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Knowledge management

Transcript: A number of claims exist as to the motivations leading organizations to undertake a KM effort.[13] Typical considerations driving a KM effort include: -Making available increased knowledge content in the development and provision of products and services -Achieving shorter new product development cycles -Facilitating and managing innovation and organizational learning -Leveraging the expertise of people across the organization -Increasing network connectivity between internal and external individuals -Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work -Solving intractable or wicked problems -Managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals) Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizations as processes or practices. An established discipline since 1991 (see Nonaka 1991), KM includes courses taught in the fields of business administration, information systems, management, and library and information sciences (Alavi & Leidner 1999). More recently, other fields have started contributing to KM research; these include information and media, computer science, public health, and public policy. Many large companies and non-profit organizations have resources dedicated to internal KM efforts, often as a part of their business strategy, information technology, or human resource management departments (Addicott, McGivern & Ferlie 2006). Several consulting companies also exist that provide strategy and advice regarding KM to these organizations. Knowledge management efforts typically focus on organizational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organization. KM efforts overlap with organizational learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. Companies use Knowledge Management to; - Improve the cost and quality of existing products or services -Strengthen and extend current competencies through intellectual asset management -Improve and accelerate the dissemination of knowledge throughout the organization -Apply new knowledge to improve behaviors --Encourage faster and even more profitable innovation of new products. Some of the advantages claimed for KM systems are: 1.Sharing of valuable organizational information throughout organizational hierarchy. 2.Can avoid re-inventing the wheel, reducing redundant work. 3.May reduce training time for new employees 4.Retention of Intellectual Property after the employee leaves if such knowledge can be codified. 5.time management Knowledge Sharing remains a challenging issue for knowledge management, and while there is no clear agreement barriers may include time issues for knowledge works, the level of trust, lack of effective support technologies and culture Dimensions Knowledge Management requires managers to; -Catalog and evaluate the organization's current knowledge base -Determine which competencies will be key to future success and what base of knowledge is needed to build a sustainable leadership position therein -Invest in systems and prosseces to accelerate the accumulation of of knowledge - Assess the impact of such systems on leadership, culture and hiring practices - Codify new knowledge and turn it into tools and information that will improve both product innovation and overall profitability Thank you for your attention! Knowledge Management System Introduction Motivations Common uses Knowledge Managment Methology Benefits & Issues of knowledge management Different frameworks for distinguishing between different 'types of' knowledge exist. One proposed framework for categorizing the dimensions of knowledge distinguishes between tacit knowledge and explicit knowledge. Tacit knowledge represents internalized knowledge that an individual may not be consciously aware of, such as how he or she accomplishes particular tasks. At the opposite end of the spectrum, explicit knowledge represents knowledge that the individual holds consciously in mental focus, in a form that can easily be communicated to others.[9] (Alavi & Leidner 2001). Similarly, Hayes and Walsham (2003) describe content and relational perspectives of knowledge and knowledge management as two fundamentally different epistemological perspectives. The content perspective suggest that knowledge is easily stored because it may be codified, while the relational perspective recognizes the contextual and relational aspects of knowledge which can make knowledge difficult to share outside

knowledge management

Transcript: 1.Knowledge management is rapidly becoming one of the next big trends 2. Our experience of earlier management trends, including BPR organizational learning and TQM, might cause sceptics to question 3. The experiences of knowledge management pioneers in North America and Europe show that real and significant results are possible. 4. This paper explores how managers might build knowledge management into the strategy process in their firms. 1. Unilever PLC has used knowledge to good effect in its Ragu sauces division. 2. managers identified 50 areas of knowledge they didn’t have. 3.Knowledge networks or communities were set up to develop and share new insights 4.Unilever is also a company that has given a lot of attention to organizational learning and building knowledge capture into key processes 1.Enterprise Oil, one of the world’s largest independent exploration companies 2. using knowledge communities to encourage dialogue between peers as well as faster problem-solving in an industry troubled by price erosion 3.Benefits identified so far have been the avoidance of costly duplication of effort and greater awareness of the need to capture knowledge for reuse 1. A spokesman for IBM attributed that company’s spectacular turnaround since the early 1990s to CEO Lou Gerstner’s leadership 2. This has been accompanied by a major cultural change and efforts to redirect the portfolio of competencies into services, consultancy and electronic commerce 3. A knowledge-driven culture is being created and focused on reengineering, procurement and intellectual capital management 4. An Institute for Knowledge Management is being created to conduct research on knowledge strategy and related topics. 1. Numerous books, articles and special editions of journals have already been devoted to explaining concepts of knowledge and its management in Organizations. 2.Many speakers at the Strategic Planning conference noted that the key success factor is people rather than technology. 3. Knowledge management has very diverse practical and academic roots. 4. Innovation is another contributing thread with a huge number of writings devoted to R&D, new products and processes. 5. The practical origins of knowledge management are not hard to identify Some features of knowledge management emphasized by its advocates are: 1, holism and humanism: the priority is to make better use of human potential rather than to downsize it; 2, a concern with growth and new possibilities by developing new knowledge; 3, support to creative management practices which result in new competencies; 4, making good use of important technological developments such as networks; 5, political and social support because knowledge drives economic growth. Bulding kowledge in to strategy development Strategy tools 1.design school 2.hypercompetition 3.emergent strategy 4.complexity and evolutionary approaches A meaningful focus on knowledge growth and learning Four important types of business knowlege A knowledge frame work for competetive Advantage How to create unique knowledge driven sources of competitive advantage? rapid rate of filling those pools with new knowledge Recmmendations for knowledge managers: 1. Preparation is everything 2. Avoid philosophizing& academic abstraction 3. Avoid developing an integrated knowledge architecture at first attempt 4. look for better ways of doing things the organization is already doing 5. build knowledge networks FINISH!!!!!! Tanks you 1.what we know we know 2.what we know we don’t know 3.what we don’t know we know 4.what we don’t know we don’t know members: Dr. salami * unilever * KPMG persian present Defance Evalution & Research Agency The four perspectives of Balannced Score card to creat deep pools of knowledge throughout the organization answer which has been suggested is: Roots of Knowledge Management Technology can not provide competitive advantage if it can be easily bought or copied knowledge management professor: 1-financial 2-customer 3-internal business process 4-growth and learning customer And financial Business knowledge 1.missiom statements 2.competitive intelligence 3.environmental scanning 4.technology assessment 5.portfolio matrices 6.sowt 7.core competencies 8.the value chain Knowlage map formation Schools of strategy 1. The World Bank has adopted knowledge management as a central strategic thrust. 2. The role of the bank is not limited to lending money but committed to transferring specialist expertise across national boundaries 3.An example was the rapid response to an urgent request by the Pakistani government 4.Officials were considering a new technology. 5.Bank staff in field offices around the world were able to provide timely and appropriate advice within days DERA Realisation internal business proces malihe safari movahhed motahare pishbahar mahsa rostampour soheila ahmadi sanaz amayeh sahar akabar

Knowledge Management

Transcript: Theories of Knowledge Management What is Knowledge Management? To explore the Theory of Knowledge Management (KM) Implementation KM @Tata Steel Benefits and Drawbacks of KM Conclusion References Knowledge Management MERCY OMOLOLA KEVIN VINCENT Conclusion Please hold on! Let's have some activities together! Benefits and Drawbacks What is Knowledge Management? Drawbacks KM @TATA Steel Agenda References Creating, sharing and reusing knowledge Understanding the relevance of different information as determined by the customer Training for KM methods and services Incorporating cultrural aspects of KM into operations Responding to funding and chargeback issues (Gerami, 2010, p235) social and cultural issues related to managing and sharing knowledge determining useful knowledge prioritizing the creation and capture of new knowledge Motivating people to participating in Knowledge Management Lack of agreed definition The management of knowledge is an important and necessary factor for organisational survival and maintenance of competitive advantage. Improved effectiveness and performance Knowledge is a valuable asset and promote innovation Knowledge is a strategic resource, allows to create economic, social, intellectual and cultural values. Thank you Benefits Knowledge Management Image by goodtextures: http://fav.me/d2he3r8 "knowledge management is an umbrella term which deliberate efforts to manage the knowledge of an organization's workforce, which can be achieved via a wide range of methods including directly, through the use of particular types of ICT, or more indirectly through the management of social processes, the structuring of organizations in particular ways or via the use of particaluar culture and people management practices" (Hislop, 2013, p56). "Knowledge management is the process of making relevant information available quickly and easily for people to use productively" (Gerami, 2010, p235). Bergeron, 2003. Essentials of Knowledge Management. John Wiley & Sons, Inc., Hoboken, New Jersey. Gerami, 2010. Knowledge Management. International Journal of Computer Science and Information Security. vol.7 No.2 Hislop, 2013. Knowledge Management in Organizations: A critical introduction. 3rd edition. Oxford University Press 2013. ICMR,2004. Center for Management Research. Knowledge Management @ Tata Steel. Kai M, Peter H, Jens V. 2003. Knowledge Management Concept and Best Practices. 2nd edition. Springer-Verlag Berlin Heidelberg, New York Nonaka, Takeuci. The Knowledge Creating Company. Oxford Press. Reduces the cost of production collaboration, conversation and interaction Increases the revenues Utilization of existing knowledge Creation of new knowledge Reduce the loss of intellectual capital (ICMR) Implementation

Knowledge Management

Transcript: Belalang Jati Archery Sport Centre Located in Kuala Belait Provide means for playing archery indoor Owner 2 Admin Staff 1 Coach Facts about KMS important contributors to the processes and integration of knowledge into work activities Facilitate the acquisition, documentation, transfer, creation and application of knowledge Enable knowledge capture and exchange & ensure greater knowledge functionality Why Archery needs KMS They do not have a company intranet where the employees can share and retrieve knowledge and information They need a platform where employees can form business discussions among themselves They require a central system where knowledge and information can be communicated efficiently without any distortions To better organize all their files and documents of every department so that other users can easily retrieve them. Areas that should be documented Intranet System Allows all employees to have access to the information KM to monitor employees' behaviour motivational purposes can help to manage the HR However. . . Since Archery is more towards giving services needs coaches to give instructions rather than computer-based instructions Process of Implementing KMS Step 1 Identify the needs for KMS Step 2 Identify the areas at Archery that needs KMS Step 3 Identifying the features, characteristics and functions of the proposed KMS Step 4 Prepare for changes Implement! Step 6 Evaluate the KMS Step 7 Monitor Efficient KMS Archery needs to focus on. . . Business Process Management Web Content Management System Business Process Management Links system to corporate policy & processes on knowledge access and priorities will support the business operation such as financial management human resource records management client relationship Web Content Management System Provides accessible and secure operational platform Aims for easy human-computer interface and effective system integration Includes management processes relating to servers, file sharing, portal and browser management, user identification, security and system upgrades Evaluating the effectiveness of KMS Vital : It gives evidence of the effect of initial and ongoing KM investment. Helps to assess current strategies suitability. Monitoring user responses and KM effect on business operations. To know if the expenditure on KM is worthwhile. Provides accountability. Providing a sustainable KMS 3 criteria of sustainability: 1. Continuity 2. Relevant & Useful 3. Adaptable, flexible & easily manipulated Conclusion Decision to KMS depends on the size their goals and also their financial status Done by: 08B1724 Sufina Raihani Hj Mohd Salleh 08B1731 Nurul Aqilah Abdul Hamid 08B1736 Norlilah Jamil 08B1914 Nuurhanisah Suhai 08B1926 Siti Nabilah Amiruddin Thank you for watching . . . Step 5

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