation and, accordingly, internal communication in the organization. That is, by increasing the personal awareness of each employee, it is possible to achieve the establishment of supportive and encouraging relationships between employees of the organization.
The use of remote online technologies could likely contribute to the integration between employees and the growth of the overall cultural capital. Social capital in the organization and dissemination of knowledge is just as important as structural capital, which implies the availability of resources for information exchange (Ganguly et al., 2019). The creation of work chats in which off-top discussions are allowed would allow employees to see in each other people with different cultural attitudes, which, however, do not interfere with friendly communication. This could naturally increase the number of cultural connections between employees and increase the motivation to work in an organization made up of lively and empathetic people.
Evaluation of Norms
At the moment, the organization severely lacks horizontal transparency. Employees have delegated tasks at briefings, but they do not have approved channels in which to discuss this information and collectively look for ways to complete tasks. Because of this, integrity suffers – employees communicate little with each other and are not able to take individual responsibility despite the atomization of the team. The proposed initiatives will inevitably face these two problems, but one can count on the fact that sincerity and freedom of communication between employees will eventually give a positive result.
Works Cited
Alsharari, Nizar, editor. Accounting and Finance Innovations. IntechOpen, 2021.
Damanpour, Fariborz. Organizational innovation: Theory, research, and direction. Edward Elgar, 2020.
Ganguly, Anirban, Asim Talukdar and Debdeep Chatterjee. “Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization.” Journal of Knowledge Management, vol. 23, no. 6, 2019, pp. 1105-1135.
Marinova, Sophia V., Xiaoyun Cao and Haesang Park. “Constructive organizational values climate and organizational citizenship behaviors: A configurational view.” Journal of Management, vol. 45, no. 5, 2019, 2045-2071.
Sharma, Naman. Analyzing workplace deviance in modern organizations. IGI Global, 2020.