Educational Journey
MSc Organisational Behaviour in Business Administration • Business Administration
2011Masters of Business Administration (MBA) in Business Administration • Business Administration
1999BSc Marketing in Manangement Studies • Manangement Studies
1992Experience
Delta State Polytechnic Ogwashi-Uku
0 - 0 • Business AdministrationDHL International Nig Limited
Bank Control Officer
2003 - 2008 • FinanceResearch
Knowledge Managemnt-An Extension of Organisational Learning
- It is no longer strange for individuals and organisations alike to appreciate that only organisations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organisation continuously learns and becomes a learning organisation. A learning organisation is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organisational processes and human capital enhancement. This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organisational learning process. In fact, knowledge management is and should be an extension of organisational learning because when there is no learning; there will not be any knowledge to manage. This paper also revealed that lack of interpersonal relationship, lack of organisational trust, skills, and time inadequacy are the major factors that hinder organisational members from sharing knowledge.
Organisational Culture and Dynamics
Every organisation has something unique about the way it operates. It is that uniqueness that every other organisation uses as a mark of distinction in describing that organisation. The ways an organisation operates vis a vis, its beliefs, values and assumptions is what I have conceptualized as organisational culture. The culture of an organisation, to a very large extent, determines the performance of the individuals that work in that organisation and by extension, the organisational performance. This paper takes an in-depth review of the relationships between some organisational culture parameters and individual performance, organisational performance and sustainability. From the extant literature, it till stand to reason that organisations should focus on that aspects of their cultures that are positive in outlook and yield the greatest positive result in terms of organisational outcomes. On the other hand, they should do away with those aspects of their culture, which are not adding any value to their bottom-line. This study totally supports the evidence that managing your organisational culture effectively will lead to a higher organisational performance.
