By Gillian Oliver (Auth.)
In latest electronic surroundings the place of work is characterized by means of members developing info might be independently of formal platforms, or constructing new platforms with out wisdom of knowledge administration necessities. This e-book explains and explores the idea that of organisational tradition, particularly in the area of data administration. It attracts at the author's wide-ranging sensible event in numerous offices and makes use of learn findings from cross-cultural reviews of data management.
- Uses learn findings from cross-cultural stories of data management
- Provides instruments to enhance functional and real looking suggestions to real-world problems
- Draws at the author's wide-ranging functional adventure in several workplaces.
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Extra resources for Organisational Culture for Information Managers
There is a significant body of literature by expatriate academics at Hong Kong universities which attempts to explain the Chinese culture to Westerners and the implications for business. For example, the psychologist Michael Bond’s Beyond the Chinese Face describes how relationships within organisations will be governed by a strict hierarchy, based on Confucian tradition (Bond, 1991). He suggests that leadership roles in Chinese organisations will have wide-ranging authority which is not necessarily associated with accountability, and concludes that more decisions are made in private by fewer people in Chinese culture.
Like the Italians they use their ordinances and classification schemes as bureaucratic means to avoid uncertainty’ (Ketelaar, 1997: 144). Recognition of and respect for standards is of critical significance to information managers. The development of international standards is a strategy to provide a framework for information management in our complex digital environment; for example, ISO 15489 Records Management, ISO 23081 Records Management Processes – Metadata for Records and ISO 15389 Dublin Core Metadata Element Set.
For example, organisations situated in a high PDI society may have a predominately downwards one way flow of information from management to employees, where decisions are made at a high level and transmitted down to subordinate staff. There may be little sideways flow of information between organisational units, or upwards flow from employees to management. 2 Work organisation differences in low and high PDI societies Work organisations in low PDI countries are more likely to have: Work organisations in high PDI countries are more likely to have: Decentralised decision structures Centralised decision structures Flat organisation structure Hierarchical organisation structure Small proportion of supervisory personnel Large proportion of supervisory personnel Ideal boss who is resourceful democrat, sees self as practical, orderly, relying on support Ideal boss who is well-meaning autocrat, regards self as benevolent decision maker Managers relying on personal experience and on subordinates Managers relying on formal rules Subordinates who expect to be consulted Subordinates who expect to be told A view of consultative leadership as leading to satisfaction, performance and productivity A view of authoritative leadership and close supervision as leading to satisfaction, performance and productivity Innovations that need good champions Innovations that need good support from hierarchy Openness with information, also to nonsuperiors Information constrained by hierarchy Source: From Hofstede, 2001: 107–108.