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FATIMA JINNAH WOMEN UNIVERSITYFATIMA JINNAH WOMEN UNIVERSITY
KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENTLecture # 1:Lecture # 1:
THE KNOWLEDGE CONTEXTTHE KNOWLEDGE CONTEXT
Humayun AkhtarHumayun Akhtar
REFERENCE BOOKSREFERENCE BOOKS
• Knowledge Management Knowledge Management WILEY – Shelda Debowski
• Knowledge Management in Therory & Knowledge Management in Therory & Practice Practice Kimiz Dalkir
• Harvard Business Review on Knowledge Harvard Business Review on Knowledge ManagementManagementHarvard University - Peter Ferdinand Drucker, David Garvin, Dorothy Leonard, Susan Straus, John Seely Brown
Start
Does it
Work ?
QUIT
Leave italone
Yes
Did you fiddle with it
No
IDIOT!
Yes
Did anyone see you?
RUN
No
Can you Talk your way out
of it?
Even BiggerIdiot!!!
FIRED!!!Good Bye!
StartTalking!
No
No
Yes
Yes
Yes
Did your Subordinate fiddle
with it?
No
FireHim!
Yes
Can you blame
on a rival?
Go doIt!
Try AnyWay!
No
NoYes
Impression About Management
RESIGN?
Chapter 1
The Knowledge Context
Today’s focus: Today’s focus:
• How is our working world changing?• What is knowledge and how does it impact
on organisational practice?• What is knowledge management?• Why and how does knowledge management
vary across different organisations?
IntroductionIntroduction
• Technological and social change have reshaped our world and the way we work
• We have shifted from an industrial economy (focusing on commercial products) to a knowledge economy (focusing on services and expertise)
• This has affected most workplaces and most workers
External Influences on OrganisationsExternal Influences on Organisations
• Globalisation– Access to more customers from far-flung
areas– Greater awareness of international practice
• Increased competition• Increased pressure to be innovative and
responsive• Shareholder expectations
– Pressure to achieve economies of scale
External Influences External Influences (cont'd)(cont'd)
• Technological change• Competition for high performing staff• Forward planning and analysis
– Review of emerging trends
– Learning from competitors
Organisations are dynamic, vulnerable and volatile….
The Changing Nature of Organisations The Changing Nature of Organisations
• The workplace has changed:– Series of career pathsSeries of career paths
– Workforce composition Workforce composition
– Evolving roles and responsibilitiesEvolving roles and responsibilities
– Teamwork: complex and dynamic Teamwork: complex and dynamic interactionsinteractions
– Strong focus on relationship buildingStrong focus on relationship building
The Changing Nature of Organisations The Changing Nature of Organisations (cont'd)(cont'd)
• Communication • Leadership
– Many people fill leadership roles
– Good leadership is expected in most workplaces
• Decision making– More people participate in decision-making
– Many sources of information guide decisions
The Changing Nature of Organisations The Changing Nature of Organisations (cont'd)(cont'd)
• Change management– Ongoing process improvement
• Worker motivation– Self-managing employees anticipate challenging
and fulfilling work– Desire positive and constructive workplaces
• Infrastructure– Systems and services which support the
organisation
Types of OrganisationsTypes of Organisations
• Organisations differ according to: – Their purpose and long-term goalsTheir purpose and long-term goals
– Who funds and directs their activitiesWho funds and directs their activities– The stakeholdersThe stakeholders
• Types of organisations include:– Private
– Public
– Not-for-profit
Private EnterprisesPrivate Enterprises
• Focus on profit• Likely to have shareholders, or may be
privately owned• Anticipate ongoing growth and development,
but with a healthy short-term return• Chief Executive Officer (CEO) is the public
face of the firm
Public EnterprisesPublic Enterprises
• Sponsored and funded by government• Linked to ministerial portfolios • Provide service or govern the community• Increasing efforts to collaborate and work
together, e.g. Australian Government Information Office
Not-for-profit agenciesNot-for-profit agencies
• Provide specialised support for community members
• Funding may be derived from different sources including government, sponsors and members of the community
• Frequently have higher demand than capacity to deliver
• Strong staff loyalty and commitment
Strategic Management in OrganisationsStrategic Management in Organisations
• Long-term planning + ongoing responses to existing needs and demands
• Relevance and appropriateness of the business to meet the users’ expectations
• Goals are promoted to all employees
Organisational Influences on Strategic Organisational Influences on Strategic Management Management
Values
Organisational Priorities
Systems andPolicies
Organisational Activities
EmployeeCapabilities
LeadershipStrategic
Focus and Process
Strategic ValuesStrategic Values
• Collaboration• Communication• Flexibility• Teamwork• Service orientation• Quality focus
Values
Organisational Priorities
Systems andPolicies
Organisational Activities
EmployeeCapabilities
Organisational priorities Organisational priorities
• The goals and directions the organisation should emphasise to ensure both long-term and short-term viability
• Strongly guided by effective leadership within the organisation
Values
Organisational Priorities
Systems andPolicies
Organisational Activities
EmployeeCapabilities
Systems and PoliciesSystems and Policies
• Policies provide guidance on the main principles which should be reflected across the organisation
• Systems enable the implementation of the specified policies through practical and functional processes
Values
Organisational Priorities
Systems andPolicies
Organisational Activities
EmployeeCapabilities
Organisational ActivitiesOrganisational Activities
• Strategic management aims to align organisational activities with the values, priorities and systems which are in place
• The goal is to ensure plans and goals are actually reflected in the real activities of the organisation
Values
Organisational Priorities
Systems andPolicies
Organisational Activities
EmployeeCapabilities
Employee Capabilities Employee Capabilities
• Employee skills, knowledge and expertise
• Capabilities should reflect the organisational requirements
• As the firm evolves, so too will capabilities
Values
Organisational Priorities
Systems andPolicies
Organisational Activities
EmployeeCapabilities
Knowledge ManagementKnowledge Management• Knowledge is the process of translating information and
past experience into a meaningful set of relationships which can be applied by an individual
• Knowledge is an organizational asset: it should be identified, managed and valued to the same degree as other assets. We are now living in the INFORMATION AGE.
• Levels of Knowledge Evolution:– DataData (Just Numbers and Facts)– Information Information (Logical arrangement of Data which starts making
sense)– Knowledge Knowledge (Info. from various sources used for informed and
effective decision making)– Skill Skill (Knowledge combined with Experience)– Art Art (Knowledge and Experience combined with Creativity)
Knowledge Management Knowledge Management (cont'd)(cont'd)
Knowledge as an asset• Explicit knowledge can be documented,
categorised, transmitted, demonstrated… It can be accessed by other people even if the knowledge source is absent
• Tacit knowledge draws on the accumulated experience and learning of an individual. It is hard to reproduce or share with others
Knowledge Management Knowledge Management (cont'd)(cont'd)
Experience
Advice
Learning
Errors
External Sources
History
Individual Knowledge
Corporate Knowledge
OrganisationalKnowledge
Sources of Organisational Knowledge
Knowledge Management Knowledge Management (cont'd)(cont'd)
• Strategic Knowledge assists with taking the organisation toward its desired future goals
• Closely linked to the organisational focus• May be different in each organisation
Knowledge Management: an Emerging Knowledge Management: an Emerging Concept Concept
• The management of knowledge to enable its definition, identification, capture, organisation and dissemination across the organisational community
• Knowledge management is dependent on effective leadership and a collaborative culture
Knowledge Management Knowledge Management (cont'd)(cont'd)
Values
Organisational Priorities
Systems andPolicies
Organisational Activities
EmployeeCapabilities
OrganisationalKnowledge
Knowledge Management Knowledge Management (cont'd)(cont'd)
Knowledge Organisations • The Learning Organisation
– Encourages learning, growth and development of individuals and the community
• The Developmental Organisation– Undertakes regular review, adaptation and
re-orientation to maintain strategic focus• Asset-based corporate development
– Recognition and capitalising on knowledge assets of value to the organisation
A Model of Strategic Knowledge A Model of Strategic Knowledge ManagementManagement
KnowledgeInfluences
Organisational Context (1)
Strategic Knowledge (2)
Leadership (3)
Knowledge Culture (4)
KnowledgeFoundations
Human Resource
Management (5)
Knowledge Systems (6)
KnowledgeApplications
Core Knowledge (7)
Knowledge Repositories (8)
Knowledge Service (9)
Learning and Development (10)
Knowledge Enhancementand Review
Knowledge Evaluation (11)
Knowledge Sustainability (12)
Issues and Research (13)
Concluding PointsConcluding Points
• Knowledge is an essential asset • Organisational knowledge draws on the
collective knowledge held by both individuals and within corporate sources
• A strategic focus assists with preserving the knowledge which is necessary for long-term viability
• Knowledge management is the method of reaching these outcomes
THANK YOU