Bringing a fresh perspective to the evaluation of management problems, this book scrutinizes the influence managers have on employees’ understanding. It considers how managers use ideas and visions to frame their employees’ internalized understanding of the external rules and instructions that govern their work. The book brings an interpretative perspective to the question of individual and group competence and looks at how this is linked with understanding. The book refers throughout to international case studies and considers the cross-cultural impact on management and understanding at work.

Understanding: The Basis for Competence Development

Understanding: The basis for competence development

An important insight from the previous chapter was that understanding of work does not only function as a basis for human action but also for the competence we use in accomplishing our work. This chapter aims to analyse further the nature of human understanding by investigating in more detail how understanding forms the basis for both what competence we develop and how we develop competence at work.

As was pointed out in the previous chapter, competence in workplaces has been regarded as an attribute-based phenomenon: a set of knowledge, skills and attitudes possessed by a person in relation to a particular type of work. From the above view of competence follows a corresponding view of ...

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