Knowledge Management,Information Systems and Organ is at Ions

8/8/2019 Knowledge Management,Information Systems and Organ is at Ions

1/14

Knowledge Management,

Information Systems, and

Organizations

Presented By:

Shruti Jain [09609176]

Ankita Dev [09609055]

Ankur Garg [06503872]


2/14

Higher education institution have poured million ofdollars into information technologies to increase theeffectiveness of operation and information systems, butmany institution still f ace the difficult task ofsuccessfully integrating these technologies for improvedknowledge sharing and effective decision making.

Many information system implementations in higher

education fain not because of technology ,but becauseinsufficient attention is paid to issues related toorganizational culture- organizational processes and

practices, information politics and pattern of informationsharing and hoarding.

The technology focused problem solving strategy islikely to overlook organization wide symptoms that

prevent institutions from successfully capitalizing ontheir use oftechnology.

Educational institutions are just beginning to recognizethat, too often, information is held tacitly by individuals,making it difficult for much needed information to beshared institution wide.

28 September 2010 knowledge management, information systems and organisations 2

OVERVIEW


3/14

A KM approach is the conscious integration of the people,

processes, and technology involved in designing, capturing, and

implementing the intellectual infrastructure of an organization. It

encompasses not only design and implementation of information

systems but also the necessary changes in management attitudes,

organizationalbehavior, and policy.

A KM approach can be used to provide educational institutions

with a method to focus their strategies and practices, making best

use of their energies and resources. KM provides a framework

that can be used to focus attention on three specific areas--

people, processes, and technologyas a way to illuminate and

address organizational obstacles regarding issues of information

use and access.

The basis of KM is a p r ocess of shaping, supporting, and

managing this endeavor through a delicate balance among

attention to organizational processes, the people who partake in

them, and technology investments.

28 September 2010 k

le

ge ma

ageme

t, i

f

rmati

systems a

rga

isati

s 3

HIGHLIGHTS OF AKNOWLEDGE

MANGEMENTAPPROACH


4/14

Recognizing the Knowledge

Management Approach.

Information FeedbackLoops.

Building Blocks of the Data-

Information-Knowledge Cycle.

Access to Reliable Data.

Effective Information Use andSharing.

The Importance of Supporting a

Culture of Inquiry.


KMAPPROACHES


5/14

KM may not be visible to the naked eye , primarily because it is about changes instrategies and practices that are integrated throughout the organization.

AKM-smart institution is actively engagingin data activities, informationactivities, as well as knowledge-based activities.

KMincludes providingindividuals with the data they need and want in a timelymannerin an easy-to-use format, allowing them to manipulate, format, and tailor

data to their needs. Within a KMorganization, individuals use data to searchfortrends and patterns within theirorganization and share data withothers across theorganization, across hierarchies, and across functions.


RECOGNIZING THEKNOWLEGDE

MANAGEME

NT APPRO

ACH


6/14

One feature of a KM approach is the

development of mechanisms that

provide ongoing feedback loops

throughout the cycle of data,information & knowledge.

This is accomplished by br inging

together disparate groups into an

integrative, continuous learning cycle.

E.g. Early Alert System developed at

one college designed by both academic

and student service personnel.

INFORMATION FEEDBACKLOOPS



7/14

KM draws specific attention to how data moves and evolves throughout anorganization- from data, to information, to knowledge.

An organization becomes more effective in using & sharing information when

it learns how to apply data to problems that are context specific. However, todays knowledge is tomorrows data.

BUILDING BLOCKS OF THEDATA-

IN

FORMA

TION

-KN

OWLEDGECYC

LE

28 September 2010 k

le

ge ma

ageme

t, i

f

rmati

systems a

rga

isati

s 7


8/14

Data is the cornerstone ofKM practice. Knowledge users are significant users of organizational data.

Therefore, having key policies & procedures in place that guarantee data

access & reliability will ensure data use within an organization.

Lackof coordination between functional areas & lackof integration across

systems can operate as an enormous disincentive to data use. Research suggests that in an environment in which reliable data are not

readily available, then informal practices such as workarounds are seen as

inventive solutions- which are a redundant & costly alternative to a robust

and flexible information system.

ACCESSTO RELIABLEDATA



9/14

An organization needs tohave

consistent and well-defined

expectations and opportunities for

sharinginformation organization wide.

Researchhas shown that the existence

ofinformation silos prevents the

sharingofinformation horizontally

across the organization.

EFFECTIVEINFORMATION USE &

SHA

RIN

G



10/14


11/14

A KM approach also supports a culture ofinquiry and continuous improvement, which

can provide the appropriate mechanisms for

organizations to deal with a climate of

increasing accountability.

More recent accountability pressuresexplicitly demand that educational institutions

be able to directly link academic performance

data and outcome data, as well as compare

academic performance data to financial data.

KM brings some specific advantages to an

institution. Institutional knowledge is captured

and stored systematically throughout the

organization, making it more secure and more

easily shared.


Wh t It Means t Hi her Educati n


12/14

An organization must develop criteria or metrics to

benchmark the success of its KM efforts by

conducting an information audit early .

Organizational reflexivity and continuous learning

can help higher education institutions effectively and

successfully manage their key information andknowledge assets.

Higher education institutions can begin to implement

KM strategies by identifying information shortages

and needsfinding out where people are already

asking for more data and information.

Ultimately, using a KM approach to develop strategic

internal alliances and incentives will enable

educational institutions to more effectively use their

limited resources to reap the most benefit from their

investments in both people and technology.


Assessing theSuccess fKM


13/14

The following KM strategies are recommendedforhigher education institutions: Ensure that there are clear data-collection priorities.

Increase access to data and information while breakingdown data silos throughout the organization.

Have clear practices that directly relate data andinformation analysis to the overall mission of the

organization, and pr ovide adequate allocation ofresources so that qualified faculty and staff caneffectively analyse data.

Include faculty and staff in technology issues in orderto combine the expertise of technology experts alongwith the information needs of the people in theorganization.

Have committed leadership that consistently supports

data and information use and knowledge sharing. Have consistent coordination between functional areas

(such as consistent data definitions or use of varioussoftware) in order to reach consensus on campus- wideanalyses.

Create a culture that rewards successes rather thanpunishes mistakes.


What It Means t Higher Educati n


14/14

Questi ns???


Thank Y u

Documents

Knowledge Management,Information Systems and Organ is at Ions