Final Report - Nirosha.doc

7/27/2019 Final Report - Nirosha.doc

1/63

An organisation is more successful if its employees learn quicker, implement

and commercialise knowledge faster than the competition's workers. An

organisation that is unable to continuously develop, share, mobilise,

cultivate, put into practice, review, and spread knowledge will not be able to

compete effectively. That is why the ability of an organisation to improve

existing skills and acquire new ones forms its most tenable competitive

advantage. This article introduces a knowledge management quick scan to

measure this ability.

KNOWLEDGE is a function of information, culture, and skills:

= f (, , )

The function specifies the relationship between knowledge on the one

side and information, culture, and skills on the other. In this context

information comprises the meaning given to data or information obtained

according to certain conventions; this is also known as explicit knowledge.

On the one hand, culture is the total amount of standards, values, views,

principles and attitudes of people that underscore their behaviour and

functioning. On the other hand, skills are related to the capability, ability,and personal experience of people; they relate to what people can do, know,

and understand.

The knowledge components culture and skills represent implicit knowledge,

which depends on the individual and is stored in the minds of people. This

concept is based on experience, is practical in nature, and finds its source,

among other things, in associations, intuitions, and fantasies. Explicit

knowledge, on the contrary, is not dependent on the individual, is theoretical

in nature, and is specified as procedures, theories, equations, manuals,

drawings, etc. This knowledge is mainly stored in management information

and technical systems, and organizational routines. How can knowledge be

transformed into new behaviour? Thus, how can people learn effectively so


2/63

that they can function better? If knowledge is to lead to competent action,

then learning should receive special attention, and the organisational culture

and structure should stimulate and support this.

Knowledge ages rapidly and is liable to wear. Learning is a continuous

personal transformation.

It is a cumulative process of the continuous actualization of your knowledge,

in order to change your behaviour so you can function and act better. It is a

permanent change in your knowledge and behaviour partly due to repeated

experiences. The intention is improving the quality of your thinking and

acting.

In view of the increasing shift from lifetime employment to lifetime

employability, people must make sure that their knowledge is up-to-date. An

organisation is more successful if its employees learn quicker, and

implement and commercialize knowledge faster than the competition's

workers.

An organisation that does not learn continuously and is not able tocontinuously develop, share,

mobilise, cultivate, put into practice, review, and spread knowledge will not

be able to compete effectively. That is why the ability of an organisation to

improve existing skills and acquire new ones forms its most tenable

competitive advantage. It is, therefore, imperative to constantly know which

knowledge is essential, where it is available in the organisation, which

associate possesses this skill, how this knowledge can be adequately utilised,

how it can be shared, how this provides added value, and how it can be

maintained.

The organisation's knowledge infrastructure must be organised so that

effective team work, creativity, positive thinking, self confidence, and a good


3/63

learning environment are stimulated by the use of computers, the Internet

and intranet, design of a knowledge-bank, presence of a library, continuous

training, organisation of brainstorm sessions, and review meetings.

The ability of an organisation to learn by experience depends on the

employees' willingness to think about problems, about the opportunity

presented to associates to identify and solve common problems together,

the willingness to intervene preventively, and the existence of a working

atmosphere where every employee feels responsible for the company's

performance. In practice, organisations especially seem to learn if employees

have a sense of direction through a collective ambition (mission and vision),

and work with all their might to realise this ambition. Because of this,

employees feel a strong common bond, which motivates them to learn

together. Under these inspiring circumstances, they are also willing to share

their knowledge with their colleagues and match their personal objectives

with the ones of the organisation. Through this, learning organisations

emerge in which learning is collective and based on a personal and collective

ambition.

Learning organisations have the ability to learn and facilitate all facets of the

learning process and thus continuously transform themselves. Such

organisations consist of teams with balanced learning styles, and people

whose personal ambition corresponds to that of the organisation. Because of

this, they have a positive attitude towards improving, changing, and

learning.

Learning organisations also consist of people who constantly learn from their

own mistakes, share knowledge and communicate openly with each other.

These organisations have leaders who coach, help, inspire, motivate,

stimulate, and intuitively make decisions, and have processes that are

constantly reviewed based on performance measures and feedback.


4/63

The management of the knowledge stream within the organisation is

essential for this, as well as changing the way we think and deal with each

other. According to Peter Senge (1990), people must give up their traditional

way of thinking, have to develop their own skills and be open to change,

understand how the whole organisation functions, and formulate the shared

vision of the organisation together to try to fulfill this ambitious dream as a

team. These basic elements of learning organisations are also based on

people's experiences. In practice it shows that the tempo with which the

abilities of an organisation increase are to a greater degree determined by

the efficiency with which one learns from experiences. In order to obtain an

optimum learning effect, people should have a certain educational level and

specifically get the chance to acquire experience; this is because people with

experience learn faster. Therefore, it is important to accept that every

employee is able to learn and is motivated to do so, that learning is not a

passive but active and continuous process and that associates need

guidance in this process.

Knowledge Management Quick Scan

In order to increase organisational learning ability, insight is also needed in

the present knowledge and learning situation and related organisational

barriers. For this purpose I introduce a knowledge management audit, shown

in Table 1, consisting of 50 statements regarding your organisation's

knowledge and learning orientation, divided in the dimensions: general,

leadership style, strategic vision, internal processes and human resources.

It is recommended, based on this checklist, to judge the orientation in

relation to organisational knowledge and learning and to check as a team

why this is characteristic for your organisation. For this purpose answer the

assertions in this table, using the scores 1 to 4. Add these scores vertically.


5/63

The closer your total score gets to 200, the more knowledge intensive your

company is. A comparably high score is related to a learning organisation

with a large learning ability. The closer your total score is to 50, the smaller

the organisational learning ability. Discuss your scores in your team and

indicate what could have been done better here.

The executive team of Business Jet (an airline company for business people)

completed this quick scan in order to comply with the corporate knowledge

and learning perspective in their balanced scorecard. The shared evaluation

results are marked with green background in the table. The total score

seemed to be 138 points; this implies that, in the area of knowledge

management, something still needs to be done before Business Jet can be

classified as a full-fledged learning organisation. Statements with a score of

1 and 2 in the table form improvement actions.


6/63

Findings and Inferences

Learning from Mistakes

Inference : As per the records, there are only 12% employees whostrongly agree that they learn from their mistakes by discussing withtheir colleagues. Similarly 6% of them strongly disagree, 14% of themdisagree, 34% of them somewhat agree and the remaining agree.


7/63

Identification of Skills

Inference : According to the statistics, 10% people agree that theyidentify their skills for future tasks. But 16 % of people somewhatagree and 36% of people strongly disagree. Likewise 12% of peoplesay this concept is disagreeable and the rest strongly agree thisconcept.


8/63

Learning from Help

Inference: From the above chart, I infer that 24% people stronglydisagree they help each other to learn but in some cases like 14%people agree that they help each other. In the same way, 38 and 6percent people somewhat agree and disagree with this idea while theremaining strongly agree.


9/63

Support to learn

Inference : In organizations like YSI Automotive Pvt Ltd., people can getmoney and other resources to support their learning. This concept isagreed only by 8% of people. While 20 and 30 percent people disagreeand somewhat agree this concept. Likewise 16% people say theystrongly disagree that they dont get such resources and remainingstrongly agree this idea.


10/63

Time for Learning

Inference : 20% people conclude that they are given time to supportlearning. 18 and 30 percent people conclude that they strongly


11/63

disagree and somewhat agree about the given time for learning.Likewise 16% people strongly agree and the rest disagree.

Changing problems into opportunity

Inference : From the overall feedback, I conclude that 26 and 16percent of people strongly agree and strongly disagree that they get


12/63

chances to change their problems into opportunities. In the same way20 and 12 percent of people agree and disagree with this idea. Whilethe rest somewhat agree.

Learning as reward

Inference : Learning as reward is obtained only in some organizationslike YSI Automotive Pvt Ltd which is agreed and disagreed by 12 and20 percent of people in the organization. But the same idea is strongly


13/63

agreed and strongly disagreed by 18 and 28 percent people. While 22percent people somewhat agree this idea.

Honest Feedback


14/63

Inference : From 50 people, 30% strongly agree, 8% strongly disagree,36% somewhat agree, 16% agree, 10% disagree that there is open andhonest feedback from their colleagues.

Listening to others view


15/63


16/63

Inference : Only 20% of people say that they disagree that people areencouraged to ask why regardless of rank. While 22 and 18 percentof people somewhat agree and strongly disagree with thisencouragement. Same way 14 and 26 percent of people strongly agreeand agree with this concept.


17/63

Respect for others view

Inference : Some organizations like YSI Automotive Pvt Ltd., allows

people to share their views and also ask others view . This concept isagreed only by 18% of people. While 18 and 20 percent peopledisagree and somewhat agree this concept. Likewise 26% people saythey strongly disagree that they dont get such resources andremaining strongly agree this idea.

Respect to colleagues


18/63

Inference : According to the statistics, 12% people agree that theytreat each other with respect .But 28 % of people somewhat agree and20% of people strongly disagree. Likewise 20% of people say thisconcept is disagreeable and the rest strongly agree this concept.

Building trust on others


19/63

Inference : As per the records, there are only 38% employees whostrongly agree that they spend time in building trust with theircolleagues. Similarly 18% of them strongly disagree, 12% of themdisagree, 18% of them somewhat agree and the remaining agree.

Team level


20/63

Adaptaion of goals

Inference : Freedom to adapt goals is applicable only in someorganizations like YSI Automotive Pvt Ltd which is agreed anddisagreed by 10 and 26 percent of people in the organization. But thesame idea is strongly agreed and strongly disagreed by 6 and 30percent people. While 28 percent people somewhat agree this idea.


21/63

Respect for Team members

Inference : From the overall feedback, I conclude that 32 and 16percent of people strongly agree and strongly disagree that they treattheir team members regardless of rank. In the same way 30 and 6


22/63

percent of people agree and disagree with this idea. While the restsomewhat agree.

Focus on development of team

Inference : From the above chart, 16% people strongly disagree thatthey focus on development of team but only 6% of people stronglyagreed this idea. In the same way, 42 and 22 percent peoplesomewhat agree and disagree with this idea while the remainingagreed.


23/63


24/63

Reward for achievements

Inference : Reward for achievement is obtained only in someorganizations like YSI Automotive Pvt Ltd which is agreed anddisagreed by 22 and 16 percent of people in the organization. But the


25/63

same idea is strongly agreed and strongly disagreed by 18 and 28percent people. While 22 percent people somewhat agree this idea.

Confidence of the group

Inference : From the overall feedback, I conclude that 20 and 18percent of people strongly agree and strongly disagree that the


26/63

organisation is confident on the action of the group onrecommendations. In the same way 18 and 10 percent of people agreeand disagree with this idea. While the rest somewhat agree.

Organisational level

Using Two way communication


27/63


28/63


29/63

Inference : Updation of database is done regularly only in someorganizations like YSI Automotive Pvt Ltd which is agreed anddisagreed by 18 and 20 percent of people in the organization. But thesame idea is strongly agreed and strongly disagreed by 22 and 16

percent people. While 24 percent people somewhat agree this idea.

Measuring gaps


30/63

Inference : From the above chart, 16% people strongly disagree theorganization creates a system that measures the gap between currentand expected performance. but in some cases like 16% people agreethat their organization measures the gap between current and past. Inthe same way, 36 and 12 percent people somewhat agree anddisagree with this idea while the remaining strongly agree.

Spreading Experience to employees


31/63

Inference : 14% people conclude that their organization makes itslessons learned available to all its employees. 26 and 22 percentpeople conclude that they strongly disagree and somewhat agreeabout their learning. Likewise 22% people strongly agree and the restdisagree.

Measurement of resources spent on training


32/63

Inference : As per my perception, there are 16 and 20 percent peoplewho strongly agree and disagree that their organization measure theresults of the time and resources spent on training. Likewise 16 and 42percent of people strongly disagree and somewhat agree that theymeasure the resources spent on training. But 6% people agree.

Taking initiative


33/63

Inference : As per the records, there are only 26% employees whostrongly agree that their organization recognize people for initiative .Similarly 20% of them strongly disagree, 8% of them disagree, 24% of them somewhat agree and the remaining agree.

Work assignments


34/63

Inference : From the overall feedback, I conclude that 10 and 42percent of people strongly agree and strongly disagree that theirorganizations gives people choices in their work assignments. In thesame way 16 and 18 percent of people agree and disagree with thisidea. While the rest somewhat agree.

Contribution to the vision


35/63

Inference : From the above chart, 22% people strongly disagree thattheir organization invites people to contribute to its vision but in somecases like 18% people agree that they contribute to the vision. In thesame way, 12 and 26 percent people somewhat agree and disagreewith this idea while the remaining strongly agree.


36/63


37/63

Support to the employees

Inference : From 50 people, 24% strongly agree, 26% stronglydisagree, 22% somewhat agree, 16% agree, 12% disagree that theirorganization supports employees who take calculated risks.


38/63

Allignment of vision

Inference : From the above chart, 24% people strongly disagree that

their organization builts alignment of visions across different levels andwork groups. 12% people agree that they align their vision. In thesame way, 12 and 16 percent people somewhat agree and disagreewith this idea while the remaining strongly agree.


39/63

Balancing work and family

Inference : According to the statistics, 20% people agree that theirorganization helps them to balance their work and family. But 40% of people somewhat agree and 16% of people strongly disagree. Likewise18% of people say this concept is disagreeable and the rest stronglyagree this concept.


40/63

Global perspective thinking

Inference : Only 16% of people say that they disagree that theirorganization encourages them to think from a global perspective.While 16 and 20 percent of people somewhat agree and strongly


41/63

disagree with this encouragement. Same way 30 and 18 percent of people strongly agree and agree with this concept.

Considering the view of customers

Inference : Some organizations like YSI Automotive Pvt Ltd.,encourages everyone to bring the customers views into the decision


42/63

making process. This concept is agreed only by 18% of people. while16 and 28 percent people disagree and somewhat agree this concept.Likewise 26% people say they strongly disagree and remainingstrongly agree this idea.

Impact on decisions made


43/63


44/63

Inference : Working together with the outside community is applicableonly in some organizations like YSI Automotive Pvt Ltd which is agreedand disagreed by 10 and 30 percent of people in the organization. Butthe same idea is strongly agreed and strongly disagreed by 22 and 20percent people. While 18 percent people somewhat agree this idea.

Providing answers for solving problems


45/63

Inference : From the above chart, 10% people strongly disagree thattheir organization encourages them to get answers from across theorganizations when solving problems. 16% people agree that they helpeach other. In the same way, 16 and 18 percent people somewhatagree and disagree with this idea while the remaining strongly agree.

Leadership supports learning


46/63

Inference : Only 12% of people say that they disagree that in theirorganization, leaders generally support requests for learningopportunities and training. While 16 and 24 percent of peoplesomewhat agree and strongly disagree with this requests. Same way36 and 12 percent of people strongly agree and agree with thisconcept.


47/63

Sharing the information

Inference : 16% people conclude that their group leaders share upto

date informations with them. 18 and 40 percent people conclude thatthey strongly disagree and somewhat agree about the sharinginformation. Likewise 6% people strongly agree and the rest disagree.


48/63

Leadership Empowerment

Inference : Leadership Empowerment is available only in some

organizations like YSI Automotive Pvt Ltd which is agreed anddisagreed by 22 and 12 percent of people in the organization. But thesame idea is strongly agreed and strongly disagreed by 32 and 22percent people. While 12 percent people somewhat agree this idea.


49/63

Mentorship

Inference : According to the statistics, 22% people agree that theirleaders mentor and coach them. But 18% of people somewhat agreeand 20% of people strongly disagree. Likewise 30% of people say thisconcept is disagreeable and the rest strongly agree this concept.


50/63

Opportunities to learn

Inference : In organizations like YSI Automotive Pvt Ltd., leaderscontinually look for opportunities to learn. This concept is agreed onlyby 24% of people. While 14 and 26 percent people disagree andsomewhat agree this concept. Likewise 18% people say they stronglydisagree that they provide opportunities and remaining strongly agreethis idea.


51/63

Consistent Actions are made

Inference : Only 12% of people say that they disagree about theirleaders ensurance for the organization actions. While 26 and 12percent of people somewhat agree and strongly disagree with thisensurance. Same way 34 and 16 percent of people strongly agree andagree with this concept.


52/63


53/63


54/63


55/63


56/63


57/63


58/63


59/63


60/63


61/63


62/63


63/63

Documents

Final Report - Nirosha.doc