The Ability to Learn and to Attain Knowledge

1511 WordsJan 27, 20186 Pages
In this essay I will be arguing that a balance between guidance and support must be met in order for management to positively and successfully contribute to the management of knowledge and learning of employees. I will be arguing that leadership indeed plays a pivotal role in the formation and influence of knowledge and learning but must not tip the scale and overpower like the traditional bureaucratic role dictates to do so. I will draw upon Josserand et al (2012) and Rossen (1988) to examine how soft domination practices are employed to infuse organisational values through the formation of communities and networks between the different stakeholders. I will further argue that it is only in these communities, employees are encouraged to enthusiastically learn and attain knowledge. I will then highlight the shift in change towards managerial power imputed by the change from bureaucratic to post bureaucratic power. I will then draw upon Josserand’s (2004) case study to illustrate how knowledge and learning can only successfully cultivate in an environment that heightens the sense of empowering employees with as little management intervention as possible. However, I will argue that whilst it is important for management to provide a crucial role in supporting and managing employees, before I reiterate that if minimal management intervention becomes too overpowering, it could encourage the demise of such communities that were initially established through the managers. The
Open Document