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.
Chapter Five: Shared Understanding: The Basis for Collective Competence and its Development
Shared Understanding: The Basis for Collective Competence and its Development
Within the two previous chapters we discussed and analysed the main features of individuals' understanding of work and how it forms the basis not only for human action but also for the competence we use and develop in accomplishing our work. However, while an individual's competence is central for an organization's work performance, it is only when individuals start to interact with each other that an organization's task can be performed in an acceptable manner. In other words, it is first and foremost collective competence that determines the extent to which a particular organization can achieve effective work performance. The purpose of this chapter is to ...