Space meets knowledge The impact of workplace design On knowledge sharing Free Essays

string(84) " the workplace can be used to good effect can be gained from Google’s operations\." Abstract An examination of the role the physical workplace plays in creating opportunities and barriers that influence knowledge management has become a matter of substantial debate. Design of good workplaces for knowledge sharing is considered a major challenge for any organisation. This study provides an insight into the impact of the design and use of the physical workplace on knowledge sharing. We will write a custom essay sample on Space meets knowledge The impact of workplace design On knowledge sharing ? or any similar topic only for you Order Now Evidence presented in this study substantiates the position that the physical presence of an employee has the potential to impact performance and knowledge management. This assessment will be of use to researchers seeking to further examine the area of knowledge management. Introduction Knowledge management, described as the intentional management of information has become increasingly important to organisations (Nonaka and Takeuchi, 1995; Alavi, 1997; Garvin, 1997; Wiig, 1997; Davenport and Prusak, 1998; Ruggles, 1998; Hansen, 1999; Zack, 1999a). In large part this has been fuelled by the exponential growth of the knowledge economy and the increasing number of knowledge workers who have become as essential for many firms competitiveness and survival (Tallman and Chacar 2010). For many emerging organisations face to face contact is essential in the dissemination of knowledge within that infrastructure (Ibid). The process of internal knowledge management is a dynamic element that must be maintained in order to produce results. Literature Review Knowledge is defined as a dynamic human or social process that allows a justification of personal belief as regards the truth (Nonaka 2011). Interaction between people, employees and consumers is one of the primary methods of communicating innovative and inspirational progress. Modern studies in the field of knowledge management have begun to shift focus from the importance of the physical workplace to those engaged in knowledge work (Becker 2004). The recognition of inherent value in the employee base adds incentive to capitalize on the low cost innovative opportunities that knowledge sharing creates (Tallman et al 2010). With critical insight established through the direct contact of the employees, the means of communication becomes a critical concern (Dakir 2012). International companies are recognizing this same value of face to face interaction as the social interaction between management sections, benefits production and development levels world-wide (Noorderhaven and Harzing 2009). In their discussion of social capital, Cohen and Prusak (2001) emphasise the importance of the physical workplace for the exchanging of knowledge, specifically the distribution of ideas amongst individuals in a situation where they could not assume that others knew what they were required to know. Becker (2004) hypothesises that the choices an organisation makes about how space is allocated and designed directly and indirectly shapes the infrastructure of knowledge networks – the dense and richly veined social systems that help people learn faster and engage more deeply in the work of the organisation. This corresponds with the Dakir (2012) argument that technology is no substitute for live interaction among the members of the organization. Davenport et al (2002) undertook a study among 41 firms that were implementing initiatives to advance the performance of high-end knowledge workers who were regarded as critical to the company’s aims. They focused upon determining th e elements that affected the knowledge work performance. Surprisingly, the issue that was most frequently dealt with by these firms involved the physical workplace – â€Å"the other common ones were information technology and management† (Davenport 2005, p. 166). Davenport (2005) emphasises that the recognition of the importance of knowledge work has grown in recent years, but that our understanding of the physical conditions in which knowledge can flourish has failed to keep pace. The inclusion of emerging communication technology has been argued to provide a better opportunity for employee interaction (Rhoads 2010). This same element of improved long distance communication is credited with diminishing the valued impromptu inspiration that many firms rely on during day to day operations (Denstadli, Gripsrud, Hjortahol and Julsrud 2013). According to Davenport et al (2002) workplace design should be seen as a key determinant of knowledge-worker performance, while we largely remain in the dark about how to align ‘space’ to the demands of knowledge work. Davenport (2005) emphasises the point that â€Å"there is a good deal said about the topic, but not much known about it† (p. 165). Most of the decisions concerning the clima te in which work takes place have been created without consideration for performance factors. This fact continues to diminish opportunities for in-house knowledge sharing and effective dissemination of intelligence (Denstadli et al 2013). Becker (2004) points out that the cultivation of knowledge networks underpins the continuing debate about office design, and the relative virtue of open versus closed space. Duffy (2000) confirms these views when he admits that early twenty-first-century architects â€Å"currently know as little about how workplaces shapes business performance as early nineteenth-century physicians knew how diseases were transmitted before the science of epidemiology was established† (p. 371). This makes every emerging decision regarding effective knowledge sharing critical to the development of any organisation. Deprez and Tissen (2009) illustrate the strength of the knowledge sharing process using Google’s approach: â€Å"one company that is fully aware of its ‘spatial’ capabilities†. The spatial arrangements at Google’s offices can serve as a useful example of how design can have a bearing on improving the exchange of knowledge in ways that also add value to the company. The Zurich ‘Google engineering’ office is the company’s newest and largest research and development facility besides Mountain View, California. In this facility, Deprez and Tissen (2009) report: â€Å"Google has created workspaces where people literally ‘slide into space’ (i.e. the restaurant). It’s really true: Google Is different. It’s in the design; it’s in the air and in the spirit of the ‘place’. It’s almost organizing without management. A workplace becomes a ‘workspace’, mobilizing the collectiv e Google minds and link them to their fellow ‘Zooglers’ inside the Zurich office and to access all the outside/external knowledge to be captured by the All Mighty Google organisation† (2009, p. 37). What works for one organisation may not work for another and this appears to be the case in particular when it comes to Google (Deprez et al 2009). Yet, some valuable lessons in how the workplace can be used to good effect can be gained from Google’s operations. You read "Space meets knowledge The impact of workplace design On knowledge sharing ?" in category "Essay examples" For this precise reason, research was carried out at Google Zurich to provide both theoretical and managerial insights into the impact of the design and use of the physical workplace on knowledge sharing (Ibid). Studies comparing the performance of virtual and co-located teams found that virtual teams tend to be more task oriented and exchange less social information than co located ones (Walther Burgoon 1992; Chidambaram 1996). The researchers suggest this would slow the development of relationships and strong relational links have been shown to enhance creativity and motivation. Other studies conclude that face-to-face team meetings are usually more effective and satisfying than virtual ones, but nevertheless virtual teams can be as effective if given sufficient time to develop strong group relationships (Chidambaram 1996). This research implies the importance of facilitating social interaction in the workplace, and between team members (virtual and co-located) when the team is initially forming. Hua (2010) proposes that repeated encounters, even without conversation, help to promote the awareness of co-workers and to foster office relationships. McGrath (1990) recommends that in the abse nce of the ability to have an initial face-to-face meeting other avenues for building strong relationships are advised to ensure the cohesiveness and effectiveness of the team’s interaction. So although interaction alone is not a sufficient condition for successful collaboration, it does indirectly support collaboration. Nova (2005) points out that physical proximity allow the use of non verbal communication including: different paralinguistic and non-verbal signs, precise timing of cues, coordination of turn-taking or the repair of misunderstandings. Psychologists note that deictic references are used in face-to-face meetings on a regular basis, which refers to pointing, looking, touching or gesturing to indicate a nearby object mentioned in conversation (Ibid). Newlands et al (2002) analysed interactions of two groups performing a joint task in either face-to-face or a video conference system. They found that deictic hand gesture occurred five times more frequently in the face-to-face condition the virtual interaction. More recent research has found that extroverts gesticulate for longer and more often in meetings than introverts (Jonnson 2006). Barbour and Koneya (1976) famously claimed that 55 per cent of communication is non-verbal communication, 38 per cent is done by tone of voice, and only 7 per cent is related to the words and content. Clearly non-verbal communication is a key component of interaction and virtual interaction systems need to replicate this basic need, especially in the early stages of team forming or when the team consists of a high proportion of extroverts. The physical co-location of teams also facilitates collaboration (Ibid). A seminal piece of research carried out by Allen (1977) demonstrated that the probability of two people communicating in an organisation is inversely proportional to the distance separating them, and it is close to zero after 30 metres of physical separation. Furthermore, proximity helps maintain task and group awareness, because when co-located it is easier to gather and update information about the task performed by team members (Dakir 2012). A recent survey of workers at highly collaborative companies found that most â€Å"collaborative events† are short (with 34% lasting fewer than 15 minutes) and the majority take place at the desk (Green 2012). It is likely that these impromptu interactions relate to sharing information (perhaps on the PC) or answering queries rather than lengthy intense discussion and development of joint ideas. Interactions at desks may facilitate tacit knowledge sharing by overhearing relevant conversations between team members, but such interactions can also be considered a distraction if not relevant (Denstadli et al 2013). Methodology There are two acknowledged methodological approaches: quantitative and qualitative (Creswell 2005). The quantitative method involves identifying variables in a research question which are then utilized in order to collate numerical data (Ibid). The qualitative research is open to interpretation allowing personal answers to be incorporated into the study (Creswell 2005). The researcher considered both options in order to complete the necessary goals. Types of Data There are two forms of data: primary, or newly generated data, or secondary, previous data generated within existing studies (Creswell 2005). This study required the acquisition of primary data creating the need for relevant instruments. A survey with 5 open-ended questions has been created and subsequently conducted with centred on 548 employees working at Google Zurich. This was done in order to explore the perceptions of Google employees with regard to the environment in which they work with a focus on factors that affect knowledge sharing in the work environment. Methods of Data Collection The qualitative data analysis employed a Content Analysis technique to reveal participant perceptions of their work environment. The survey questions were designed to explore employee perceptions regarding the following dimensions: 1) Activities that allow for increased exchange of knowledge; 2) Advantages of frequent interaction with colleagues; 3) Individuals or groups dependent on the frequent interaction with co-workers orgroup members; 4) Factors that facilitate interaction within the workplace 5) Factors that inhibit interaction with others in the workplace. Survey participants responded to five open-ended questions and rated their answers using a five-point Likert scale where 5 was ‘most important’. Using a Content Analysis approach (Creswell 2005; Leedy and Ormrod 2005; Neuendorf 2002), the interview responses were analysed. Content Analysis is a qualitative data reduction method that generates categories from key words and phrases in the interview text; it is an evidence-based process in which data gathered through an exploratory approach is systematically analysed to produce predictive or inferential intent (Creswell 2005). Content Analysis was used to identify themes or common concepts in participants’ perceptions regarding the culturally and environmentally distinctive factors that affect interaction in the workplace (Neuendorf, 2002). This process permitted the investigator to quantify and analyse data so that inferences could be drawn. The Content Analysis of survey interview text was categorically coded to reflect various levels of analysis, including key components, words, sentences, or themes (Neuendorf 2002). These themes or key components were then examined using relational analysis to determine whether there were any relationships between the responses of the subjects. The analysis was conducted with Nvivo8 ® software which enables sorting, categorising, and frequency counts of invariant constituents (relevant responses). Content Analysis was used to critically evaluate the survey responses of the study participants, providing in-depth information regarding the factors related to workplace interaction. Sample Respondent Characteristics The invited population consisted of 675 individuals and a total of 548 individuals participated in the survey resulting in a response rate of 81 per cent. Of these 548 completed surveys, 35 responses were discarded because the respondents only partially completed the survey. The final sample consisted of 513 respondents. The key characteristics of these respondents are summarized in Table 4-1. Table 4-1 Sample Respondent Characteristics FactorDescriptionFrequency EducationHigh School Bachelor Degree Certificate Degree Master Degree PhD Degree Other:15 118 19 231 121 9 Tenure 2 years 2-5 years 5 years153 331 29 Time Building Use 1 year 1 year 2 years 2 years140 102 271 0 Time Desk Use 3 months 3-6 months 7-12 months 12 months143 159 126 85 Age 20 years 21-30 years 31-40 years 41-50 years 50 years0 216 255 35 7 GenderMale Female428 85 MobiltyZurich Office Other Google Office Home Office Travelling Other88.9% 3.9% 3.9% 2.7% 0.5% PositionEngineering Sales and Marketing GandA Other:428 12 14 59 NationalityGermany Switzerland United States France Poland United Kingdom Romania Hungary Netherlands Sweden Spain Australia Russian Federation 10 respondents73 62 35 33 28 27 24 23 17 16 14 13 12 136 Survey Findings In order to provide an audit trail of participant responses to the thematic categories that emerged from the data analysis, discussion of the findings precedes the tables of data, within a framework consisting of the five survey questions. An overall summary is provided at the conclusion of the discussion of findings. During the analysis of data, common invariant constituents (relevant responses) were categorically coded and associated frequencies were documented. Frequency data included overall frequency of occurrence as well as frequencies based on rating level (5 = most important to 1 = least important). Invariant constituents with a frequency of less than 10 were not included in the tables. Study conclusions were developed through an examination of the high frequency and highly rated invariant constituents in conjunction with the revealed thematic categories. Question 1: Main Activities that Allow Exchange of Knowledge Table 4-2 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 1. Thematically, the analysis revealed the following primary perceptions of participants in terms of main activities that allow knowledge exchange: (a) meetings of all types; (b) whiteboard area discussions; (c) video conferencing; (d) email, and (e) code reviews. These elements demonstrated a high frequency of importance ratings, and a moderate percentage of respondents rated these elements as ‘most important’ (rating 5). Other themes revealed through the analysis included the importance of writing and reading documentation, Instant Messaging (IM) text chat, Internet Relay Chat (IRC), and extracurricular/social activities. All other invariant constituents with a frequency of greater than 10 are shown in Table 4-2. Table 4-2 Data Analysis Results for Question 1: Main Activities Allowing for Exchange of Knowledge Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Informal discussion/face to face mtgs/stand ups35114977603332 Formal planned meetings/conference room mtgs2184061563823 Email207747432216 Lunches/Dinners64910151812 Whiteboard area discussions/brainstorming5822131094 Video Conferencing (VC)5841620144 Code Reviews515162046 Writing/Reading Documentation476813164 IM/Text Chat/IRC4610161073 â€Å"Extracurricular Activities† (e.g., pool, socializing, Friday office drinks, etc.)4522151016 Writing/Reading docs specifically wiki pages/sites34210697 Chat (unspecified in person vs. text)3387873 Techtalks2745675 Training/presentations23133106 Mailing lists21102522 Shared docs/doc collaboration1703554 Read/write design docs specifically1202505 Telephone/phone conversations1203243 Question 2: Main Advantages of Frequent Interaction with Colleagues Table 4-3 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 2. Thematically, the analysis revealed the following elements representing the primary perceptions of participants in terms of the main advantages to frequent interaction with colleagues: (a) knowledge and information exchange and transfer; (b) staying current on projects and processes; (c) social interaction; (d) learning from others; (e) faster problem resolution; (f) efficient collaboration; and (g) continuous and early feedback. The following themes received a high frequency of importance ratings and a large percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively) included: knowledge sharing, staying in touch and up to date, learning from others, faster resolution/problem solving, better collaboration, and feedback. Although socialising was revealed to be a strong overall theme , it also demonstrated lower importance ratings. Other themes revealed through the analysis are provided in Table 4-3. Table 4-3 Data Analysis Results for Question 2: Main Advantages of Frequent Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Knowledge sharing/exchange of information/Knowledge transfer149753919124 Staying in touch/up to date/ more info on projects and processes11358281782 Socializing/social interaction7451035186 Learning/learning from others/learning new things/increased knowledge base7217281485 Understand problems/needs – faster resolution and quicker problem solving7025241146 Better/more efficient collaboration67428953 Feedback/continuous feedback/early feedback661729893 New and better ideas/flow of ideas/creativity/ brainstorming6525151474 Teamwork/being part of a team/teambuilding5110121892 Get work done/efficiency/speed462613241 Fun4421115115 Better understanding of what others are doing and how/workloads4415171002 Everyone on same page/shared vision/focus on goals of team32109652 Better personal contact and easy interaction27561123 Avoid misunderstanding/work duplication27810441 Helping others/getting help (when stuck)26391031 Good/happy atmosphere/work environment2412858 Networking2219624 Motivate each other/inspiration2151582 Other/new perspectives/viewpoints18210312 Improving quality of work/performance1615910 Work synchronization1628141 Productivity1231431 Knowing latest news/innovations1203216 Better communication1011521 Question 3: Individuals or Groups that are Dependent on Frequent Interaction Table 4-4 provides high frequency invariant constituents (relevant responses) given by survey participants demonstrating themes within the data for Question 3. Thematically, the analysis revealed the following elements representing the primary perceptions of participants in terms of individuals or groups that are dependent on frequent interaction of the participant: (a) my team/project teammates/peers; and (b) managers. The first theme demonstrated a high frequency of importance ratings with a moderate percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively). Although the theme of managers was revealed to be a relatively strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are shown in Table 4-4. Table 4-4 Data Analysis Results for Question 3: Individual/groups dependent on frequent interaction of participant Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 My team/project teammates/peers12887191435 Managers/PMs484241163 Users/customers/clients357121042 All reports/related teams34717442 Engineering teams (various)28188200 Recruiting team/staffing1753630 Geo Teams1576200 Operations teams1423522 All of them1191010 HQ1133122 Other engineers using my project/peer developers of my tool1015310 Question 4: Factors Facilitating Easy Interaction Table 4-5 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 4. Thematically, the analysis revealed the following elements representing the primary perceptions of participants about factors that facilitate easy interaction: (a) common, proximal, and open workspace areas; (b) common functional areas; (c) sufficient and available meeting facilities; (d) excellent communication tools; and (e) video conference facilities. The theme of open and common workspace areas/shared office space demonstrated a high frequency of importance ratings with a very large percentage of ‘most important’ ratings (rating 5). Other revealed themes, particularly the second listed theme, demonstrated relatively high overall frequency, but these themes did not demonstrate the strength of importance that the first theme did. Other themes and invariant constituents revealed through the analysis are shown in Table 4-5. Table 4-5 Data Analysis Results for Question 4: Factors Facilitating Easy Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Open and Common workspace areas/shared office space/desk locations/sitting together175103342594 Common shared Areas (e.g., Kitchen, play/game rooms, lounges, library, etc.)173406642178 Enough facilities for meetings/availability of meeting and conference areas90192730122 Great communication tools (email, VC, chats, dist. Lists, online docs, wireless, VPN, mobile†¦)80113014187 Video Conference meeting rooms/facilities78192518124 Onsite lunch/dinner/common dining area (free food and eating together)5071511134 Whiteboard areas for informal meetings431018771 Corporate culture/open culture/ open communication culture431811932 Email421113954 Casual and social environment/open atmosphere36195921 People: easy going, friendly, smart, knowledgeable, willing to help35149336 Social Events2836577 Company calendar/planned ops for meeting/ scheduled meetings1937621 Geographic co-location/same time zone1374200 Travel/trips to other offices1212135 Chat (non-specific text or in person)1124302 IM/internet chat1051112 MOMA/social networking/wiki pages/company docs1010342 Question 5: Factors Inhibiting Interaction with Others Table 4-6 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 5. Thematically, the analysis revealed a single strong element and several elements with less relevance as inhibiting factors. The physical geographic differences – specifically the time zone differences – were noted by a majority of participants as the most important element that inhibited interaction with others. Study participants perceived their overscheduled and busy work lives, noise levels in their workspaces, and shared work environments to be contributing inhibitory factors with regard to interaction with others. These elements also demonstrated high frequencies of importance ratings with a moderate percentage of ‘most important’ ratings (rating 5). Other themes revealed through the analysis are shown in Table 4-6. Table 4-6 Data Analysis Results for Question 5: Factors Inhibiting Interaction with Others Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Physical Geographic distance/ timezone differences16411536931 Very busy/Overscheduled people/ overbooked calendars/ too many meetings4517161020 Crowded/noisy environment/ noise in shared space33196440 Defective VCs/ VC suboptimal/ VC equipment not working2597720 No meeting rooms available2286620 Too few VC rooms in some locations / lack of available VC rooms1949501 Open Space: no privacy, interruptions/ disruptions1958321 Information overload/ too much email1562610 Large office building/building size and layout/ too many people, difficult to find people15114000 Team split between multiple sites or large distance between team members in same bldg1545420 Need more whiteboards/lack of informal areas with whiteboards1135210 Language barrier: lack of correct English/not knowing colloquial lang. or nuances1151311 Lack of time/deadlines1152121 Different working hours within same time zone1053200 Discussion Both the literature and the survey have illuminated interesting facets of the work environment and the need for personal communication. The analysis of the 513 participants’ responses to five open-ended questions from the employee perception survey revealed patterns of facilitating and inhibiting factors in their work environment. Nonaka (2011) clearly illustrates this point with the argument that the communal environment promotes a standard of communication not found in the technological alternatives. Further, the shift away from the organization to the person orientation provides a fundamental benefit to every employee (Becker 2004). With a rising recognition of individual value, the organisation is building employee trust. Participants in this study preferred frequent, informal opportunities for the exchange of knowledge. The opportunity for growth was centred on the capacity to exchange concepts in a free and easy manner (Nonaka 2011). The evidence presented in this study demonstrates that these opportunities were more valued by team members with high knowledge exchange needs. This is line with the increased depth of knowledge and ability to meet technical needs through employee communication (Tallman et al 2010). A combination of professional advice can benefit the entire production and development process. In this study, transactions among participants were often brief, and were perceived to require limited space – often just stand-up space – with noise-regulating options not found in open-office environments. Dakir (2012) demonstrates the environment has the potential to add to or detract from employee communication, making this factor a critical consideration. Spontaneous and opportunistic knowledge-sharing transactions were valued, and technology provided a platform for this type of knowledge exchange to occur. This evidence from the survey corresponds with the literature illustrating that increased communication and sharing in the workplace enhances the entire operation, as well as providing new and fresh opportunities and innovations (Tallman et al 2010). The research at Google provides further support for the view of some leading companies who strongly believe that having workers in the same place is crucial to their success (Noorderhaven et al 2009). Yahoo’s CEO Marissa Mayer communicated via a memo to employees that June 2013, any existing work-from-home arrangements will no longer apply. Initial studies theorized that the work at home system would provide a better platform for workers, even on a local level (Dakir 2012). Many points of the memo cited in this Yahoo example, parallel the literature presented in this study. Her memo stated (Moyer 2013): â€Å"To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side.† This is clearly in line with the Coehen and Prusak (2001) assertion that the physical workplace is a critical element of the dynamic business. â€Å"That is why it is critical that we are all present in our offices. Some of the be st decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings.† This element of the her reasoning is nearly identical to the argument presented by Dakir (2012), that a successful company do so, in part, by promoting communication and teamwork in the office, the technical alternatives are not enough. â€Å"Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together†¦.Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices† (Moyer 2013). This section is directly in line with emerging studies citing the vital nature of the interaction and face to face employee contact (Heerwagen et al. 2004). This study has clearly demonstrated that Mayer is not alone in her thinking; Steve Jobs operated in a similar fashion as well (Davenport et al 2002). Despite being a denizen of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face-to-face meetings. â€Å"There’s a temptation in our networked age to think that ideas can be developed by email and iChat,† he said. â€Å"That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas† (Isaacson, 2011, p. 431). This assertion by Jobs closely resembles the argument presented in the Rhoads (2010) study that found a clear correlation between the communication capacity and opportunity for successful innovation and progress. Following this philosophy led Jobs to have the Pixar building designed to pr omote encounters and unplanned collaborations.Mayer’s former colleague at Google agrees (Ibid). Speaking at an event in Sydney February 2013, Google CFO Patrick Pichette said that teleworking is not encouraged at Google. This reflects the consensus that is emerging that time in the office is not only valuable but necessary to sustained competition in the industry (Denstadli et al 2013). Pichette believes that working from home could isolate employees from other staff. Companies like Apple, Yahoo! and Google are holding on to (or have started embracing) the belief that having workers in the same place is crucial to their success (Dakir 2012). This appears to be based on the view that physical proximity can lead to casual exchanges, which in turn can lead to breakthroughs for products. Heerwagen et al (2004) illustrates that it is evident that â€Å"knowledge work is a highly cognitive and social activity†. Non-verbal communication is complex and involves many unconscious mechanisms e.g. gesture, body language, posture, facial expression, eye contact, pheromones, proxemics, chronemics, haptics, and paralanguage (Denstadli et al 2013). So, although virtual interaction can be valuable it is not a replacement for face-to-face interaction, particularly for initial meetings of individuals or teams. Furthermore, the increase in remote working has indicated that face-to-face interaction is important for motivation, team-building, mentoring, a sense of belonging and loyalty, arguably more so than in place-centred workgroups (Deprez and Tissen 2009). Conclusion The role of knowledge management in the workplace has become an increasingly valuable segment of a company’s resources. This study examined the practice of working remotely versus employee interaction in the work place providing many illuminating developments. Despite the early optimism that emerging technology was going to provide the end all to employee work habits have proven less than fully realized. The evidence in this study has continuously illustrated an environment that requires the innovative, face to face interaction in order to maintain a competitive edge in the industry. Further, the very environment that promotes this free exchange of ideals is not adequately substituted by technology. In short, the evidence provided in this study has clearly demonstrated the advantage that the in house employee has over the remote worker. The impromptu encounters between employees are very often the elements needed for progress. What is clear is that in order for a business to capitalize on their full range of available resources virtually requires, face to face personal interaction in order to fully realize the firms full potential. In the end, it will be the combination of leadership, teamwork and innovation that provides business with the best environment, not necessarily how much technology is available. References Dalkir, K. 2005. Knowledge management in theory and practice. Amsterdam: Elsevier/Butterworth Heinemann. Denstadli, J., Gripsrud, M., Hjorthol, R. and Julsrud, T. 2013. Videoconferencing and business air travel: Do new technologies produce new interaction patterns?. Transportation Research Part C: Emerging Technologies, 29 pp. 1–13. Nonaka, I. and Takeuchi, H. 2011. The wise leader. Harvard Business Review, 89 (5), pp. 58–67. Noorderhaven, N. and Harzing, A. 2009. Knowledge-sharing and social interaction within MNEs.Journal of International Business Studies, 40 (5), pp. 719–741. Rhoads, M. 2010. Face-to-Face and Computer-Mediated Communication: What Does Theory Tell Us and What Have We Learned so Far?. Journal of Planning Literature, 25 (2), pp. 111–122. Tallman, S. and Chacar, A. 2011. Knowledge Accumulation and Dissemination in MNEs: A Practice-Based Framework. Journal of Management Studies, 48 (2), pp. 278–304. How to cite Space meets knowledge The impact of workplace design On knowledge sharing ?, Essay examples

Management and Organization in Global Environment

Question: Discuss about theManagement and Organization in Global Environment. Answer: Introduction: Managers either managing the large corporation or small business enterprise are faced with challenges as well as opportunities in the management of the global environment(Lus, et al., 2013, p. 512). Therefore, it makes it primary and vital for any manager to have a comprehensive and extensive understanding of the global environment. Some of the well-performing companies such as Unilever PLC have been boosted by the robust understanding of the opportunities and challenges in the international market. (Rechkemmer Falkenhayn, 2009, p. 7), noted that when the organizations are entering the international environment, they should adopt a range of approaches depending on the nature of the business and time the company is anticipating to operate. Alternatively,(Lus, et al., 2013, p. 515) advocated that it is also crucial to determining the global entry techniques based whether the organization is a new player or it has been in existence in the international market for a while. For effective and successful entry, argued that the managers need elaborative training to able to conquer the constant and intense obstacles that sometimes hamper the operations of the organization. Bearing in mind that the international market is characterized by variety diverse cultures a lot macro and micro environmental factors, it is critical for the international managers to time to time monitor technological, economic, sociocultural, legal and political environments(Lus, et al., 2013, p. 516). This report seeks to address the issue of management and organization in the both in the local and global environment using the aspects of the organization design as well as organization structure. Organization Design Under the aspect of the organization design, this report explores the relationship between the structure and the strategy. This is because of the conflicting studies whereby some hold that structure follows the strategy whereas others argue that it is the strategy that follows the structures. Some of the scholars such as (Morieux, 2011) argued that the organization strategy comes before the structure. In support of his argument, Morieux advocated that strategy entails the behavior of the people and are the actions of the people that determines the structure of the organization. Again, Morieux argued that strategy translates into systems and process which in turn forms the organizational structure. However, other studies hold different views from that of the Morieux. (Kim Mauborgne, 2009), advocated that the organizational structure is primary because it sets out the various segments of the organization. A strategy without a structure will be unrealizable. Despite, the conflicting views of the relationship between the organizational structure and strategy, it will be crucial to note that both aspects must work together to facilitate the organization achieve its desired goals. However, many studies support the notion that the structure follows the strategy. Kim Mauborgne (2009) Argue that the company organization structure becomes effective when there is a strategy in place. Therefore, the Yves argument seems to be valid even though it is not always the case. Organization Structure Organization structure is critical as it offers the direction of the organization. Given the dynamics, in the field of the business, the organizational structure has been going through evolution. This process has resulted in the creation of holacracy a new way of distributing authority. Holacracy is based on the social technology in the governance and operation of the organization(HolacracyOne, LLC, 2016, p. 3). It involves authentically distributing authority in the flexible and self-organized manner in the rules and processes of the organizational structure as well as in the business itself. When compared to bureaucracy, holacracy is more situational and has contingency aspects due to its flexibility nature. Again, it is cheap and allows the employees to become initiative and creative while at the workplace. Holacracy aspects have proved to be effective in the case of the Zappos Company. Zappos, a visionary company, has replaced its top-down management with the holacracy system. Holacracy includes the traits of collaboration and hierarchy and thus it has proved to be very effective in the case of the Zappos organizational structure. According to (HolacracyOne, LLC, 2016, p. 5) once the Zappos Company adopted the Hol acracy technique the new Chief Executive Officer was hired to implement the change. With the new CEO and holacracy in place, the company restructuring process took place very quickly and effectively. This change was accompanied by the change of the employees roles as well as improving their performance. Holacracy innovative culture is somehow related to the agile organizational culture(Strode, et al., 2009, p. 1). Innovative culture drives employees into a commitment to be more successful than yesterday as well as than their fellow workmates. As the results, the organization productivity, reputation, profitability, and discipline is enhanced. Again, the innovative culture puts emphasis on making a decision based on the purpose, organizational culture as well as the available data(Strode, et al., 2009, p. 3). Therefore, holacracy innovative culture is well as good as agile organizational culture and hence an effective aspect in the company organizational structure. Conclusion Organization design and structure are crucial aspects for the success of any organization. A robust organization design should have both the strategy and the structure of the primary elements. However, the strategy should be given priority to pave the way for the structure. The two aspect must be integrated together if they are to help the company achieve its goals. On another hand, organizational structure is very basic for the success of the organization both locally and globally. Therefore, the management should consider adopting the organizational structure which is flexible to suit to the frequent changes in the business environment. References: HolacracyOne, LLC, 2016. Holacracy: Discover A Better Way of Working, Spring City: HolacracyOne, LLC. Kim, W. C. Mauborgne, R., 2009. Harvard Business Review: How Strategy Shapes Structure. [Online] Available at: https://hbr.org/2009/09/how-strategy-shapes-structure [Accessed 29 August 2016]. Lus, A. B. et al., 2013. Management of Environmental Quality. : An International Journal Emerald Article: Considerations on the worldwide use of bioethanol as a contribution to sustainability, 14(4), pp. 509-519. Morieux, Y., 2011. Organization Design: BCG's Yves Morieux on organization and competitive advantage. [Online] Available at: https://www.youtube.com/watch?v=jm7d1dzOKmw [Accessed 29 August 2016]. Rechkemmer , A. Falkenhayn, . L. . v., 2009. The human dimensions of global environmental change: Ecosystem services, resilience, and governance. THE European Physical Journal Conferences, Volume 1, p. 317 . Strode, D. E., Huff, S. L. Tretiakov, A., 2009. The Impact of Organizational Culture on Agile Method Use. Proceedings of the 42nd Hawaii International Conference on System Sciences, pp. 1-9.

great depression Essays (228 words) - Tiger By William Blake

Are We Ever Happy Mankind always wants things but when they accomplish their goal, humans are not as happy as they think. The challenge of all of it is very exciting for a lot of people. Once they get what they want it seems less important then. Humans have a bad habit of taking things for granted. Once mankind reaches his goal, sometimes their not even happy with what they have just done. Once the excitement is gone, humans often loose interest. ?When the stars threw down their spears, And water?d heaven with their tears, Did he smile his work to see? Did he who made the lamb make thee? In this poem, the tiger by William Blake, he illustrates an excellent example of this. When the stars cast their light, and the clouds cryed, was the maker pleased with his creation? Humans are very unique in this way. Humans want something so bad but then when they get it their still not satisfied. Also, people start with good intentions but somehow it blows up in their face. What they once thought was going to be great, in the end turns out to be a nightmare. Humans should slow down and think long and hard before making huge decisions. Mankind often gets caught up in the moment and sometimes it just turns to conflict

Free Essays on Thomas Kinkade - Geniune Or Poser

Thomas Kinkade, artist or businessman? This is the question that the three reviews by Karal Ann Marling, Brooke Cameron, and Mark Pohlad are basically arguing. Kinkade’s paintings and other works usually consist of a little house with the lights on. His work gives a sense of light and warmth at affordable prices. â€Å"His franchise earned more than $2 billion in 2000† (pg. 224). Marling is really supportive of Kinkade’s work. She argues that he is a family man because he puts his wife’s initials in his pictures. She also mentions that Kinkade takes after an artist by the name of Albert Bierstadt, who â€Å"bridges the gap between fine and popular art† (pg. 67). Cameron on the other hand also points out that his work is very soothing for the common person, but he gets more credit than he deserves. She also brings up that his pieces are not authentic, so why buy one? In her last line of the review she compares Kinkade to a â€Å"male Martha Stewart† (pg. 5), someone selling something that the average person can relate to and will buy. Pohlad brings together points that the two previous reviews argue, but his main point is the affordability. How many people do you know that can afford a Van Gogh or a Monet? I Know I can’t, but a Kinkade’s $1,500 painting is a quite a bit more within my grasp.... Free Essays on Thomas Kinkade - Geniune Or Poser Free Essays on Thomas Kinkade - Geniune Or Poser Thomas Kinkade, artist or businessman? This is the question that the three reviews by Karal Ann Marling, Brooke Cameron, and Mark Pohlad are basically arguing. Kinkade’s paintings and other works usually consist of a little house with the lights on. His work gives a sense of light and warmth at affordable prices. â€Å"His franchise earned more than $2 billion in 2000† (pg. 224). Marling is really supportive of Kinkade’s work. She argues that he is a family man because he puts his wife’s initials in his pictures. She also mentions that Kinkade takes after an artist by the name of Albert Bierstadt, who â€Å"bridges the gap between fine and popular art† (pg. 67). Cameron on the other hand also points out that his work is very soothing for the common person, but he gets more credit than he deserves. She also brings up that his pieces are not authentic, so why buy one? In her last line of the review she compares Kinkade to a â€Å"male Martha Stewart† (pg. 5), someone selling something that the average person can relate to and will buy. Pohlad brings together points that the two previous reviews argue, but his main point is the affordability. How many people do you know that can afford a Van Gogh or a Monet? I Know I can’t, but a Kinkade’s $1,500 painting is a quite a bit more within my grasp....

ANALYSIS OF CASE STUDIES OF ORGANIZATIONS Study

ANALYSIS OF STUDIES OF ORGANIZATIONS - Case Study Example The purpose of this paper is to examine the case studies of North Cumbria Primary Care Trust, London Borough of Redbridge, Wigan Metropolitan Borough Council and Chorley Borough Council, in which changes in the organizational culture were implemented. According to Cumbria NHS (2006) the former North Cumbria Primary Care Trusts have been replaced by Cumbria Primary Care Trust (PCT). This is a major organization for health, serving a population of nearly five lakh people. The organization is responsible for providing primary and community health services, and for commissioning a full range of hospital sercvices for local people. As with all NHS Trusts, the Cumbria Primary Care Trust is required to conduct a self-assessment related to its compliance with national Core Standards for Health. The results reflect a significant improvement in compliance levels, as compared to the previous year. The newly initiated project Closer to Home provides a unique opportunity for the people in North Cumbria to get high quality health care support as close to their own homes as possible, by working together with the NHS. For specialist care, faster access to first-class services is provided through hospitals (NHS Cumbria, 2008). The Redbridge Council of the London Borough of Redbridge has a Cabinet consisting of ten cabinet members required to carry out various duties under portfolios such as adult social services, community safety, budget and performance, housing and health, planning and regeneration and others. The five main responsibilities of the Cabinet are in the areas of budget and policy framework, promotion of the economic, social or environmental well-being of the region, leading the search for best value with the help of Scrutiny Committees, towards continuous improvement in the delivery of services, to exercise all the powers and duties of the Council, and to implement the requirements of Social Inclusion and Equal Opportunities in the delivery of services (Redbridge Council, 2008). Wigan Metropolitan Borough Council The Wigan Metropolitan Borough Council has twelve departments, with its Social Services Department employing 2500 staff appointed at more than one hundred locations in the region. The council is a unitary authority. The policy of Wigan Council is decided upon after debates held by elected councillors who sit on the full council, and the executive cabinet, with the assistance of committees and the guidance of policy panels (Wigan Council, 2008).The various issues that the Council covers include health, affordable housing, asylum seekers, police resourcing, school meals, teenage pregnancy, youth substance misuse, and several others. Select committees undertake a series of reviews of work done on the above issues and submit a final report to the Overview and Scrutiny Committee (Wigan Council, 2008). Chorley Borough Council This is a district authority that provides many public services for residents, businesses and visitors. In the local government, Chorley is regarded as a "two-tier" area, that is where district or borough councils work together with Lancashire County Council, to provide services on

Foreign Policies on Climate Change Memorandum Essay

Foreign Policies on Climate Change Memorandum - Essay Example First, to avert the potential dangers stemming from climate change in Africa and United States, the State has created multiple agencies to fight this menace. The president tasks each agency with specific responsibilities that are related to minimizing the effects of global challenges. This is because if unchecked, temperature increase could lead to food shortage and droughts. These responsibilities feature all probable potential consequences of climate change as well as allow for the addition of the unforeseen effects. Disasters arising from climate change effects, for example, storms are usually under the direct control of FEMA. However, delegate certain disasters like the rise in sea levels fall under the Department of Security. Also, other agencies are tasked with the responsibilities constructing canals and water dam plans in arid and semi-arid parts of the continent. This proposal has the advantage that it requires little funding and few initial resources. Furthermore, it provides helpful guides should any crisis arise. What is more is that responsibilities are made clear thus averting any conflicts that might arise due to inter- agency conflicts. The conflicts could potentially lead to wastage of money time, money, and even risk lives. Secondly, Africa has been hosting climate change summit after every two years. In particular, this helps keep the subject of climate change within the public discourse. It also fosters the pressure that results from an actionable strategy for climate change.

Ethics Essay Example | Topics and Well Written Essays - 500 words - 26

Ethics - Essay Example This is true because human beings tend to learn from observation during childhood; from situations during adolescence; and from experiences during adulthood and later part of their lives. All these aspects contribute significantly towards building one’s character, which shapes one’s virtues and moralities. It may be argued that virtues of a person cannot be stable throughout his/her life. The way situations, observation and experience lead to acquisition of certain virtues; sometimes, virtues so acquired can change and make the person selfish, greedy, and insecure. This perspective is derived from Hutcheson’s non-rationalist view or ideology that envisages virtue as the ultimate end for people seen to be virtuous; however, this virtue or ultimate end itself is something that virtuous individual seeks for his/her own sake (Gill, 158). In other words, the virtuous deed may be seen as a means to satisfy the virtuous person’s desire to pursue his/her own ultimate end such as self satisfaction, others goodwill, appreciation etc. Such human nature is also a result of one’s experiences with life, the need for attention, love, affection etc. It is very difficult to confirm that virtuous people will not have any vices; however, the intentions of virtuous people emerge during specific situations. Virtuous people think and act in a manner that ultimately results in good. Virtues can be inculcated in people’s character during early childhood and adolescence. This can be achieved by building character that assimilates goodness, kindness, honesty, and integrity. A few practices to build virtues and character include rewarding and appreciating children for good work, good behavior, honesty and truth, and leading by example. These teachings should ideally begin at home, by parents, siblings, other family members and friends. Similar virtues taught at school will reinforce their character and show a direction towards right living. As children grow,