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KNOWLEDGE MANAGEMENT
Lecture # 1: THE KNOWLEDGE CONTEXT 06 March 2010
Humayun Akhtar
Introduce Yourself
My goals through this degree Goals in LIFE Ive been working for .. yrs. I work at .
WHO AM I ?
Name : Humayun Akhtar Awan Organization: Organization:
National Development Complex, a subsidiary of National Engineering & Scientific Commission (NESCOM), Islamabad Position : Project Director Project Management / Technology Integration M. Sc. (Engineering Management) B. Sc. (Mechanical Engineering) ISO QMS Lead Auditor
Qualifications: Qualifications:
Contact: Contact:
Cell : 0300-5555206 Email: humayunakhtar@hotmail.com
REFERENCE BOOKS
Knowledge Management
WILEY Shelda Debowski
Knowledge Practice
Kimiz Dalkir
Management
in
Therory
&
Start
Yes
Does it Work ?
Leave it alone
Yes
No
IDIOT!
Yes
No
No
Yes
RUN
Yes
Start Talking!
Good Bye!
QUIT
Todays focus:
How is our working world changing? What is knowledge and how does it impact on organisational practice? What is knowledge management? Why and how does knowledge management vary across different organisations?
Introduction
Technological and social change have reshaped our world and the way we work We have shifted from an industrial economy (focusing on commercial products) to a knowledge economy (focusing on services and expertise) This has affected most workplaces and most workers
Globalisation
Access to more customers from far-flung areas Greater awareness of international practice
Technological change Competition for high performing staff Forward planning and analysis
Review of emerging trends Learning from competitors
Communication Leadership
Many people fill leadership roles Good leadership is expected workplaces in most
Decision making
More people participate in decision-making Many sources of information guide decisions
Change management
Ongoing process improvement
Worker motivation
Self-managing employees anticipate challenging and fulfilling work Desire positive and constructive workplaces
Infrastructure
Systems and organisation services which support the
Types of Organisations
Private Enterprises
Focus on profit Likely to have shareholders, or may be privately owned Anticipate ongoing growth and development, but with a healthy short-term return Chief Executive Officer (CEO) is the public face of the firm
Public Enterprises
Sponsored and funded by government Linked to ministerial portfolios Provide service or govern the community Increasing efforts to collaborate and work together, e.g. Australian Government Information Office
Not-forNot-for-profit agencies
Provide specialised support for community members Funding may be derived from different sources including government, sponsors and members of the community Frequently have higher demand than capacity to deliver Strong staff loyalty and commitment
Long-term planning + ongoing responses to existing needs and demands Relevance and appropriateness of the business to meet the users expectations Goals are promoted to all employees
Organisational Priorities
Leadership
Systems and Policies Organisational Activities Employee Capabilities
Strategic Values
Collaboration Communication Flexibility Teamwork Service orientation Quality focus
Values Organisational Priorities Systems and Policies Organisational Activities Employee Capabilities
Organisational priorities
The goals and directions the organisation should emphasise to ensure both long-term and shortterm viability Strongly guided by effective leadership within the organisation
Values
Values
Organisational Activities
Strategic management aims to align organisational activities with the values, priorities and systems which are in place The goal is to ensure plans and goals are actually reflected in the real activities of the organisation
Values
Employee Capabilities
Values
Employee skills, knowledge and expertise Capabilities should reflect the organisational requirements As the firm evolves, so too will capabilities
Knowledge Management
Knowledge is the process of translating information and past experience into a meaningful set of relationships which can be applied by an individual Knowledge is an organisational asset: it should be identified, managed and valued to the same degree as other assets
Knowledge as an asset Explicit knowledge can be documented, categorised, transmitted, demonstrated It can be accessed by other people even if the knowledge source is absent Tacit knowledge draws on the accumulated experience and learning of an individual. It is hard to reproduce or share with others
Strategic Knowledge assists with taking the organisation toward its desired future goals Closely linked to the organisational focus May be different in each organisation
Organisational Knowledge
Employee Capabilities
Knowledge Organisations
The Learning Organisation
Encourages learning, growth and development of individuals and the community
Knowledge Influences
Organisational Context (1) Strategic Knowledge (2) Leadership (3) Knowledge Culture (4)
Knowledge Foundations
Human Resource Management (5) Knowledge Systems (6)
Knowledge Applications
Core Knowledge (7) Knowledge Repositories (8) Knowledge Service (9) Learning and Development (10)
Concluding Points
Knowledge is an essential asset Organisational knowledge draws on the collective knowledge held by both individuals and within corporate sources A strategic focus assists with preserving the knowledge which is necessary for long-term viability Knowledge management is the method of reaching these outcomes
THANK YOU