KNOWLEDGE MANAGEMENT PROCESS IN INTAN
According to Rumizen (2002), knowledge management is a systematic process by which knowledge needed for an organization to succeed is created, captured, shared and leveraged. Basically, knowledge management process comprises three basic critical processes which are Knowledge Acquisition, Knowledge Sharing, and Knowledge Utilization. Knowledge Acquisition is a process of development and creation of insight, skills and relationship. Knowledge formalization tools are examples of direct knowledge acquisition. Next, knowledge sharing is a collaborative transfer of knowledge which disseminate and making available what is already known either supported not supported by information technology (IT). It involves the collaborative support and the communication. Possibly, the sharing process has to be optimized on the specific context. The third one is knowledge utilization. It is an integration of learning within the organization in which whatever is broadly available throughout the organization can be generalized and applied, at least in part to new situations. It involves the utilizing technology, supporting informal knowledge and prevents excessive formalization. In INTAN, this organization is encouraging their employee to shared knowledge through share thinking among the management and employee with the purposed of fulfilling customers’ and stakeholders’ demand. Course coordination and support staff system in INTAN are closely aligned with the overall shared purposed of providing training courses to Malaysian public sector. In addition, at INTAN any disagreement on the content, methodology, and the effectiveness of certain program are discussed openly. This is because, INTAN believes that communication between lower level and top management are very important to ensure efficient and effective training for customers. As part of its continuous learning process, INTAN also conducts evaluations for its trainers (lecturers), courses,...
...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...
...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...
...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...
...* 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...
...KNOWLEDGEMANAGEMENTKnowledgemanagement is a process of transforming information and intellectual assets into enduring value.
KnowledgeManagement has two type:
1. Tacit Knowledge
Highly personal, means the knowledge is unrecorded and unarticulated and it’s hard to formalized and therefore difficult, if not sometimes impossible to communicate.
Formal and systematic, and can be easily to communicated and share, for example in a book or a database in a library.
Knowledge Hierarchy, to transfer tacit knowledge to explicit knowledge we need to use Human Resource Management.
easier to access KNOWLEDGEMANAGEMENT
We need knowledgemanagement to reacting to new business opportunities and to build brain sensitivity to brain drain. So that we could create, transfer and apply knowledge with the purpose of better achieving objectives. Because knowledge is really important to achieve the goals.
What forces us to have knowledgemanagement first is increasing in Domain Complexity means that is intricacy of internal and external processes, increased competition, and the rapid advancement of technology all...
...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...
ByAmr Badrawy |
Definition of knowledgeknowledge is the ability of an actor to respond to a body of facts and principles accumulated over a
period of time
Definition of Knowledgemanagement
a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge. KM focuses on processes such as acquiring, creating and sharing knowledge and the cultural and technical foundations that support them.
A more simple definition is that knowledgemanagement is the process through which organizations generate value from intellectual and knowledge based assets
The development of KnowledgemanagementKnowledge began to be viewed as a competitive asset in the 80s,around the same time that information explosion started becoming an issue
The trend was fueled by the development of IT systems which made it simple to store, display, and archive classified, indexed information
The process received a fillip after Drucker (and others) stressed the role of knowledge as an organization resource, and Senge popularized ‘learning organizations’
Objective of knowledgemanagement:
The purpose of KM is to gather, categorize, store and spread...