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Skoleoppgae 3

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Ekstra individuell innleveringsoppgave

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Det å si at Reiselivsbransjene er ”kjent for” å investere relativt lite i sine ansattes kompetansevekst er vel kanskje på grunn av at det aldri har vært bruk for så stor kompetanse innenfor reiseliv som det er den dag i dag. Grunnen til at flere og flere velger å satse på personer med kompetanse kan komme av flere årsaker hvor at konkurransen mellom søkerne blir så kraftig at man ansetter en person med veldig høy kompetanse og kunnskap innenfor området istedenfor en person som har en lav kompetanse innenfor området. Gjester begynner å kreve og forvente at de ansatte har en høy kompetanse innen yrke med tanke på dagens kompetansevekst.

Den daglige driften av et selskap har blitt mer og mer komplisert med tanke på teknologi og utviklingen av kunnskap. Heldigvis så har dagens generasjon vokst opp med den teknologien og er teknologisk smarte. Det vil koste mindre og vil også være mer effektivt å ansette en fersk person som har den teknologiske tankegangen og som er ny tenkte og tenker annerledes, istedenfor en eldre person som kanskje ikke er teknologisk smart, som har arbeidet innenfor bransjen over lenge tid. I et samfunn som konkurransen er så høy som det den er i dag, så må man alltid tenke nytt, og alltid være under konstant utvikling for å ikke falle tilbake. I ”psykologi i organisasjon og ledelse 4. utgave” kommer de med et godt eksempel på det nytenkende mellom en eldre og en ny- Yngre medarbeider. Eksemplet går ut på at den yngre personen ønsker å fremme bedriftens lønnsomhet med et nytt dataprogram, som kan løse postforsendelses problemene den har. Den eldre med arbeideren skjønner ikke hvorfor i all verden man skal bruke tid å energi på å lære seg noe så nytt å komplisert når den metoden han har brukt i alle år fungerer like fint enda. Dette tar mye opp at det kan være negativt med lang erfaring, at det setter en stopper for utviklingen av bedriften.

I boken ”The ownership quotient” har de lagt veldig stort trykk på akkurat det med Skape Eierskap blant sine ansatte og kunder. Dette går ut på at de ansatte og kundene skal føle et eierskap til bedriften som gjør at de hele tiden har lyst til å fremme og utvikle bedriften så mye som mulig. Dette er en metode som har vist seg å være en fordel for bedriften. Det hele går ut på at man ansetter en person som har den rette innstillingen, som brenner for personlig utvikling, og som har lyst til å hjelpe kundene til deres ytterst beste. Man ønsker å belønne de ansatte for atferd og gir klare retningslinjer hva bedriften ønsker å formidle å selge. Man prøver og gjøre så at de ansatte føler at de blir lyttet til, med tanke på forbedringer og ideer dem har. Det går egentlig ut på akkuratt det samme hos kundene, Et eksempel hvor vi skal se at det blir brukt, er for eksempel hos alle hotell kjeder og andre type kjeder som tilbyr et medlemskap/bonuskort som gjør at man får poeng og frynsegoder for hver gang man kjøper noe! Dette er noe som gjør at kundene har lyst til å kjøpe og investere mer i bedriften rett å slett skape seg et lite ”eierskap” til bedriften.

Meg selv har jobbet innenfor flere forskjellige reiselivkjeder eller hotellkjeder som Nordic Choice Hotels, Rica Hotels og Radisson Blu som går under Carlson Rezidor. Jeg føler alle er veldig flinke til det med at tilbakemeldingene er veldig viktige og akkurat det med å få de ansatte og kundene til å føle den følelsen at dem har et eierskap i bedriften. Ikke alle er kanskje like flinke i det med å forfremme sine ansatte. Jeg byttet til Radisson på grunn av, at de velger å forfremme sine ansatte ved å lære dem opp internt, og gi oss en større mulighet til å komme ut til internasjonale hoteller innenfor kjeden. Med dette så trenger man en bredere område med kunnskap.

For å være en god kunnskapsleder må man ha mye relevant kunnskap. Vi kan ta opp et par elementer som er viktige i begrepet ”læring”. Man må klare å ha forståelse for de forskjellige lærings modellene som:

Sosial-Kognitiv læring
Dette går ut på det individet lærer på egenhånd, men at vi faktisk lærer av det vi klarer å opp servere. Man kan så enkelt som å kalle Sosial-kognitiv læring for det å ”kopiere” eller ”imitere” andre.

Mentorlæring
Mentorlæing tar for seg at en leder eller en medarbeider som har bredt kunnskap fra før av, tar på seg en nyere eller en mindre kunnskapsrik person som en mentorlæring. At lederen skal lære bort å være behjelpelig med videreformidle kunnskapen til lærlingen og forbedre den personlige utviklingen av personen. Dette er for å bedre kunnskapen og utvikle enhver medarbeider til å takle alle ulike situasjoner en skulle komme i klammeri med.

Selvledelse og Superledelse Vi snakket tidligere om Sosial kognitiv læring, dette er noe som har blitt så godt utviklet at man har bygd den ut som et hovedperspektiv i organisasjons-og ledelsesutvikling. Psykologene C.C. Manz og H.P. Sims har bygd et nytt leder program kalt Superledelse. Superledelse går ut på å fremme en ny type ledelse. Det sentrale siktemålet er å lede andre til å lede seg selv. Manz og Sims har beskrevet 7 trinn i superledelse. Disse er som følgende:

1. Stimulere til å sette egne mål * Guidet deltakelse 2. Skape positive tankemønstre 3. Fremme selvledelse gjennom belønning og konstruktiv reprimande 4. Fremme selvledelse gjennom lagbygging 5. Fremme selvlederkultur 6. Modellere selvledelse 7. Bli en selvleder * Oppmuntring

Dette er noe som hjelper med å skape Medarbeider selvlederskap.

Å bli en selvlyder trenger man å følge de viktigste atferd strategiene. * Selvobservasjon * Å selv sette mål * Å styre stimuli * Repetering * Selvbelønning * Selvkritikk og straff * Å bygge naturlige belønninger inn i oppgavene * Kompetanse * Selvkontroll * Mening
Og enda flere!

Det som er så positivt for en leder å skape selvledere gjør at jobben til lederen blir lettere. Medarbeideren klarer å tenke seg frem til en løsning på et problem, klarer å ta konkrete beslutninger som er for det beste for bedriften. man yter bedre service, man blir selvstendig og ufører et bedre resultat. At man i det hele tatt klarer å finne ut av ting selv.

En av de viktigste Lærlingtypene vi skal gå i gjennom er organisasjonslæring.

Organisasjonslæring

Organisasjonslæring går ut på det å avdekke og korrigere den gjellende kunnskapen til bedrifter, hvor de prøver å få fjernet den stoppen som virker hemmende på ny læring. Utgangspunktet til Argyris og Schønes er at organisasjoner opererer ut i fra handlingsteorier. Dette er teoriene som legger seg bak valgene og handlingene (Theories in action) som bedriftene foretar seg. Når en bedrift får seg en ny konkurrent så er det viktig å ta den konkurrenten alvorlig, dette er noe som gjerne en representant fra ledelsen tar seg av dette blir kalt for (uttalt teori), mens bedriftens handlinger for utenforstående viser at ledelsen undervurderer og neglisjerer konkurrenten (handlingsteorien).

Organisasjonslæring kan defineres som tydeliggjøring og restrukturering av handlingsteoriene som stemmer dårlig med den utalte teorien. Man prøver å få frem det ubeviste i tankematerielet, tolke og klargjøre det, for å oppnå mer veltilpassete stategier og handlinger, dette blitt kalt en ”Psykoanalyse” . Det hele handler om å utvikle bedre bedrift konsepter og kollektive kognitive kart. Med dette så vil de få i gang at man skal utvikle seg i felleskap, som gjør at man skal få en større inntrykk av organisasjonens forståelse for sin virksomhet. At man skal finne ut av hvor man skal posisjonere seg og hvem som er de viktiges konkurrentene, hva som kjennetegner dem.

Eksplisitt og taus kunnskap

Kairo Nonaka er en Japansk oragnisasjonsforsker som tar for seg det med eksplisitt og taus kunnskap. Eksplisitt tar for seg det med å klare og skape et nytt produkt og få et fortrinn i markedet. Han prøver å gå bort i fra problemet hvor at en bedrift ikke bare skal reagere på den informasjonen som vi passivt mottar, men snarere interessante og nye problemer , som gjør at man kan samarbeide med å finne løsninger på. Eksplisitt og taus kunnskap skiller seg veldig. Eksplisitt er noe som man enkelt kan forklare til en annen. Hvordan man tar et oppgjør eller skrur av og på en pc. Taus kunnskap går mer på det man gjør ubevist, den kunnskapen som ligger inne som du automatisk gjør, som å eksempelet det blir gitt i boken ”psykologi i organisasjon og ledelse 4. utgave” at man reagerer ubevist når man for eksempel kjører bil.

For å få til disse tiltakene hvor at man må huke tak i mennesker med en god kompetanse for markedet, som er en god selvlyder og kan uføre arbeidsoppgavene på en ”Taus” måte, hvor man viderefører det man har lært å den kompetansen til andre medarbeidere for å fremme bedriftens utad i alle type situasjoner. Hvilke forhold som kan gjøre disse ledelsestiltakene vanskelige, er at først og fremst må man ha en god leder, en leder som kan eksellere på alle type områder. Vis man ikke får en god leder vil dette reflektere negativt, med at de ansatte ikke vil kunne få muligheten til å utvikle seg personlig, på grunn av manglende opplæring og motivasjon fra lederen.

Før var ikke skolen like viktig som den er i dag, veldig få tok en utdanning for det ble ikke lagt vekt på den samme kompetansen som man trenger i dag. Verden blir bare mer og mer modernisert, tiden forandrer seg drastisk noe som gjør at man hele tiden må være på hugget på alt av informasjon fra alle fronter. Den utdanningen som blir gitt i dag, reflekterer veldig mye fra dem som unneviser på universiteter og lignende. Man trenger professorer som kan tenke nytenkende og fremover, og ikke reflektere for mye på det gamle.

Så min konklusjon på er at jo flere kompetente ledere man har, jo lettere er det å fremme sine ansatte. Man fremmer ikke bare sine ansatte ved å ha en god leder men også opprettholde kunnskapen og informasjonen ved å sende sine ansatte på kurs og lignende.

Litteraturliste
Skaumann, G. & Kaufmann, A. (2009). Psykologi i organisasjon og ledelse. 4.utgave. Bergen: Fagbokforlaget.

Heskett, J.L., Sasser, W.E. & Wheeler, J. (2008). The ownership quotient. Boston, MA: Harvard Business Press.

Bandura, A. (1986). Social foundations of thought and avtion: A social cognitive theory. Englewood Cliffs, NJ: Prentice Hall.

Bandura, A. (2007). Psychological modeling: conflicting theories. New Brunswick, NJ.: Aldine Transaction.

Manz, C.C. og Sims Jr., H.P. (1989). Superleadership: Leading others to lead themselvs. New York. NY: Prentice Hall.

Manz, C.C., Og Sims Jr.,H.P.(1995). Business without bosses. New York, NY: John Wiley og Sons.

Sims Jr., H.P. og Manz, C.C (1996). Company of heroes: Unleashing the power of self-leadership. New York, NY: John Wiley and Sons.

Manz, C.C. og Sims Jr.,H.P. (2001). The New Superleadership: Leading others to lead Themselves. Sand Francisco, CA: Berrett-Koehler.

Gupta, A.K., Smith, K.G., og Shalley, C.E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49, 693-706.

Nonaka, I. (1994). A dynamic theory of Knowledge Creation. Organization Science, 5, 14-37.

Nonaka, I. Og Tecee, D.J. (2001). Managing industrial knowledge: creation, transfer and utilization. London: Sage.

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...Memento assignment The structure What we see beneath is how the parts that is coloured in the movie is played. The dots are where the scenes start and stop, and the green numbers above the arrows is scenes. We start at the end of the movie at dot number 2 and then we see scene number 1 which ends at dot number 1. Afterwards we see the first black/white part of the movie. The black/white parts are played in chronological order. After we have seen the first black/white part we jump to dot number three and watch scene number 2 which ends at dot number two. After seeing scene number two we watch the second black/white part. Then we jump to dot number 4 and so on. The real chronological order would be to first see all the black/white scenes in the movie in the order we see in the movie. Afterwards we would see scene 7, then scene 6 and so on until we have seen the last scene, the scene the movie started with. Because of this structure of the movie you need to follow closely or you need to know before you watch the movie how it works or else it can be very confusing. It also demands from the viewer that he/she notices the little things that happens for example when we see Sammy Jenkins at the institution and when someone walks by and suddenly it is Lenny sitting in the chair. As a viewer you also need to know when we deal with flashbacks and when we just jumped one scene back. Through the story we kind of experience how it feels to suffer from short-term memory loss like Lenny...

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Dead End

...You are diary holder number 1 "The random diary" -You will know the diary users that will die before they get eliminated. You are diary holder number 2 "The Yukiteru diary" -You can save diary holder number 1 if he was being eliminated if you choose to. You are diary holder number 3 "The murder diary" -You get to eliminate one diary holder if you choose to. You are diary holder number 4 "The criminal investigation diary" -you will know the 3 diary users who will be eliminating other people. You are diary holder number 5 "The Hyper Vision Diary" -You won't have to answer one of the 3 questions given. You can only use this diary once. You are diary holder number 6 "The Clairvoyance Diary" -You can know about one diary user and the diary's ability. You are diary holder number 7 "The exchange Diary" -You get to choose from number 1-12 (7 is an exception) and you will get the diary's ability (Number of diary you choose) You are diary holder number 8 "The blog diary" -You can bring a dead user back to life. You are diary holder number 9 "The escape Diary" -you can escape from being eliminated. You are diary holder number 10 "The breeder diary" -I will send you the questions first before I post them. You can only use your diary once in this game. You are diary holder number 11 "The watcher" -I will tell you the name of the diary holders and their diary's ability. You are diary holder number 12 "The Justice Diary" -You can be...

Words: 277 - Pages: 2