1. Knowledge management Organizational culture, tasks, and knowledge sharing

2. Organizational culture a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. At the same time although a company may have their "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team.

3. The essence of organization’s culture Innovation and risk taking – Whether employees are encouraged to be innovative and take risks Attention to detail – Whether employees are expected exhibit precision, analysis and attention to details Outcome orientation – The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve those outcomes

4. Organizational culture cont. People orientation – The degree to which management decisions take into consideration the effect of outcomes on people within the organization Team orientation – The degree to which work activities are organized around teams rather than individuals Aggressiveness – The degree to which people are aggressive and competitive rather than easygoing Stability – The degree to which organizational activities emphasize maintaining the status quo in contrast to growth

5. Organizational culture

6. How employees learn culture Stories Rituals Material symbols – Building, interiors, furniture Language – Unique terms to describe equipment, offices, key personnel, or products…

7. How Organization Cultures Form Philosophy of organization’s founders Selection criteria Top management Socialization Organization culture

8. Dimensions of organizational culture Sociability – The emotional and non-instrumental relations which exist within an organization – The friendliness among members of a community – Forster teamwork, promotes information sharing, and creates an openness to new ideas. Solidarity – The degree to which members of an organization share goals and tasks – Makes it easy for them to pursue shared objectives quickly and effectively, regardless of personal ties

9. Organizational sharing and knowledge sharing

11. Organizational culture spectrum

12. How does it define success?

13. Combined with tribal leadership model Tribal leadership

14. Stage One: The stage most professionals skip, these are tribes whose members are despairingly hostile—they may create scandals, steal from the company, or even threaten violence. Stage Two: The dominant culture for 25 percent of workplace tribes, this stage includes members who are passively antagonistic, sarcastic, and resistant to new management initiatives. Stage Three: 49 percent of workplace tribes are in this stage, marked by knowledge hoarders who want to outwork and outthink their competitors on an individual basis. They are lone warriors who not only want to win, but need to be the best and brightest. Stage Four: The transition from “I’m great” to “we’re great” comes in this stage where the tribe members are excited to work together for the benefit of the entire company. Stage Five: Less than 2 percent of workplace tribal culture is in this stage when members who have made substantial innovations seek to use their potential to make a global impact.