Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Information Technologies
Information Management, Knowledge Management, and Organizations
It is common for manufacturers, system integrators and consultants to vary in their definition and approaches to implementing knowledge management systems. This is precisely what is happening with Frito Lay and Step Two. The intent of this essay is to assess how each defines knowledge management, including a comparison and contrast analysis of problems faced, solutions implemented and an assessment of how effective each is.
Defining Knowledge Management
The ability of systems and processes to integrate disparate, siloed sources of content, from sales data to manufacturing information, was primarily how Frito Lay defined knowledge management. The company could quickly equate the lack of knowledge management with lost sales. Included in their assessment was every potential knowledge management system or component, from large, complex and often partially integrated databases to the isolation of hard drives in key sales administrators' laptops and PCs. Experiencing a massive duplication of efforts in serving their sales force with information, Frito Lay defined knowledge management first by the pain of lost sales and profits from not serving their sales force effectively as they could. Second, Frito Lay realized that the disconnected nature of their knowledge management systems was also making it more difficult to serve their customers and keep remote channel sales reps and partners informed. Frito Lay also learned that knowledge management could significantly improve the execution of their sales rep service processes and also create more efficiency in selling.
For StepTwo, their definition of Knowledge Management as it related to Frito Lay was in getting the most accurate and up-to-date information to contact center and call center representatives...
This entailed significant Business Process Re-engineering (BPR) which forces StepTwo to anticipate and react to the unmet needs of call center representative by first re-architecting the workflows needed for delivering the knowledge first, then tailoring the knowledge to the needs of the call center personnel. StepTwo's definition was much more process centric and all encompassing of digital and paper content, and also looked at the time value of information, specifically how to give first-response A much more process-centric definition of knowledge management emerged, focused on the flow of information and the need to quantify responsiveness of the information delivered.
Comparing and contrasting each case study's problems
Evident for the analysis of the cases, several problems associated knowledge management strategies at Frito Lay and RTA via the StepTwo consultancy emerged and is briefly discussed below:
Systems Integration Challenges Are Large and Expensive -- While both case studies are not delving into this area as much as in reality these system development efforts would need to, the fact that disparate systems and the processes used for updating their content need to be addressed need more focus. It is exceptionally expensive in services and consulting fees to make system integrations work well together. The approach that Frito Lay takes in unifying search through the use of search vendor Autonomy is a good decision as that is the foundation of making their enterprise-wide content and knowledge management system work and reduces the massive duplication of effort occurring during the case study period. As is the case in many repeated efforts to make integration work, Frito Lay failed to capture their specific roadmap of efforts over time.…
Managing Organizations/Hotel Management Managing Organizations The Marriot Corporation A look at Six Sigma and the 7S McKinsey Framework The Marriott Hotel Chain is a global brand offering resort and luxury hotel furnishings at popular vacation and business destinations. As the Events & Kitchen Management for global operations, my responsibility includes the overseeing of banquet operations including the process management of the cooking and serving efficiency. I receive complaints from hosts and others that contract
Organizational Technology Plan Human Resource Management Organizational Technology Plan Creating an organization capable of responding quickly to turbulent market conditions while continually aligning human resources to the highest priority challenges and opportunities is a critical success factor in the 21st century. Using technologies to accelerate these strategies, while also aggregating and use knowledge effectively as also key. This is where human resource management systems are delivering contributions to enterprises, making them more
Managing Organizational Change It is reasonable to suggest that companies of all types and sizes have integrated information technology systems of some sort to help them manage their businesses and achieve a competitive advantage in recent years. Because computer systems tend to become obsolete rapidly as Moore's Law continues to hold true, many companies have accumulated a mish-mash of various computer types and capabilities that may not operate efficiently in a
The inclusion of various societies as critical to the future of education and learning in the U.S. is an important argument in the presentation -- this means that learning is no longer centered on American knowledge and values, but would actually be multicultural and highly-diverse in nature. All of these changes in 21st century education, technological advancement and cultural expansion (i.e., creation of a "global village"), are the critical
Another study found that there are many different strategies that are utilized when information technology is developed within the federal government and many of these tend to come not from the top managers but from the management instead (Gupta, Holladay, & Mahoney, 2000). Much of this has to do with the fact that the top managers in the federal government are often political appointees and therefore know somewhat less about
Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is