Proton is the first Malaysian automobile manufacturer which is found in 1983. Proton headquartered is located in Shah Alam, Selangor, with a manufacturing plant in Tanjung Malim, Perak. It was Malaysia's only carmaker until the establishment of its competitor and arch-rival Perodua in 1993. Proton is a core member of Proton Holdings Berhad which is listed on Bursa Malaysia. Over 42% of its equity is owned by a government-owned company Khazanah Nasional Berhad, making it government-linked. For more than a decade since its establishment, this stake was jointly owned by Mitsubishi Motors Corporation and Mitsubishi Corporation until they sold its stake in that company. Proton began the first car model, Proton Saga based on technology and parts from Mitsubishi Motors in September 1985. 100,000 Proton Saga were produced until January 1989. In 1993, second Proton car model named Proton Wira was introduced based on the Mitsubishi Lancer. More than 220,000 units were sold between 1996 and 1998. Proton Perdana based on Mitsubishi Galant design was firstly introduced in 1995 to target for higher end market. The components of the car initially were entirely manufactured by Mitsubishi but slowly local parts were being used as technologies were transferred and skills were gained. As the first car maker in the nation, Proton relied very much on its business partner, Mitsubishi Motors which has greater knowledge compare to Proton which has no experience in car manufacturing industry. Knowledge management system becomes essential step for Proton to capture the knowledge and skill from Mitsubishi Motors. Tacit knowledge which is embodied in experts and embedded in Mitsubishi car manufacturing processes are needed to be converted to explicit knowledge in order to be shared. Until early 2001, Proton Waja, the first car designed internally by Proton was launched. With the acquisition of Lotus technologies in 1996 from ACBN Holdings (a company owned by the owner of Bugatti), Proton has gained an additional knowledge source of engineering and automotive expertise. This led to the production of Proton Gen-2 with the installation of first local designed engine called CAMPRO. CAMPRO engines are also installed in other later Proton car models such as Proton Savvy, Proton BLM (replacement model for Proton Saga), Persona and Proton Exora. Proton has extended aggressively the export market to the countries like United Kingdom, Australia, South Africa, several countries in Middle East and Southeast Asia. Government policy has kept the Proton cheaper than other makes by the simple strategy of taxing the competition, while giving Proton exemptions or rebates from these same taxes. Proton held a market share of over 60% in Malaysia in 2002, which was reduced to barely 30% by 2005 and is expected to reduce further when AFTA mandates reduce import tariffs. This becomes a challenge to Proton when facing imported car competitors like TOYOTA, HONDA, HYUNDAI and other international car makers. In the interview on the vision of Proton by THE STAR reporter with Proton Holdings Berhad new chairman, Datuk Mohd. Nadzmi (Jan 6, 2009) states: ‘I want Proton to have a very strong presence in the domestic market. As a car manufacturer in a national economy you must dominate that economy. I am not satisfied with even a 29% market share. We can’t expect a 75% share like when I was managing director but the ideal is 50%. To improve market share we must look at the requirements of the market. We can’t compromise on quality and must have a shorter replacement cycle as replacement buyers comprise some 80% of total buyers.’
2.0 STRATEGY ASSESSMENT ON BUSINESS GOALS AND OBJECTIVES
The two main business objectives for Proton Holdings Berhad are, to be the market leader in Malaysia by dominating 50% of domestic market share, and to produce best quality cars with no compromise to quality issues. Product quality is a key strategic in...
...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...
PRIST SCHOOL OF BUSINESS
PART – A
Answer all the questions (10x2=20)
1. Define KnowledgeManagement.
Knowledgemanagement (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences
2. List various team members in knowledgemanagement system.
a. Knowledge manager
b. Project Manager
c. Technology coordinator
e. Knowledge Broker
3. List the success factors in KnowledgeManagement.
h. Structure,roles and responsibilities
i. Information technology infrastructure and
4. What is the role of knowledgeManagement officer?
k. Set strategic priorities for knowledgemanagement.
l. Establish a knowledge repository of best practices.
m. Gain a commitment from senior executives to support a learning environment.
n. Teach information seekers how to ask better and smarter questions.
o. Establish a process for managing intellectual assets.
...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...
...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 contribute to...
...John Naisbitt: “We are drowning in information but starved for knowledge.” (Lewis, p. 4)
In today’s Information Age organizations are looking more and more towards the productive manipulation of information to succeed and stay competitive. Increases in technology give rise to an increased emphasis on the human aspects of the socio-technical system: a complex system where workers and technology interact together to achieve some common objective. Accomplishing business objectives involves better understanding and implementing of technical terms: data – raw facts without meaning; information – meaningful data; and knowledge – understanding gained through taking action based on information. Organizational learning works within the confines of this data-information-knowledge progression in increasing degrees to form knowledge. As organizational learning increases, it augments and refines organizational knowledge. Knowledgemanagement (KM) provides a way for businesses to optimize organizational learning and organizational knowledge by helping them make better decisions and take more productive actions. KM is concerned with two areas in the facilitation of organizational learning and organizational knowledge: the management of information, and the management of people.
Organizations add to and...
They are primary cells that form the basis for the
creation of information.
2. Information and document (record)
The information can be defined as a processed data set, that has
meaning, y and therefore are useful for who should make decisions.
The processes that add value to the data and can be
transformed into information:
We can define INFORMATION:
data processed communication content
providing the new knowledge
aims and is able to change the way the receiver perceives
impacting on their value judgments and behaviors.
All support capable of communicating information.
Object created with the deliberate intention of transmitting
information only (Information Science).
Documents for quality must meet the following criteria:
•Its origin should be evident and verifiable
•The information provided must be verifiable and come
from renowned authors and publishers
•Must be reachable and usable
3. KnowledgeKnowledgemanagement (KM)
a range of strategies and practices used in an
organization to identify, create, represent,
distribute, and enable adoption of insights