KM process capability and its relevance in an organization.
Knowledge Management (KM) can be defined as a deliberate, systematic business optimization strategy that selects, distills stores, organizes, packages, and communicates information essential to the business of a company in a manner that improves employee performance and corporate competitiveness. KM caters to the critical issues of organizational-adaptation, survival and competence in the face of increasingly discontinuous environmental change. Essentially KM embodies organizational process that seek synergistic combination of data, and information processing capacity of information and technologies and the creative innovative capacity of human being Therefore KM seeks to make the best use of knowledge that is available to an organization thereby creating new knowledge in the process. From this definition, it is clear that Knowledge Management is fundamentally about a systematic approach to managing intellectual assets and other information in a way that provides the company with a competitive advantage. Knowledge Management is a business optimization strategy, and not limited to a particular technology or source of information. In most cases, a wide variety of information technologies play a key role in a KM initiative, simply because of the savings in time and effort they provide over manual operations. The essence of knowledge management is to improve organizational performance by approaching to the processes capabilities such as acquiring knowledge, converting knowledge into useful form, applying or using knowledge, and protecting knowledge by intentional and systematic method. Knowledge management can be understood by innovation process of organization with individual to search for creative problem solving method. The dynamic nature of the new market place today has created a competitive incentive among many companies to consolidate and reconcile their knowledge assets as a means of creating value that is sustainable over time. To achieve this competitive sustainability, many companies are launching extensive knowledge management efforts (Gold, Malhotra, &Segars, 2001). To compete effectively, companies must leverage their existing knowledge and create new knowledge that favorably positions them in their chosen markets. To accomplish this, companies must develop the ability to use prior knowledge to recognize the value of new information, assimilate it, and apply it to create new knowledge and capabilities (Cohen & Levinthal, 1990). Many researchers have proposed capabilities influencing Knowledge management as preconditions or organizational resources for effective knowledge management (Gold et al., 2001; Gray, 2001; Holsapple & Joshi, 2000; Ichijo etl.,1998;Krogh,Nonakam,&Aben,2001;Lee&Choi,2003;Leonard-Barton,1995;Malone, 2002; Quinn, Anderson, & Finkelstein, 1996; Wiig, 1997;
According to Gold, Malhotra and Segars( 2001) Four KM process capabilities can be clearly discerned these are: 1) Acquisition process, 2) Conversion process, 3) Application process and, and 4) Protection process
( i ) Knowledge acquisition
These are the processes oriented towards obtaining knowledge. Many terms have been used to describe these processes: acquire, seek, generate, create, capture, and collaborate. For example, the creation of organizational knowledge requires the sharing and dissemination (i.e. collaboration) of personal experience. This process takes place at two levels: between the individuals and between the organizational and its network of business partners (Gold, Malhotraand Segars, 2001, p. 190). Thus, operations geared towards knowledge acquisition (accumulation) are required if this process is to contribute towards the superior performance of the organization.
(ii) Knowledge conversion
Conversion oriented KM processes are those oriented toward making existing knowledge useful. Some of the processes that enable knowledge conversion are the firm’s...
...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...
...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...
...Management – Marketing - Tourism
THE ROLE OF LEARNING ORGANIZATION IN KNOWLEDGEMANAGEMENTPROCESS
Ph.D. Student B loi Ionu -Cosmin University of Craiova Faculty of Economics and Business Administration, Romania
Abstract: The content and the organization of work represent dimensions which do not only involve mobilizing competencies but are also dimensions in which competencies are developed. In anorganization people create, accumulate or transfer knowledge, ideas, values, attitudes, feelings or experiences. The goal of a learning organization is to improve competency diffusion, to enrich them and to capitalize experiences. Chaos arises when the level of learning of the enterprise reaches a point in which it can no longer deal with the changes in the environment it functions in. In this work we shall try to discuss the potential for transformation of organizations, constantly challenged, even in the world of knowledge. Key words: learning organization, active learning, knowledgemanagement, organizational learning
Conceptual Clarifications The world and enterprises are dealing with management problems against a growth of the amount of knowledge and information, which become out of date in various periods of time, both from a human and...
...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....
3- Review of the learning Organization
4- Review of the KnowledgeManagement
Learning organizations are not simply the most fashionable or current management trend, they can provide work environments that are open to creative thought, and embrace the concept that solutions to ongoing work-related problems are available inside each and every one of us. All we must do is tap into the knowledge base, which gives us the "ability to think critically and creatively, the ability to communicate ideas and concepts, and the ability to cooperate with other human beings in the process of inquiry and action (Navran Associates Newsletter 1993).
A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself ( Navran Associates Newsletter 1993).
What learning organizations do is set us free because employees no longer have to be passive players in the equation; they will learn to express ideas and challenge themselves to contribute to an improved work environment by participating in a paradigm shift from the traditional authoritarian workplace philosophy to one...
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...
...ManagementProcess & Organisation Behaviour
Define the terms ‘strategy’. Explain the following:
a) Corporate strategy
b) Business strategy
c) Functional strategy
Once you have your vision, you have to see how that vision can be executed.Here is where the strategy comes in.It means the grand plan & the term is borrowed from military distinguished between the grand plan & actual action calling the former strategy & the latter tactics.
Organisation strategies are divided in tw three:
2. Business &
If you are a company like TATA or BIRLA, you will have several businesses under you and a corporate HQ which controls these. Each of these businesses may be run by an independednt co., much like TATA motora runs the behicles and TCS runs the IT.The Corporate HQ wil have grand plans on how much each business should operate.
This grand plan is called Corporate Strategy.
For Example, Raju can make a grand plan of expanding his business decisions to be the provider of low cost furniture or highly differentiated furniture,house hold furniture only,modular furniture only, a supplier of a ll furniture needs etc.,.This is what a business strategy is.
If your in a retail chain business like Big Bazaar, you may have merchandise strategy supply strategy etc.,.Similarly Raju too can have a strategy to purchase wood in bulk from Malaysia...
... Evaluation of managementprocess
1. Executive summery
2. Back ground of the organization
2.2 Current business scope
3. Prevailing management practices
3.1 Planning and decision making
3.2 Organizational structure
3.3 Leadership style
3.5 Motivational strategies
3.6 Controlling procedure
4. Weaknesses of the prevailingmanagement practices
1. Executive Summery
MAS Holdings Ltd (MAS) one of the largest apparel manufacturers in Sri Lanka employing more than 34,450 people in 21 factories in 10 countries Annual revenues are US$570 million Each year, MAS manufactures 44 Million bras and is Victoria’s Secret’s largest supplier. MAS comprise four business units: MAS Intimates, MAS Active, MAS Fabrics and MAS Investments MAS Active Division has eight leisure wear and sportswear plants based in Sri Lanka Madagascar, Vietnam and India.
In this assignment we have targeted Nike division of MAS Active cluster as our target segment to carry out our report. In this report we discuss the Nature of planning and decision making attributes of the Nike division. Mainly Nike division has a 5 year strategic plan (2012- 2017) and this plan would be achieved through Hoshinkanari (managementprocess development) In order to achieve the plan and the...