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ted by my experience. For instance, in this particular case the project that my member of staff has been assigned with was something I was already familiar with, and so I did not have a hard time handling a similar project. In the highly technical aspects of a project, I am honest enough to approach someone who is knowledgeable in that aspect, and ask questions. I am most willing to enter into a buddy up or mentoring relationship with a senior or guru in technical areas, and for this particular situation I also seek help from one of my colleague who was working with me. I took advice from him on particular matters and issues where I felt that I cannot dealt with it properly (Knowledge boundaries) and convey the information I gained from my colleague to the new staff who was under my supervision to enhance his skills.
      Organisational Knowledge
　　In the middle of last year, my superior had to take an emergency leave for a substantially long period of time. This necessitated someone taking on the role in the interim. As a direct consequence of this appointment, I had to manage 3 staff who were formerly my equals. This introduced complexity in the way my colleagues and I related to each other. One factor which aggravated the situation was the fact that my superior did not have the time to endorse the role properly because of the flurry with which he had to leave. Although according to company procedures and rules the person who is leaving his post has to give proper understanding about the procedures of the company and the responsibilities he was dealing with to the new coming employee. At first, I felt overwhelmed with my new role, because this meant more responsibility. Moreover, I was very conscious of how my colleagues would react to my appointment. Two of the three staff who then became my staff for two months were happy with the arrangement; however one member of staff had very serious motivational issues that were directly brought about by my being appointed to the new post. This man had longer tenure and thus more experience in the company compared to me; a culture of entitlement which has pervaded in the company for a long time has created a strong expectation in him of being the next in line, in terms of leadership of the team. Quite obviously, I had a tough time influencing him to follow my lead to be able to accomplish the tasks in the workplan set for the month. The feelings of anxiety, ambiguity, and pressure all built up within the team. These were clearly attested to by the behaviour of the problematic staff. He had frequent absences, did not respond appropriately when called upon, and did not follow instructions as expected. It was a nightmare! What complicated the matter more was the fact that we belonged to different cultures. This colleague was from a collectivist culture (India), and this introduced peculiarities in the way he reacted to the whole situation. I had to be able comprehend why he reacted the way he did and be able to address issues from its roots.
　　I felt that there was shortcoming in terms of clarifying the organisation that my superior has envisioned while he was absent. Given the circumstances that we were in at that time, there was little time for him to endorse the role formally and to orient my staff about my new role and what the expectations were from their end. Role ambiguity then resulted from the newly established organisation, causi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。