Knowledge Exchange

Knowledge Exchange

Copyright: © 2018 |Pages: 24
DOI: 10.4018/978-1-5225-3689-5.ch008
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Abstract

This chapter extends and applies the TBMR approach to the workplace directly and it explores the benefits in detail to departments and divisions in an organization. By looking at different organizational structures, their associated communications cultures and isolating where the use of team based games can be most beneficial, markets can be identified as well as new uses pinpointed within those markets. Innovative thinking from the reader is also encouraged to come up with new ideas to implement for the future in any organization they will be, or are, working in. This chapter then proceeds to encourage the marriage of higher education and the workplace through the use of the team based game approach picking up from previous chapters. To follow this, discussion around how personal development training in the workplace can be made attractive to the millennial consumer using TBMR approaches is offered. This leads onto how the same games can be used in recruitment - for instance in assessment centres and interviews and then how they can be used in the development programmes in the organisation to keep staff interested, motivated and retained in their jobs. The chapter includes ideas of how team based games can be used for the Corporate Jolly/Away Day.
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The Impact Of Organizational Structure On Knowledge Exchange

Organizational structures can vary widely and no longer necessarily conform to the classic, pyramid, flat and matrix formats often presented in business studies. These structures still exist but many variants have appeared in addition to them and in evolving them in recent times with more remote working and of course virtual working. Indeed, structures can even vary within one organization too with different sites of the same organization having different structures in different international locations. Then, of course, organizations don’t just sit still. Organizations have to constantly and periodically change their structures to demand and the change they encounter in their markets. This the case, it is important to invest thinking around vehicles which are flexible enough to cope with this and will be common to existing and emerging working generations. This needs to be something which can be easily accessed on current technology but which can evolve with technological advancements. It needs to be a vehicle which appeals to the demographic tranche likely to make up most of the workforce in the coming decades. The Millennial. It needs to be accessible enough for those less familiar with such technologies too. Thus, the TBMR approach is a softer introduction to this for all and encourages all demographic tranches to work together. As it does not rely wholly on technology and furnishes practical discussion and manual activities – it is good middle ground on which to evolve corporate activity and shape it up for the future. TBMR is a positive vehicle for communication across the board and can be practiced in situ as a gathered group in a physical environment within an organization as well as set up electronically for those working in remote locations where travel would be excessively expensive. This knowledge exchange vehicle is flexible enough to work with any particular organizational structure. This is all particularly pertinent for Project structures which work within these structures and will need to liaise with different elements of these structures.

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