Deconstructing Talent: Understanding know-how in organization

Deconstructing Talent: Understanding know-how in organization

Mambo Mupepi (Seidman College, USA) and Jaideep Motwani (Seidman College, USA)
Copyright: © 2017 |Pages: 18
DOI: 10.4018/978-1-5225-1961-4.ch007
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Abstract

The discourse in this presentation is about how talent can be viewed as appropriate techniques and explicit practices enhanced by experience useful in the value creation system. Talent can be deconstructed to progress the necessary efficacy in organization. A limited literature is drawn to understand the role of structures and technology in the value creation process. Value is created anytime an action is taken for which the benefits exceed the costs, or the moment an action can be prevented for which the costs exceed the benefits. A co-constructed competency model can be initiated to comprehend a systemic approach to enhancing performance and the design of strategy to retain talent and nurture the skillfulness and knowing necessary in boosting yields in diversified entities.
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Background

Understanding Some of the Key Dimensions

During the early 1980s, Cultural differences have been the subject of sizable research efforts in an attempt to understand how managers could sympathize with multiple ethnic groups with contrasting cultures compared to their own. It is important to recognize that people from different cultures perceive experiences differently. It implies that the way they were raised schooled and trained could be different from our own experience. Hofstede (1980) suggests that culture is the collective programming of the human mind that distinguishes the members of one human group from those of another. This assertion demonstrates that culture is the accumulation of values by a group of like-minded individuals. As times passes, these like-minded individuals will transfer their behaviors, beliefs, ideas etc., on to the new members of their culture; this is essentially how culture is built and sustained within a business entity. Culture more than leadership is the key to successful organizational performance. In concurrence Cameron (1999), propounds that leadership is a cultural variable that enables organizational effectiveness to be real. It is important to understand the prevailing cultural conditions in organization.

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