The Ontario Ministry of Education (EDU) is divided into divisions, branches and different units. Due to the nature of these operating procedures the employees were experiencing constant changes in tasks, job positions and reporting relationships. There is a need for the employees to feel as one and function as a ministry with modest limitations. EDU has to take the tacit knowledge and turn it into explicit knowledge. As Kathryn Everest, I would recommend the EDU implement a document management system. In doing so, it will help the employees to work mutually as a company rather then a department. Having the employees to feel they are all part of a company rather than a department will help build trust amongst all employees. Less time will be spent locating documents; this alone will drastically reduce cost. Once the implementation is complete, I anticipate that employees will be able to locate quality information more quickly, therefore increasing efficiency and resulting in better customer satisfaction. Implementing a document management control system will also improve security by providing better, more flexible control over sensitive documents. The system will provide an audit trail of persons viewing / editing documents and the time of the occurrences.
Since the EDU has decided to sole-source from IBM, I am making the assumption that my recommendation will be accepted. Statement of Issues
The main issue in this case is the erroneous storage of the electronic data that’s available resulting in a lack of knowledge being shared amongst employees and a difficulty for one to amass internal knowledge. The case states that the same document is stored on multiple computer hard drives and there were often up to 20 different versions of that document. There are an estimated 3 million different documents on the EDU’s hard drives and in certain cases there are up to 20 different versions. This could potentially reveal that there are up to one million original documents available. The case also states that the staff in core businesses at EDU relied on 38 different web sites for knowledge, information gathering, and sharing. This causes a great deal of inefficiency and presents a security issue. Analysis
Effective document management is not an easy task to undertake because of the numerous systems to be integrated, and wide range of business needs to be met, and complex organizational and cultural issues that must be addressed. Document management is much more that just harnessing technology, it is about the business processes and practices that determine the creation and use of knowledge. An effective document management system will encompass people, processes, technology, and quality content. During the implementation phase, the EDU’s employees may experience some culture change but this can have present advantages to the EDU. An organizations culture can make or break a company. Organizations with an adaptive culture aligned to their business goals regularly outperform its competitors. As the environment (the laws, regulations, business climate, etc.) in which the organization operates changes the organizations culture will also change respectfully. The case states that much of the ministries knowledge was tacit and documented knowledge (explicit knowledge) was difficult to locate and share. There were also significant cultural issues that inhibited knowledge sharing; confidentiality issues which can inhibit and restrict collaboration and the sharing of knowledge. One of the most difficult challenges to overcome in knowledge management is to derive a process that converts tacit knowledge to sharable explicit knowledge. The prominent characteristic of the tacit knowledge approach is the basic belief that knowledge is essentially personal in nature and is therefore difficult to extract from the heads of individuals. To make wider use of the tacit knowledge of...
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
...and knowledge into work processes |
| INSY 444, Fall 2011 |
| Submitted by: Ni Xiqin Oliver |
| Oct 31, 2011 |
Table of Contents
A. Introduction 3
B. Background 3
C. Problems 5
D. Alternatives 6
E. Comparison between different alternatives and Recommendations 7
F. References 8
Developed by Cognizant Technology Solutions, Cognizant 2.0(C2) is a corporate version of social media such as Facebook, targeting exclusively for the purpose of communication within organization and with potential customers. According to the company’s website, only Cognizant provides such seamless access to a worldwide talent pool, connected via a single platform (Cognizant 2.0). This uniqueness differentiates the company from its competitors in such a way that more task-driven is the company, which shares knowledge, locates resources with all stakeholders in a timely, effective fashion. In contrast to Cognizant’s single platform implementation, other competitors are only capable of delivering their projects from a single center. Supported by statistics provided by the company, the integration of the C2 platform gives the company an edge both internally and externally: the company can deliver projects 20% more efficiently to clients regardless of their geographical location and increase productivity up to 70% in specific project management activities within the entire organization...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept of knowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement transfers...
...Ethic of KnowledgeManagement
Author: Frank Land ( London School Economic), Urooj Amjad (London School Economic), Sevasti Merlissa Nolas (London School Economic),
Published By: International Journal of KnowledgeManagement
For any Business organization, the present business environments are no longer predictable as they are changing rapidly to exist in the competitive environment. The success or failure for an organization entirely depends on its adjustments to the present business environment. The tremendous change in the Information technology has changed the way of doing business by the organizations and reduced the risks or filled the gaps between accessing and maintaining the information and changing that information into a valuable knowledge for future needs. Many of the organizations who take the advantage of the technology follow the above said process. Still many organizations lack applying their organization’s intellectual knowledge for value added or for a competitive advantage.
The solution is The KnowledgeManagement which translates the organization’s capabilities into a defined knowledge which can (will) be useful for its future business needs. The Knowledge whether it is tacit or explicit is represented in databases or documents or in other words it can be...
...* Knowledge Retention Strategies in Industries
* A brief introduction Knowledgemanagement is the systematic process of finding, selecting, organizing, distilling and presenting information. Tacit knowledge is the knowledge we each carry in our heads about how to do things, who to call and the lessons learned through experience. Making it explicit is recording in some media that allows another person to use it. The media can be a complex computer database or a piece of paper tacked over the water cooler. These methods are called knowledge retention strategies.
KnowledgeManagement is the explicit and systematic management of vital knowledge – and its associated processes of creation, organization, diffusion, use and exploitation.
There are many definitions of knowledgemanagement. We have developed this one since it identifies some critical aspects of any successful knowledgemanagement programme:
1. Explicit – Surfacing assumptions; codifying that which is known.
2. Systematic – Leaving things to serendipity will not achieve the benefits.
3. Vital Knowledge – You need to focus; you don’t have unlimited resources.
4. Processes – Knowledgemanagement is a set of activities with its own tools and...
Sins of KnowledgeManagement
core tenet of any organizational learning project is that without
detecting and correcting errors in "what we know" and "how we
learn," an organization's knowledge deteriorates, becomes obsolete,
and can result in "bad" decisions. Because systematic attention to
knowledgemanagement is relatively recent, it is particularly important to detect
these errors so that knowledgemanagement does not become yet another management fad that promised much but delivered little. If we do not identify and
try to resolve these errors, "what we know" about knowledgemanagement may
become little else but mythology. As a consequence, we will be faced with the
ultimate knowledge irony: efforts to manage knowledge are themselves based
upon faulty knowledge principles.
The purpose of this article is to draw attention to a set of pervasive
knowledgemanagement errors. These reflections are based on the authors'
observing or partaking in over one hundred knowledge projects over the past
five years or so. The focus is on fundamental errors, that is, errors that if left
uneorreeted inhibit genuine knowledge from being developed and leveraged.
These are errors associated...
...1. Company Overview
1.1. Business Overview
Mystique is currently involved in fashion clothing business. Unlike other clothing companies, Mystique owns all of its retailing, designing and manufacturing operations. It sells a range of women’s and men’s clothing which aims to give a personalised and satisfaction experience to its customers. The business’s headquarters is located in India but the entire Sri Lankan management is handled in Sri Lankan and currently it has 4 outlets in Colombo and Kandy.
1.1.1. Product Overview
Figure : Mystique’s Product
Currently Mystique is targeting mainly on causal and party ware for both customer segment. It provides a right quality product for an affable cost which can be effort by working class to upper uppers. Based on the design and material quality the price of the product varies.
1.1.2. Service Overview
Figure : Mystique's Services
All our products will be serving the current client’s requirements. In order to serve our customer better, we provide other services which are mentioned in the above figure. Exchange and return, reservation and customer services are provided by our retailer outlet team and the promotion are decided by our marketing team (refer organisational structure).
1.2. Vision and Mission
Vision – To make consistent design improvements based on the emerging trends that will enhance customer satisfaction.
Mission – “Build a unique portfolio of branded, trendy and unique...