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Harvard Business Review onKnowledge Management
Luis BarredaD. Sean McBrideDeepika NimJagadish RamamurthyJames Sanford
The Coming of the New Organizationby Peter F. Drucker, January 1988
The Knowledge-Creating Company by Ikujiro Nonaka, December 1991
Building a Learning Organization by David A. Garvin, August 1993
The Coming of the New Organization
Peter F. Drucker (1909-2005)Born in Vienna, Austria
Received Doctorate in International Law in Germany
Moved to England then to the United States when Nazis came to power in Germany
Management professor from 1950-2002Author of 39 books
Awarded Presidential Medal of Freedom by President George W. Bush on July 9, 2002
Evolution to Information Based Organizations:Before 1895 – Owner Based
Evolution to Information Based Organizations:1905-1925 – Professional Management
Evolution to Information Based Organizations:1925 – Command and Control
Evolution to Information Based Organizations:Information Based Organization
Information-Based Organization Management Problems
1. Developing rewards, recognition, and career opportunities for specialists:
Generally specialists’ career opportunities lie within the specialty. There are few managementpositions available in I.B. Organizations so they are more likely to go to another company thatneeds their specialization.
2. Creating unified vision in an organization of specialists:
A business needs a view of the whole and a focus on the whole to be shared among a great manyof its professional specialists. It will have to foster the pride and professionalism of its specialists.
Information-Based Organization Management Problems
3. Devising the management structure for an organization of task forces:
The information-based organization will use self governing units that are assigned tasks.This creates a problem of who the business managers will be. Task force leaders?Administrative leaders?Is it an assignment or a position? Does it carry any rank?Might the task force leader eventually replace department heads or vice presidents?
This would give rise to yet another organizational structure.
4. Creating unified vision in an organization of specialists:
The toughest problem. With the removal of many middle management positions, where will topexecutives come from?
Top management jobs will be filled by hiring them from other companies. Management Careers.
Chapter 1 - DiscussionChapter 1 - DiscussionAuthor had foresight
◦Published in January 1988◦Before the Internet Age
What current trends match Drucker’s predictions?◦Dependency on employee self-
discipline◦Teamwork featuring cross-
functionality
Chapter 2 – The Chapter 2 – The Knowledge Creating Knowledge Creating CompanyCompanyBy:Ikujiro Nonaka
Ikujiro NonakaIkujiro Nonaka Xerox Professor of Knowledge at the Haas School of
Business, UC Berkeley
Professor at the Graduate School of International Corporate Strategy at Hitotsubashi University in Tokyo
With co-author Hirotaka Takeuchi, Professor Nonaka wrote The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Oxford: 1995), which was awarded the "Best Book of the Year in Business and Management" by the Association of American Publishers Professional and Scholarly Publishing Division
KnowledgeKnowledge
Western Misconception of Western Misconception of KnowledgeKnowledge
Japanese Understanding of Japanese Understanding of KnowledgeKnowledge
Knowledge RevisitedKnowledge Revisited
The Knowledge SpiralThe Knowledge Spiral
Source: http://www.psicopolis.com
The Bread Maker ExampleThe Bread Maker Example
Figurative Language and Figurative Language and SymbolismSymbolism
Types of Figurative Types of Figurative LanguageLanguage
Real World Example for a Real World Example for a Metaphor -- HondaMetaphor -- Honda
Let’s Gamble
Theory of
Automobile
Evolution
Man-maximum, Machine-minimum
Tall Boy
The “Tall Boy” – Honda City The “Tall Boy” – Honda City 19811981
Real World Example for a Real World Example for a Analogy-- CanonAnalogy-- Canon
Application of the Concept of Application of the Concept of Model Model The quality standards for the
bread at the Osaka International Hotel lead Matsushita develop the right product specs for its home bread maker
The image of a sphere lead Honda to its “Tall Boy” product concept
The “HOW” of the The “HOW” of the Knowledge-Creating Knowledge-Creating CompanyCompany
Building RedundancyBuilding Redundancy
Organizational RolesOrganizational Roles
Umbrella ConceptsUmbrella ConceptsGrand concepts that identify the
common features linking seemingly disparate activities or businesses into a coherent whole
SHARP – dedication to optoelectronics
NEC – categorization of the company’s knowledge-base into C&C (“computers & communication”)
KAO – “surface active science”, referring to techniques for coating the surface area of materials.
Qualitative Criteria for Qualitative Criteria for JustificationJustificationDoes the idea embody the
company’s vision? Is it an expression of top
management’s aspirations and strategic goals?
Does it have potential to build the company’s organizational knowledge network?
Chapter 2 - DiscussionChapter 2 - DiscussionKeys: creativity, subjectivity
◦Employees’ knowledge as unquantifiable asset
◦People at the center of learning, growth
Is this concept foreign to the West?◦Some Western companies suggest not◦How important are the numbers?
Building a Learning Building a Learning OrganizationOrganizationBy
David A. Garvin
David A. GarvinDavid A. Garvin Professor of Business Administration at the Harvard
Business School. He joined the Business School faculty in 1979 and has since then taught courses in leadership, general management, and operations in the MBA and Advanced Management programs
He is especially interested in organizational learning, business and management processes, and the design and leadership of large, complex organizations
What Is a Learning What Is a Learning Organization?Organization?
A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.
Critical IssuesCritical Issues
Measuring LearningMeasuring Learning
Building BlocksBuilding Blocks
Xerox’s Problem-Solving Xerox’s Problem-Solving ProcessProcess
Organizational Learning Organizational Learning StagesStages
First StepsFirst Steps
Stages of KnowledgeStages of Knowledge
Chapter 3 - DiscussionChapter 3 - DiscussionSharply contrasts with Nonaka’s
position◦Nonaka: greatest value is immeasurable◦Garvin: value must be measurable to count◦Which position holds truer? Is culture
relevant?
What gives learning companies success?◦Attention to Garvin’s 5 points?◦Or employees’ creative knowledge?
Harvard Business Review onKnowledge Management
Luis BarredaD. Sean McBrideDeepika NimJagadish RamamurthyJames Sanford