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Knowledge Management Audit: Burger King Corporation
Importance of Knowledge Management
Knowledge management is essential within a business, as it enables individuals involved in the enterprise to gain a more complex understanding of the goals and principles associated with the company they work in. Consequent to this, people can concentrate on improving the firm as a whole and in providing customers with a better experience.
Overview of Burger King KM strategy, in particular the partner movement
Burger King has focused on providing customers with quality service and products in order to attract the masses and to influence individuals to feel that it would be in their best interest to consume products from the company. The institution puts great emphasize on the importance of communication within the company and with the company's partners. By choosing educated employees and by encouraging them to connect with each-other in order to work effectively, the company…
References
Cader, Y. "Knowledge Management and Knowledge-based Marketing," Retrieved March 28, 2015, from http://www.businesschemistry.org/article/?article=62
"Burger King SWOT," Retrieved March 28, 2015, from http://www.marketingteacher.com/burger-king-SWOT/
"Born in the U.S.A., Made in France: How McDonald's Succeeds in the Land of Michelin Stars," Retrieved March 28, 2015, from http://knowledge.wharton.upenn.edu/article/born-in-the-usa-made-in-france-how-mcdonalds-succeeds-in-the-land-of-michelin-stars/
"Freshfields advises Burger King on strategic cooperation with private equity partners to expand in China and Russia," Retrieved March 28, 2015, from http://www.freshfields.com/en/deals/Burger_King/?LangId=2057
arsam needs to make this a very high priority to gain the trust of their customers, and the credibility to win new prospects over to purchasing from then. here are three approaches the company can take to accomplish this.
he first option is to create a self-managed Web content management system that arsam completely creates on their own. Defining a system administrator for it, the it aspects of the system would be managed internally. A marketing manager or supervisor would be given responsibility for keeping the content from consumer products manufacturers current. he data from manufacturers would be sent via Federal Express or comparable courier. his approach would be well-suited for the remote locations of the chain. he design and implementation of a Web content management system designed to educate and inform must be agile enough to respond to many departments' needs while having a consistent approach for integrating the…
The third proposal is to partner with Salesforce.com or comparable company to create a Software-as-a-Service (SaaS)-based portal or platform that can support real-time updates of content from all the consumer electronics manufacturers that Tarsam sources products from. A SaaS-based web portal gives Tarsam the flexibility of defining the Web content interface, learning systems, metrics and scalability to have their knowledge management systems in every store on a 24/7 basis in addition to tailoring learning systems for their employees so they can continue learning even on their own time. The SaaS platform has emerged as the dominant platform for managing Web content management systems in retailing due to the speed of new product introductions and quickness of product updates (Lam, Lo, 2009). The limitations of this approach are the need for integration with consumer electronics manufacturers, the need for ensuring Internet access is always available, and the need for ensuring Web-based server software is updated on the hosting servers. Fortunately SaaS vendors are stepping up their efforts in this area and keeping systems updated with the latest configurations of their software.
Recommendation
Based on the diverse needs of Tarsam and the tendency of all retailers to experience a high level of worker churn, while also needing to support a rapid pace of new product introductions, it is recommended that the company choose a SaaS-based Web content management system. Tacit and implicit knowledge of employees
In addition to serving as the catalyst of greater acceleration of the Five C. Model, Web 2.0 design requirements are making knowledge management more closely align with the precise needs of users. This is significant as a development in knowledge management systems, as in previous-generation architectures this type of alignment would take multiple iterations, or changes; to a given knowledge management system to achieve the level of alignment of system design to user needs (Baldi, Heier, 2009). The uses of XML as an integration technology and AJAX as a rapid prototyping application and thin Web-based client have further served as catalysts to the rapid increases in performance of knowledge management systems. In addition to all of these factors the rapid adoption of the Software-as-a-Service (SaaS) platform which supports multi-tenancy and the ability to scale to support thousands of users of knowledge management systems, and the full implications of Web 2.0…
References
Ardichvili, a., and S. Yoon. 2009. Designing Integrative Knowledge Management Systems: Theoretical Considerations and Practical Applications. Advances in Developing Human Resources 11, no. 3, (August 1): 307.
Baldi, S., and H. Heier. 2009. Fueling Community-Based Knowledge Management: Matching Peer-to-Peer Technology and the Social Architecture of Knowledge. Journal of Information Technology Case and Application Research 11, no. 1, (January 1): 6-22.
Bernoff, J., and C. Li. 2008. Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review 49, no. 3, (April 1): 36-42.
Dadzie, a., V. Lanfranchi, and D. Petrelli. 2009. Seeing is believing: Linking data with knowledge. Information Visualization: Special Issue on Human-Centered Information Visualization 8, no. 3, (October 1): 197-211.
This approach has resulted in a successful just-in-time learner driven training program that uses scenario-based simulations to provide low cost training that workers can access when and where it is needed (Kelly & Nanjiani, 2005). This is an example of how Toyota has traditionally adhered to its fourteen principles (see Appendix a) and worked to maintain an organization in which knowledge management is paramount.
Organizational Development
Almost every organization professes to understand that we are now in the age of the knowledge worker and that people are the true competitive advantage. However, if we look, not at rhetoric, but at behavior, it seems clear that much of this talk is relatively superficial. The typical U.S. corporation is still best described as a pyramid, although perhaps with some variations. The people at the top of the pyramid still have the power, set the vision, and issue directives that cascade down on…
Bibliography
Bryan, L.L. (2002) Just-in-time strategy for a turbulent world. McKinsey Quarterly, 2, 17-21
This article examines different approaches to corporate strategy and how they have changed as a result of external factors such as globalization. The author asserts that in a time of constant change, it is sometimes comforting to be able to rely on classical strategies like JIT.
Cusumano, M.A. (1985) the Japanese Automobile Industry: Technology and Management at Nissan and Toyota, Cambridge, Mass.
This book provides insight into the automotive industry in Japan. In addition to providing lengthy histories of Nissan and Toyota, it also offers a great deal of information about the inner workings of these organizations, particularly in terms of technological innovation.
The entire business model from Dell is entirely dependent on knowledge management and its effective use as part of their build-to-order strategy (Gunasekaran, Ngai, 2009).
Part 2: The Senior Manager, Enterprise Systems at Cincom Systems interviewed for this second part of the paper. His name is Louis Columbus. This manager uses a wide variety of tacit and implicit knowledge management techniques and tools to capture the specific configurations of customer systems installed, in addition to capturing the lessons learned from each customer implementation. This person's role in the organization is to combine tacit and implicit knowledge into a common framework which can be used by the professional systems organization to better serve customers. This person's role is also highly focused on making sure the sales and support teams have the necessary information they need. Their role crosses between it and sales, marketing and professional services often. It is evident that…
References
Organizational team learning at Apple, Hewlett-Packard and IBM. (1998). Human Resource Management International Digest, 6(4), 30-32.
Gunasekaran, a., & Ngai, E.W.T. (2009). Modeling and analysis of build-to-order supply chains. European Journal of Operational Research, 195(2), 319.
Holweg, M., & Pil, F.K. (2001). Successful build-to-order strategies start with the customer. MIT Sloan Management Review, 43(1), 74-83.
Lynn, G.S. (1998). New product team learning: Developing and profiting from your knowledge capital. California Management Review, 40(4), 74-93. R
Managing Knowledge/Knowledge management systems Taking pple Inc. similar organization reference: 1.Review efficiency effectiveness pple's / selected organization's knowledge management systems: • Identifying knowledge requirements pple/selected organisation's managers leaders.
Knowledge management systems
Historically, the labor force would be represented from people paid low wages and expected to operate the machines and to implement the decisions as taken and instructed by the managers. Throughout the past recent decades nevertheless, the society has modernized and it came to raise more challenges and opportunities for the labor force. For instance, legislations were developed to protect the employees, technologies evolved to allow an increase in operational efficiency and the economy shifted from industry and manufacturing to services.
Today then, the employees are the most valuable organizational assets and the economic agents make intense efforts to train and retain them (Lawler and Ulrich, 2008). One specific endeavor in this sense is represented by the corporate efforts…
Apple Inc. 2011 Annual Report, http://investor.apple.com/secfiling.cfm?filingID=1193125-11-282113&CIK=320193 last accessed on July 18, 2012
Apple certified Macintosh technician (ACMT) certification, Website of Apple Inc., http://training.apple.com/certification/acmtlast accessed on July 18, 2012
Definitions of knowledge management, Knowledge Management Online, http://www.knowledge-management-online.com/Definition-of-Knowledge-Management.html last accessed on July 17, 2012
Knowledge Management
One of the challenges of knowledge management is deciding on a working definition of what the discipline covers. Levinson defines knowledge management (KM) as the process by which organizations generate value from their intellectual and knowledge-based assets. Her definition goes on to say that generating value from such assets typically involves codifying what employees, partners and customers know, and sharing that information among employees, departments, and even with other companies in an effort to develop best practices (Levinson, 2010).
Whether the goal of implementing a KM system is to minimize loss and risk, to improve organizational efficiency, or to embrace innovation, knowledge management efforts and initiatives add significant value to an organization. Some of the benefits of KM include the following:
Facilitating better, more informed decisions
Growing the organization's intellectual capital
Encouraging the free flow of ideas, leading to insight and innovation
Eliminating redundant processes, streamlining operations, and…
Reference List
Choi, B. & H. Lee. (2002). Knowledge management strategy and its link to knowledge creation process. Expert Systems with Applications, 23(3), 173-187. DOI: 10.1016/S0957-4174(02)00038-6
Levinson, M. (2010). Knowledge management definition and solutions. CIO Web site. Retrieved June 12, 2011 from http://www.cio.com/article/40343/Knowledge_Management_Definition_and_Solutions?page=1
Kanagasabapathy, K.A., Radhakrishnan, R. & Balasubramanian, S. (n.d.). Empirical investigation of critical success factors and knowledge management structure for successful implementation of knowledge management system. Retrieved June 12, 2011 from http://hosteddocs.ittoolbox.com/KKRR41106.pdf
Knowledge management -- why important? (2011). Knowledge Management Research Library. Retrieved June 12, 2011 from http://www.about-goal-setting.com/KM-Library/knowledge-management-why-important.html
ules-based knowledge management repositories are also pervasively used for managing telecommunications routing and the optimization of networks globally. Contrasting this type of knowledge management repository are those that seek to unify structured and unstructured content into a single, cohesive expert system (Koutsantonis, Panayiotopoulos, 2011). These types of knowledge management repositories are critical for managing highly complex networks of suppliers, partners and value chain throughout enterprises (Liao, Chuang, To, 2011). An example of how effective an expert system based on knowledge management repositories is the Toyota Production System (TPS) (Dyer, Nobeoka, 2000). The TPS has been very effective as a knowledge management repository at the supply chain level as it has helped the company transform knowledge into a competitive asset (Dyer, Nobeoka, 2000).
Conclusion
Knowledge modeling and its implications on decision making have been well quantified and measured (Pigott, Hobbs, 2011). The contribution of the many forms of knowledge management repositories…
References
Andreescu, A., & Mircea, M.. (2009). Managing Knowledge as Business Rules. Informatica Economica, 13(4), 63-74.
Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.
Koutsantonis, D., & Panayiotopoulos, J.. (2011). Expert system personalized knowledge retrieval. Operational Research, 11(2), 215-227.
Liao, C., Chuang, S., & To, P.. (2011). How knowledge management mediates the relationship between environment and organizational structure. Journal of Business Research, 64(7), 728.
An example of intelligent techniques include the use of rules- and constraint-based engines to manage product and service configurations over websites and through guided selling online applications. Intelligent techniques are also commonly used for the defining of self-configuring taxonomies that can are stable enough to define information correlations yet flexible enough to support multiple roles throughout an organization (Pun, Nathai-Balkissoon, 2011).
Creating and Sustaining A Learning Organization
These three types of knowledge management systems are integral to creating a learning organization. One of the most critical success factors in creating a learning organization is creating a highly efficient, egalitarian and accurate information flow across all members of an organization (Dyer, Nobeoka, 2000). Over time when a given knowledge management system supports this level of accuracy of knowledge sharing, organization can transform their knowledge and intelligence into a sustainable competitive advantage (Dyer, Nobeoka, 2000). For Toyota, they were able to use…
Reference
Ajmal, M., & Koskinen, K.. (2008). Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective. Project Management Journal, 39(1), 7-15.
Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.
Kit Fai Pun, & Marcia Nathai-Balkissoon. (2011). Integrating knowledge management into organisational learning. The Learning Organization, 18(3), 203-223.
Knowledge Management
Challenges and Solutions to Organizational Knowledge Management in KBMS
The evolution of Knowledge-Based Management System (KBMS) from being limited to only a selected number of taxonomies or approaches to supporting a greater number and versatility of roles continues to expand the versatility of these systems (Faucher, Everett, Lawson, 2008). The transition of defining data elements as part of a SQL-based data structure to being integral to knowledge-based and role-based knowledge models is a current trend (Bellinger, Castro, Mill, 2010). The challenge going forward is to streamline the transformation of data and information into knowledge that can be contextually captured and used in a wider variety of scenarios than is possible given the constraints of these systems today (Grant, Grant, 2008)
Analysis of the Current KBMS Platforms and Architectures
The continual challenges of categorizing explicit and tacit knowledge into a consistent data structure that can support user-driven taxonomies is…
Reference
Bellinger, G., Castro, D., & Mill, A. (2010). Data information knowledge and wisdom. Accessed from the Internet on June 17, 2011 from: http://www.systems-thinking.org/dikw/dikw.htm
Jean-Baptiste PL Faucher, Andre M. Everett, & Rob Lawson. (2008). Reconstituting knowledge management. Journal of Knowledge Management, 12(3), 3-16.
Grant, K.A., Grant, C.T., (2008) Develop a Model of Next generation knowledge management. Issues in Informing Science and Information Technology. Volume 5. Accessed from the Internet on June 17, 2011 from: http://proceedings.informingscience.org/InSITE2008/IISITv5p571-590Grant532.pdf
Knowledge Management Systems
Defining Three Components of Knowledge Management Systems
The many disruptive innovations that are continually changing the nature of enterprise software are having a significant impact on each component of knowledge management systems. The intent of this analysis is to evaluate the three components of knowledge management systems including communication, collaboration and storage/retrieval. The rapid evolution of these systems between the late 1990s and today further illustrates just how disruptive the innovations discussed in this analysis are from an information technologies (IT) perspective.
Analysis of Knowledge Management Systems Disruptive Innovations
During the late 1990s, the predominant IT infrastructure was client/server, knowledge management systems were often highly balkanized and isolated in terms of integration all of which made the difficult to use for strategic-level tasks (Edwards, Shaw, Collier, 2005). Often communication, collaboration and storage/retrieval tasks were batch-oriented, slow and would need significant IT reprogramming to just work together. The…
References
Edwards, J.S., Shaw, D. & Collier, P.M. 2005, "Knowledge management systems: finding a way with technology," Journal of Knowledge Management, vol. 9, no. 1, pp. 113-125.
Turban, E., Volonino, L. Information Technology for Management: Improving Performance in the Digital Economy, 7th Edition. John Wiley & Sons, 2010.
Value of the Site -- What It Does and Doesn't Provide
The site fulfills its primary objective well, serving as a hub of information and links on knowledge management. It also is very well designed in terms of navigation and the ability to move quickly across the many subject areas as well. The use of subsidiary pages for global subject areas of interest also ensures the site delivers useful search results and insight for those using it. This Wiki portal does not however provide additional delineations by content type and also by level of expertise for people visiting the site. There is also not as clear of a differentiation between news feeds relative to longer-term content and links. That aspect of the design and navigation could have potentially been clearer.
Addition to Professional esources List
Despite the shortcomings of the site, it would be an excellent addition to any professional…
Resources List
Despite the shortcomings of the site, it would be an excellent addition to any professional resources list as it takes a global focus to the challenging task of staying current with the very broad field of knowledge management.
Links of Interest
KM Education Links: http://knowledge-management.wikia.com/wiki/KM_Education_Links
Australian KM Courses: http://www.alia.org.au/education/courses/librarianship.html
In their analysis they used the Cynefin framework for sense-making. This started with disputing the universality of three basic assumptions that control practices and to a lesser extent theories of decision-making and policy formulation in organizations. (The new dynamics of strategy: Sense-making in a complex and complicated world)
The earlier theories have certain basic assumptions. The first among these are the assumption of order. This assumes that there are underlying relations between cause and effect in all human communications and markets, all of which are capable of being found and separately verified. As a result of these assumptions, it was possible to lay down prescriptive and predictive models and design methods to permit us to attain goals. This implied that if one understood or determined any causal links in past behavior, then it would permit the person to define "best practice" for future behavior. This clearly implied that there is…
References
Cardiff Business School and IBM establish world-class management centre at Cardiff University. 2003. 27 March. Retrieved September 29, 2005, from the World Wide Web: http://www.cardiff.ac.uk/newsevents/media/mediarel/mr0303/mr030327.html
CompleXimple Bits&Pieces: Cynefin Centre. Retrieved September 30, 2005, from the World Wide Web: http://www.christianhauck.net/html/11500.html
Countryside and Rights of Way Act 2000 - Obligations and Opportunities. Retrieved September 29, 2005, from the World Wide Web: http://www.cynefin.com/index.php?textOnly=&lid=&sid=&page=3
Davies, Rachel. Agile Experience: Cynefin. 2004. December, 3. Retrieved September 30, 2005, from the World Wide Web: http://www.twelve71.org/blogs/rachel/archives/000665.html
The KM process discovers, selects, organizes, purifies, shares, develops and uses information within a social context. The objective is to improve organizational effectiveness. In combination with information management, it establishes an organizational framework with which to gather, produce and spread actionable knowledge. It obtains information, sets business rules for sifting and formulating it, frames it within a comprehensible context, evaluates and then presents it to organization's leaders in rendering or enhancing a decision (Snook and Wilker).
Although most companies viewed KM as strange and difficult to implement, more and more have come to recognize its value in providing real, verifiable and significant end-results (Craig 2000). It is a composite of software products and business practices, which assist an organization in obtaining, analyzing and distilling information it needs for learning. Obstacles to the successful implementation of a KM solution are organizational and cultural, rather than technical. It requires heavy investment in…
BIBLIOGRAPHY
Choi, Y.S., et al. (2005). Comparative Study of Knowledge Management Success. 6 pages. Journal of the Academy of Business and Economics. International Academy of Business and Economics
- (2004). Knowledge Management Supportive Human Resource Environment.
Craig, R. (2000). KM Comes of Age -- Knowledge Management Technology Information. 2 pages. ENT: Boucher Communications, Inc.
Fahey, L., et al. (2001). Linking E-Business and Operating Processes: the Role of Knowledge Management. 23 pages. IBM Systems Journal: IBM Systems
Knowledge Management
Mohr, N. And Dichter, A. Building a Learning Organization. Phi Delta Kappan. Vol. 82, Issue 10, p. 744, June 2001. This article discusses the stages that a school or other teaching organization goes through as they change from a static facilitative teaching center to a learning organization. There is necessarily a change in dynamic paradigm as the change process occurs, and the authors identify the steps which the organization can expect to encounter.
The honeymooner stage: high expectations, high degree of cooperation
The conflict stage: high expectations, but the cooperation is dwindling
The confusion stage: where are we going?
The messy stage: things are getting worse as new lines of communication are developed, but not functioning.
Scary stage: who is in charge?
Mature group stage: out of the confusion comes a new order as the group begins to function in new roles and facilitate a new group culture…
The shift in the market macroenvironment engages these function for the strategic advantage of the organization.
The Zack KM cycle and the Bukowitz and Williams KM Cycle are complementary by the fact that the Zack KM cycle can provide the information (external) to be utilized by the Bukowitz and Williams KM Cycle.
Q4
Knowledge capture strategies
The knowledge possessed by experts and employees could be tacit (Cairns, 2010) and can be captured using a variety of techniques. For the One who is highly outgoing, very social and has been actively involved in a variety of training activities., the technique that can be employed are the active one such as on-site observation and blackboarding. As for the one who prefers to be given a list of questions that he will have to answer before each interview and seems fairly reluctant to embark upon the project, a repertory grid can be used…
References
Brown, J.S.; Duguid, P. (2000). "Balancing act: How to capture knowledge without killing it." Harvard Business Review. http://lymabe.edublogs.org/files/2007/04/balancing-act.doc . Assessed May 22, 2011
Bukowitz, W., and Williams, R. (2000). The knowledge management fieldbook. London: Prentice Hall.
Davenport, T.H.; Prusak, L. (2000). Working knowledge. How organizations manage what they know, 2nd Edition. Cambridge, MA: Harvard Business School Press. ISBN 1578513014
Firestone, J.M. (2003), "Minding the (Knowledge) Gap," Knowledge Management
Knowledge Management
Mid-Term exam -- You should check all these answers!!!! Especially those in green.
Multiple Choice Questions. Circle/Pick the best answer from the given possibilities of a, b, c, and d
The two major forms of knowledge, tacit and explicit, are distinguished by:
Grew out of a different KM root discipline.
Arose at a different point in time during the evolution of the KM concept.
Are used in different types of organizations.
The fact that they represent two entirely different types of content.
The fact that they represent two different extremes in a spectrum that represents how well the knower can articulate the content.
The major goal of KM is to:
a. Convert all tacit knowledge into explicit knowledge.
Promote knowledge reuse and organizational innovation.
c. Formalize content management procedures in order to fully standardize within an organization.
d. Ensure that all knowledge resides within the organization and not…
Knowledge Management (KM)
A new knowledge-based economy of learning individuals, organizations and economies has evolved from the machine-based economy which dominated the developed world throughout the twentieth century. The emergence of a new type of firm is signaled by the familiar symptoms of corporate change such as devolution of managerial responsibilities, more flexibility and skill in the workforce, more recourse to outsourcing, and increased networking both inside and outside the firm the better to transform knowledge into business value. (Vickery and Wurzburg, 1996)
Any attempt to produce a single model of 'the new firm' is made impossible by the continuing importance of understanding the firm in the context of its organizational culture, and history. The strategic decision-making of even the most progressive firms is still influenced strongly by the fact that firms are social phenomena whose identity is influences, and determined by the individuals of the organization. Far from acting…
Bibliography
Arthur, M.B. And D.M. Rousseau. 1996. The Boundaryless Career: A New Employment Principle for a New Organizational Era. New York, NY: Oxford University Press.
Beazley, H., Boenisch, J., & Harden, D. (2002). Continuity management: Preserving corporate knowledge and productivity when employees leave. Hoboken, N.J.: John Wiley & Sons, Inc. Part III, Chapters 12-14.
Droege, S., and Hoobler, J. (2003) Employee Turnover and Tacit Knowledge Diffusion: A Network Perspective. Journal of Managerial Issues, Vol. 15.
Drake, K. (1998) Firms Knowledge and Competitiveness. OECD Observer, Vol. a.
Figure 2: ECM is the foundation of solid knowledge management
Source: Establishing a True Source of Product Content for Competitive Advantage,
AM esearch (Murphy (2003))
etaining the knowledge to overcome "knowledge walkouts"
From the basis of an ECM architecture or framework, organizations can begin to successively learn and accumulate knowledge from its employees. The true intelligent enterprise is one with the capacity to learn from the collective experience of successive generations of workers and use its history to its advantage according to Gartner (2005). The most successful organizations are those that most effectively use the skills, expertise, and knowledge of their workers, whether incoming, outgoing, or somewhere in between.
With the urgency of an aging workforce facing companies around the world (the impending retirement of valuable knowledge workers), it's easy to lose a sense of balance. Stemming the brain drain, for many companies, means putting every ounce of effort into…
References
Bell & Knox (2005). Content Integration Will Become a Top Priority by 2006. Toby Bell and Rita Knox. Gartner Group, Turnbull, CT. February 17, 2005
Columbus (2005)
Blog Mining Gets Real. CRM Buyer Magazine and Website. Retrieved November 13, 2008. http://www.crmbuyer.com/story/43483.html
Columbus and Murphy (2002). Re-orienting your content and knowledge management strategies. Report published October, 2002. AMR Research, Boston, MA
Tacit knowledge is even more subtlety disseminated -- it may not be explicitly articulated; the knowledge is found in between the lines of documents or conveyed socially in a nonverbal manner. For example, within some organizations there may be the tacit knowledge that no women with children are promoted past a certain level. This is never stated explicitly, as to do so would be illegal, but it is obvious from the leadership of the organization, the corporate culture in which employees are forced to work many long hours into the night, and the unstated expectation that employees will direct most of their personal efforts towards advancing the firm rather than to personal pastimes.
These forms of knowledge 'flow' through various channels in different ways, and can be communicated through a variety of different media -- explicit and implicit knowledge can be conveyed in a purely synchronous fashion (through live or…
References
Abdullah, Rusli. Mohd Hasan Selamat, Shamsul Sahibudin, & Rose Alinda Alias. (2005).
A framework for knowledge management system implementation in collaborative environment for higher learning institution. Journal of Knowledge Management Practice. Retrieved April 7, 2011 at http://www.tlainc.com/articl83.htm
Newman, Brian & Kurt W. Conrad. (1999). A framework for characterizing knowledge management methods, practices, and technologies. The introduction to knowledge management. Retrieved April 7, 2011 at http://www.km-forum.org/KM-Characterization-Framework.pdf
What the site does lack however more in-depth analysis, computer science-level analysis of the more fascinating technologies pervading the world of it today, including Natural Language Processing. The role of IBM and their progression on this area including their work on patents in latent semantic indexing (IBM Natural Language Processing, 2006) are not as prevalent on this site as it is on others. Correspondingly the issue of data mining from blogs which researchers including Columbus (2005) have commented on in the past is also not covered in the depth necessary to make informed decisions on if a purchasing decision is right or not with this emerging technology.
Why the site will or will not be used as part of a professional resources list
Must assuredly this site will be on many professional resource lists.
easons to return back to the site
There are a multitude of reasons for both the…
References
Columbus (2005)
Blog Mining Gets Real. CRM Buyer Magazine and Website. Retrieved March 29, 2007. http://www.crmbuyer.com/story/43483.html
IBM Natural Language Processing, 2006. Retrieved March 29, 2007. http://domino.research.ibm.com/comm/research.nsf/pages/r.nlp.html
Staffing Management Issues
Internet H Sourcebooks. A collection of copy-permitted and public domain texts formatted for academic use. From ancient management to modern H studies, a wealth of data is issued for students researching H projects of any kind.
Dropbox. This is defined as a service that allows students to access documents, files and pictures fro any location with internet access; Either via a web browser or a pre-installed Dropbox. For example, all my word documents are available for me to access through my iPhone, University computer or any other computer around the world.
How I will go about accomplishing this research paper
In any research study, the first step is research. This involves gathering all preliminary data I will need before I start the writing process. Because I will be collecting information on paper, things are likely to get messy. Thus, I will take notes so that I can…
References
Lytras, M.D. (2010). Knowledge management, information systems, e-learning, and sustainability research: Third World Summit on the Knowledge Society, WSKS 2010, Corfu, Greece, September 22-24, 2010: proceedings, part I. Berlin: Springer.
Middlewood, D., Coleman, M., & Lumby, J. (2001). Practitioner research in education: Making a difference. London: Paul Chapman.
Valenza, J.K. (2003). Power research tools: Learning activities & posters. Chicago: American Library Association.
Knowledge Management
Organizational Communication
Organizational Communication and Knowledge Management
When and How can Organizational Communications Undermine and/or Damage Knowledge Management
Different scholars have defined knowledge and its management in their own way. According to Davenport and Prusak (2000, p.05), knowledge is a fluid which consists of experience, information, values and expert insight which supports for evaluating, estimating and integrating new experiences and information. They further explain that the knowledge actually exists in the minds of the people.
Similarly according to Malhotra (1997), knowledge exists in the minds of the members of the organization and is also the greatest resource of the organization. He further defined knowledge management as a combination of data and information processing capacity of ITs (Information Technologies) and the creative ability of the human beings (Malhotra, 1998). Therefore, knowledge management should not be considered as the process of managing the knowledge assets, in fact it includes management…
References
Cortada, J,. & Woods, J,. ( 2000), The knowledge management yearbook 2000-2001, Butterworth -- Heinemann.
Davenport, T.H. & Laurence, P. (2000). Working Knowledge: How Organizations Manage What They Know.
Boston, Massachusetts: Harvard Business School Press.
Eisenberg, M., Goodall, L., & Trethewey, A. (2007). Organizational communication: Balancing creativity and constraint, 5th ed. Boston: Bedford/St. Martin's.
In addition to the integration of the many disparate, often previously isolated systems, companies who rely on knowledge management as critical to their core business model also create a specific layer dedicated to just analytics (Dolezalek, 2003). These frameworks increasingly rely on data mining and search algorithms that can traverse databases and systems from a wide variety of Accenture practice and development teams, even those that are legacy-based and internally developed.
Yet another aspect of the KX Global oadmap is the requirement of concentrating on how to compensate for the wide variation in structured relative to unstructured data throughout the organization as well. The case study only partially mentions this, yet it is a very critical concern given how much Accenture clients are relying on this firm to interpret and make the most of all forms of content, from the highly structured data that is generated from IT systems to…
References
Hind Benbya, Giuseppina Passiante, Nassim Aissa Belbaly. 2004. Corporate portal: a tool for knowledge management synchronization. International Journal of Information Management 24, no. 3 (June 1): 201-220.
Josh Bernoff, Charlene Li. 2008. Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review 49, no. 3 (April 1): 36-42.
Finn Olav Bjornson, Torgeir Dingsoyr. (2008). Knowledge management in software engineering: A systematic review of studied concepts, findings and research methods used. Information and Software Technology, 50(11), 1055.
Irving H. Buchen. 2001. The trusted advisor revealed. Consulting to Management
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…
KM Tools used to facilitate Knowledge Management?
Effective use of knowledge management (KM) allows commanders to make "informed, timely decisions despite the uncertainty of operations," (WOCC KM Video). Knowledge management supports all process activities and is therefore everyone's responsibility (WOCC KM Video). There are several tools that can facilitate the flow of knowledge in the KM process, including tools that access knowledge, tools for semantic mapping, tools for knowledge extraction, tools for expertise localization, and tools for collaboration work (Ghani). Some, but not all, tools of KM are technologies or information technologies. Many tools are more procedural in nature. Operations Order, Staff Estimates, Status Charts, and Common Operational Picture are some of the tools used to facilitate KM in a military setting (WOCC KM Video).
2.What are some KM Processes used to facilitate Knowledge Management?
Knowledge Management processes include methods of creating, sharing, organizing, applying, and transferring knowledge (WOCC KM…
References
Ghani, Syed Raiyan. "Knowledge Management
WOCC KM Video. Retrieved online: https://www.youtube.com/watch?v=pW78j45EywI
Knowledge Management Titan Industries' Knowledge Management
Titan Industries' Best Practices in Knowledge Management
The ability of Titan Industries to attain best practices so rapidly in their Knowledge Management (KM) implementation illustrates how effective this strategic initiative can be in unifying business managers and Information Technology processors to a common objective. Global outsourcing leader Tata Information Systems is the subsidiary that owns Titan, so it is understandable how a very high priority was placed on KM planning, implementation and success. What makes the success of this KM initiative all the more remarkable was the scale it was attained on. Titan is operating with over 100+ departments, 1,550+ users and over 100 diverse and often desperate business processes to coordinate. This is a daunting project even by Tata Information Services standards.
Titan's Success with KM: An Analysis and Assessment
Titan was able to successfully integrate tacit and implicit knowedlge stored in both…
References
Gao, F., Li, M., & Clarke, S. (2008). Knowledge, management, and knowledge management in business operations. Journal of Knowledge Management, 12(2),
Goel, A., Rana, G., & Rastogi, R. (2010). Knowledge management as a process to develop sustainable competitive advantage. South Asian Journal of Management, 17(3), 104-116.
Randeree, E. (2006). Knowledge management: Securing the future. Journal of Knowledge Management, 10(4), 145-156.
Ringel-Bickelmaier, C., & Ringel, M. (2010). Knowledge management in international organisations. Journal of Knowledge Management, 14(4), 524-539.
Knowledge Management: Intellectual Capital Development
The research identifies that information and technology economy is increasing competition in the business environment, as businesses strive to maintain knowledge. The business world is driven towards focusing on globalization and liberalization, expansion and protection of business assets including corporate knowledge with the intention of increasing competitive advantage.
This research identifies knowledge management as a key ingredient in the management of intellectual capital and gaining a competitive edge in the business world described above. Knowledge management is a tool of connecting processes, people, and technology knowledge management approaches like training and development to realize organizational learning, build a business's intellectual capital, and realize organizational innovation. This then leads to the use of intellectual capital development strategies to realize innovation in a business to maintain a competitive advantage.
The strategy requires the use of human resource development activities like training and development of management and staff.…
References
Ahmed A.S. Seleim, & Omar E.M. Khalil. (2011). Understanding the knowledge management-intellectual capital relationship: A two-way analysis. Journal of Intellectual Capital, 12(4), 586-614.
Huang, C. (2011). The influence of knowledge management implementation on organizational performance at Taiwan-listed integrated circuit companies: Using intellectual capital as the mediator. Journal of Global Business Management, 7(2), 1-17.
Marr, B., Gupta, O., Pike, S., & Roos, G. (2003). Intellectual capital and knowledge management effectiveness. Management Decision, 41(8), 771-781.
Mouritsen, J., Larsen, H.T., Bukh, P.N., & Johansen, M.R. (2001). Reading an intellectual capital statement: Describing and prescribing knowledge management strategies. Journal of Intellectual Capital, 2(4), 359-383.
Knowledge Management Best Practices in Services Industries
The ability to stay on in step with customers' rapidly changing needs is only possible when a company completely commits itself to transforming data into information, while also capturing and using tacit and implicit knowledge. As this analysis will illustrate, data, information and knowledge are multifaceted and have many implications across the lifecycle of a business in general and customers specifically. Concentrating on how the data pertaining to customers can be optimized, this analysis concentrates on the Service Quality (SEVQUAL) methodology and metrics. SEVQUAL measures five dimensions of the customer experience including reliability, assurance, tangibles, empathy and responsiveness (Parasuraman, Zeithaml, Berry, 1985). While the scope of this analysis concentrates on SEVQUAL from the standpoint of capturing data, information and knowledge from a customer standpoint, there are many ancillary implications that also apply to the knowledge-based theory of firms as well. The use of…
References
Anders, P.N. (2006). Understanding dynamic capabilities through knowledge management. Journal of Knowledge Management, 10(4), 59-71.
Dyer, J.H., & Nobeoka, K. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal, 21(3), 345-367.
Enz, C & Siguaw, J (2000). Best practices in service quality. Cornell Hotel and Restaurant Administration Quarterly, 41(5), 20-29.
Gao, F., Li, M., & Nakamori, Y. (2002). Systems thinking on knowledge and its management: Systems methodology for knowledge management. Journal of Knowledge Management, 6(1), 7-7.
Use of single version of the truth and single information
Balanced set of strategic metrics (Financial and non-financial).
New methods of cost accounting (ABC, Target Costing).
Internal vs. External Focus (Benchmarking and Self-Assessment).
Process Management and Measures (value delivery).
Stakeholder value measures
Uniform set of measures
Causal relationships between measures across all levels.
Source: Lieberman; (1994; et.al.).
Automotive Industry Analysis
Entering 2007 it is clear that Japanese firms, lead by Toyota, will be at parity with and potentially surpass the Big Three automakers' market share in the U.S. And globally. The Big Three automakers, all in various phases and strategies of restructurings today, will continue to look towards significant cost reduction strategies over time. General Motors and Ford specifically are offering early retirements and incentives to further decrease payroll, pension and healthcare costs. It is anticipated Ford will consider selling Land over, as the sales of Austin Martin is pending.…
References
Bergman, Rhonda. Electronic medical record makes life simpler for clinic physicians. Information Management. Hospitals and Health Networks. July 20, 1993. Page 60.
Cohen, W.M. & D.A. Levinthal (1990). "Absorptive Capacity: A New Perspective on Learning and Innovation." Administrative Science Quarterly, 35, 128-152.
Columbus and Murphy. Re-orienting your knowledge and content management strategies. AMR Research Report., AMR Research.
October 31, 2002
Tackling Details
After establishing the basics for knowledge management, the next step includes "Developing support and setting expectations." Lessons learned during this process and recommended to others considering utilizing knowledge management were reported to be:
1. To help insure the project starts off right and ends up right the first time, consider consulting a consultant, Stoll recommends. esearch and interview potential candidates to insure a positive working relationship.
2. Equip organization/business board and/or management to "get on board." Present benefits; concerns; projected outcomes. Stress expected benefits such as:
Better knowledge sharing among staff and member/customers;
Improved records-management system for enhanced use of our knowledge;
System that uses member/customer knowledge to improve customer relationship management and provide better services to members/customers.
3. Consider funding costs of the project.
4. Identify and set goals and expectations, yet be flexible when change is needed.
Moving forward
The Encyclopedia of Knowledge Management which contains…
References www.questia.com/PM.qst?a=o&d=101282655
Amar, A.D. 2002, Managing Knowledge Workers: Unleashing Innovation and Productivity. Westport, CT: Quorum Books.
Bellinger, Gene. 2004, "Knowledge Management -- Emerging Perspectives." Retrieved 4 August 2006 at http://www.systems-thinking.org/intst/int.htm .
A www.questia.com/PM.qst?a=o&d=5010910522
Cilliers, P. 2005, Knowledge, Limits and Boundaries. Futures, 37(7), 605+.
Knowledge Management Toolkit
A data warehouse encompasses and provides access to all the company's information to whoever needs access to it. A warehouse literally means a storehouse, and the information within an organization may be distributed within one computer or with many computers, form one single warehouse. They may contain several databases and all types of information, and in a large variety of different formats. However, all the above information and knowledge must be accessible through a server, and the user gains a transparent means of access to the data because he can utilize extremely simple commands to retrieve and gain access to the information, and also analyze it, as he wants to. A data warehouse will also generally contain certain details about the warehouse, and where and how the information has been stored within the warehouse. (Definition of Data Warehouse on the web)
A typical data warehouse is usually…
References
Allen, Christopher. Definitions of Groupware. Alacrity Ventures. Fall 1990. Retrieved From
http://www.alacritymanagement.com/DoG.html Accessed on 28 January, 2005
Challenges on to KM Advancement. Retrieved From
http://www.bulltek.com/English_Site/IKB%20Introduction/Knowledge_Management_English/KM_Challenges/km_challenges.html Accessed on 28 January, 2005
How a company uses (or does not use) knowledge management often depends on how that company feels about the term. A company that is not part of IT may not have adopted the term, because it does not mean the same thing to every person.
Even in their disagreement, individuals like Wilson (2002) and Harsh (2009) both bring good points to the table. They indicate that they have examined the ideas behind knowledge management. From that point they have taken data and used it to create a picture of the validity of the term and what it means for individuals and companies. Both sides of the issue are to be respected when they present their information clearly and knowledgeably. From that information, businesses can take what they want and leave the rest. They can agree to disagree, which allows them to move forward and focus on the best ways to…
References
Harsh, O.K. (2009) Three dimensional knowledge management and explicit knowledge re-use. Journal of Knowledge Management Practice, 10(2). Retrieved November 14, 2010, from http://www.tlainc.com/articl187.htm
Lasting knowledge: getting the most out of what your organization knows. (2003) ExcelHR Article Gallery.
Mercurio, N. (2002) Share what you know. Maintenance Technology.
Systems Wiki (2010) Knowledge management: Emerging perspectives. Retrieved November 14, 2010, from http://www.systemswiki.org/index.php?title=Knowledge_Management:_Emerging_Perspectives
..A third is to treat every intervention into knowledge work as an experiment-with measures, a control group, clear hypotheses about the result and so forth. Nothing happens or changes unless a manager makes it happen.
The cultural factors affecting organizational change have almost certainly been undervalued, and cultural/behavioristic implementations have shown some benefits. ut the cause-effect relationship between cultural strategy and business benefits is not clear, because we still can't make dependable predictions about systems as complex as knowledge-based business organizations. Positive results achieved by cultural/behavioristic strategies may not be sustainable, measurable, cumulative, or replicable, and employees thoroughly "Dilbertized" by yet another management strategy may roll their eyes. Time will tell.
ibliography
ellinger, Gene. "Knowledge Management-Emerging Perspectives." 2004. June 17, 2005. http://www.systems-thinking.org/kmgmt/kmgmt.htm#tvokm.
Davenport, Tom. "The New Work Order: Retooling the Knowledge Worker." October 1, 2003. June 17, 2005. http://www.cio.com/archive/100103/order.html.
Dragoon, Alice. "Less for Success." October 15, 2004. June 17, 2005.…
Bibliography
Bellinger, Gene. "Knowledge Management-Emerging Perspectives." 2004. June 17, 2005.
All in all, Business Intelligence allows the company to better analyze the myriad of forces in the micro and macro environment and to make better informed decisions. It as such supports analytics, which in turn creates competitive advantages for the economic agent (Davenport, 2006), but it also creates internal strength and stability in the face of external pressures; it supports the processes of decision making.
Still, regardless of the benefits of Business Intelligence and Knowledge Management within the organizational setting, fact remains that the two concepts are more difficult to apply in practice than they are to define in theory. Otherwise put, economic agents face a wide array of challenges when actually implementing BI and KM in their institutions. Some of the more notable of these challenges include the following:
apid development of the IT community, which generates the need for continuous updates, maintenance, technology replacements and the adjacent costs…
References:
Bardoliwalla, N.., 2009, The top 10 trends for 2010 in analytics, Business Intelligence and Performance Management, Enterprise Irregulars, http://www.enterpriseirregulars.com/5706/the-top-10-trends-for-2010-in-analytics-business-intelligence-and-performance-management / last accessed on September 22, 2011
Davenport, T.H., 2006, Competing on analytics, Harvard Business School
Loshin, D., 2003, Business intelligence: the savvy manager's guide, getting onboard with emerging IT, Morgan Kaufmann
Staples, S., 2009, Analytics: unblocking value in Business Intelligence (BI) initiatives, CIO, http://www.cio.com/article/489257/Analytics_Unlocking_Value_in_Business_Intelligence_BI_Initiatives last accessed on September 22, 2011
But effectively deployed, KM can become a corporate asset, provided that organizations establish the needed channels and standard operating procedures to make it work.
eferences
Allee, Verna. (2010). 12 principles of Knowledge Management. American Society for Training
and Development (ASTD). etrieved April 5, 2001 at http://www.providersedge.com/docs/km_articles/12_Principles_of_Knowledge_Management.pdf
Klein, Peter. (2008). What's so great about tacit knowledge? Organization and Markets.
etrieved April 5, 2010 at http://organizationsandmarkets.com/2006/10/26/whats-so-great-about-tacit-knowledge/
Ledford, Brenda, Zane Berge. (2008, June). A framework for tacit knowledge transfer in a virtual team environment Journal of Knowledge Management Practice, 9 (2). etrieved
April 5, 2001 at http://www.tlainc.com/articl158.htm
Levinson, Meredith. (2007). Knowledge Management: Definition and solutions. CIO Magazine.
etrieved April 5, 2001 at http://www.cio.com/article/40343/Knowledge_Management_Definition_and_Solutions?page=1#1
Newman, Brian D. (2002 August 3). What is Knowledge Management? The Knowledge
Management Forum. etrieved April 5, 2001 at http://www.km-forum.org/what_is.htm
Pena, I. (2002). Knowledge networks as part of an integrated KM approach.
Journal of Knowledge Management, 6(5), 469-478.
Sanchez, on.…
References
Allee, Verna. (2010). 12 principles of Knowledge Management. American Society for Training
and Development (ASTD). Retrieved April 5, 2001 at http://www.providersedge.com/docs/km_articles/12_Principles_of_Knowledge_Management.pdf
Klein, Peter. (2008). What's so great about tacit knowledge? Organization and Markets.
Retrieved April 5, 2010 at http://organizationsandmarkets.com/2006/10/26/whats-so-great-about-tacit-knowledge/
Capacity Building and Knowledge Management
Capacity planning and knowledge management are terms that have flooded the literature in recent years. Many of the best run organizations in the world have dedicated resources that focus on each concept respectively. However, there is also a lot of overlap in the two concepts; especially with regards to human resources and training and learning. For example, when learning occurs and is documented to train other members of the organization, not only does the knowledge base grow but so does the human capital capacity. However, since there is a human element in human resources capacity, this asset is often rather intangible and difficult to quantify.
This analysis will provide a brief literature review directed at the concepts of capacity planning and knowledge management. Both of these concepts have aspects of them that are intended to place the future of the organization on a more sustainable…
References
Compton and Baizerman, (2007).D.W. Compton, M. Baizerman, (2007). Defining evaluation capacity building. American Journal of Evaluation, 28 (1) (2007), pp. 118 -- 119 http://aje.sagepub.com.vlib.excelsior.edu/content/28/1/118 Retrieved: 12/15/2012
Ethics and Accountability Code for the Nonprofit Sector 9th Edition, January 2012-1998-2011 Maryland Association of Nonprofit Organizations dba Standards for Excellence Institute http://www.pano.org/Resources/Code_Current_2012.pdf Retrieved: 12/15/2012
Hellriegel, D., & Slocum, J.W. (2011). Organizational behavior (13th ed.). Mason, OH: South Western Cengage Learning.
McDonald B., Rogers P., Kefford B.Teaching People to Fish? Building the Evaluation Capability of Public Sector Organizations Evaluation, 9 (1) (2003), pp. 9 -- 29
Tidd Bessant (2009) process model knowledge management innovation, figure 11.3, describe WL Gore & Associates link innovation knowledge management. Justify answer examples.
Knowledge management: WL Gore & Associates
Knowledge management is often described as using research and knowledge to secure a competitive advantage for an organization. Merely accumulating data is not enough for the information to be construed as knowledge. For the knowledge to be helpful, it must be placed in a useful context, given the current market environment. Furthermore, organizational actors must be able to deploy knowledge in an effective manner in their daily work life, to ensure that the insight is able to be translated into useful actions that will benefit the consumer and generate sustained interest about the company.
For a company like W.L. Gore & Associates, which is founded upon the principles of using technology to serve the consumer and improve human life, knowledge management is…
References
About. (2011.). W.L. Gore. Retrieved June 28, 2011 at http://www.gore.com/en_xx/aboutus/index.html
Our culture. (2011). W.L. Gore. Retrieved June 28, 2011 at http://www.gore.com/en_xx/aboutus/culture/index.html
What we believe. (2011). W.L. Gore. Retrieved June 28, 2011 at http://www.gore.com/en_xx/careers/whoweare/whatwebelieve/gore-culture.html
it's not enough to have a 3D environment that allows for collaborative work to be completed at a fundamental or simplistic level. For Croquet to be successful in commercial applications the more complex processes of creating engineer-to-order designs interactively through integration to computer-aided design (CAD) applications is critical. There is also the requirement of allowing for users to create their own taxonomies, or approaches to organizing their content. As of today Croquet does not appear to be robust in this area.
Conclusion
For Croquet to be effectively used in academic and commercial applications it's critical that the collaborative environment or workspace be populated with application programmer interface (API)-based tools that are based on the XML data standard to allow for greater flexibility in defining collaboration workflows. This is critical in commercial applications, as the use of Croquet as the design center online for global development teams could be realized if…
SWOT Strategy for Knowledge Management at Custom Gene Company
The topic is the development of a Knowledge Management Organization after a general Strength, Weaknesses, Opportunities, and Threats (SWOT) uncovered hidden value within the company using Medical Multimedia Case Notes.
The Mission of how the Custom Gene Company is transformed into a Knowledge Management organization.
Summary of the Case
The development of a Knowledge Management system was started at the forerunner to the Custom Gene Company at Medical Multimedia by a consultant. The consultant was hired to design an asset management system. She used a SWOT analysis to uncover hidden opportunities within the organization for a competitive edge (Haggie & Kinston, 2003). However when the project was completed it was discovered that there were other proprietary systems or applications that could benefit from the asset management system presenting strengths within the organization (Bellinger, 2004). At that point an additional project was…
References
Bellinger, G. (2004). Knowledge management emerging perspectives. Retrieved July 27, 2011
from http://www. systems-thinking. org/kmgmt/kmgmt. htm#tvokm
Haggie, K. & Kingston, J. (2003). Choosing your knowledge management strategy. Journal of Knowledge Management. University of Edinburgh. Retrieved July 27, 2011 from http://www. tlainc. com/articl51. htm.
Management Approach That Offers the Best Outcomes
for Knowledge Development
Understanding business, and what that process contains, is extremely complex. It takes years of study and focus to gain even a rudimentary idea of all a company has to do to remain viable. A company has to have employees who understand their jobs, clear work goals for all concerned in the business, accounting practices that tell the actual financial workings of the company and keep government agencies happy, along with many other processes among the strata. Threads run through all of the working practices of an organization which tend to bind it together. These can be tangible communication channels (email, phone lines, other forms of information technology), or they can be intangible. These intangible communication lines are another layer of complexity which the organizations managers have to control and mold. How people deal with one another is the way an…
Works Cited
Cohen, Debra J. "Knowledge Development -- Future Focus: Emerging Issues -- in Human Resource Management." HR Magazine (2003). Web.
de Dreu, Carsten K.W., and Evert van de Vliert. Using Conflict in Organizations. New York: Sage Publications, 1997. Print.
Fischler, Michael L. "From Crisis to Growth…Race, Culture, Ethnicity, Conflict and Change." Education 124.2 (2003): 396-398. Print.
"Knowledge." Merriam-Webster Online Dictionary. 2011.
Knowledge
Ecommerce
Discuss three e-commerce applications. Give one merit and one drawback for each.
Amazon -- has a multitude of different products, good prices, and user reviews. Amazon has been known to use many questionable business practices.
EBay -- People can buy and sell used items on EBay and some people use it for their own small businesses. There is no centralized quality control since many items are used so you can easily get bad products.
Barnes and Noble -- has a unique content player known as the "Nook" and can download content straight to these devices. However, the selection is more limited than Amazon.
Describe some of the internal initiatives used by the government for improving effectiveness and efficiency.
One of the big initiatives has been the digitalization and sharing of medical records. The United States has the most expensive medical system in the world and modernizing the medical…
Progressing from metaphor to analogy further galvanizes the connections between explicit and tacit knowledge in a new project, service and product effort (Nonaka, 167). The effects of duplication or redundancy serve to further integrate these two types of knowledge, yet it does much more than that: it transforms trust into an accelerator of shared knowledge throughout an organization. This is especially evident from analyzing how Toyota encourages its suppliers to collaborate with one another, sharing best practices in managing the many aspects of the Toyota order management, order quantity management and supplier management workflows, as all must be completely integrated to before they can fulfill their first order from the auto company (Dyer, Nobeoka, etl.al.). What Toyota is doing by enforcing such a high level of cooperation and collaboration is ensuring that the connections between suppliers at the process and worker level are so strong that tacit and explicit knowledge…
References
Anand, G., P. Ward, and M. Tatikonda. "Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success." Journal of Operations Management 28.4 (2010): 303.
Jeffrey H. Dyer and Kentaro Nobeoka. "Creating and managing a high-performance knowledge-sharing network: The Toyota case " Strategic Management Journal: Special Issue: Strategic Networks 21.3 (2000): 341-345.
Meng Li and Fei Gao. "Why Nonaka highlights tacit knowledge: A critical review. " Journal of Knowledge Management 7.4 (2003): 6-14.
(Nonaka, 162 -- 171)
Giving them the opportunity to participate in the product launch decisions from a marketing standpoint also highlighted an embarrassing point for marketing, and that was engineering often understood the competition and its true functionality better than anyone in marketing. The reason is that the engineers had taken great pride in working on their product features they were responsible for to make them the best in the industry, and it was clear some had taken great pains to make a statement in their work. Creating shared ownership of product outcomes strengthens morale of technical professionals and infuses an entire development team with more accountability (Voss, 1993) and willingness to internalize a strong commitment to the success of the product (Kochanski, Ledford, 2001).
The risk of recommending this strategy would be that the more dominant engineers would overrule marketing and turn the entire marketing strategy into more of a features discussion than…
References
David Baccarini, Geoff Salm, & Peter ED Love. (2004). Management of risks in information technology projects. Industrial Management + Data Systems, 104(3/4), 286-295.
Jain, S.. (2008). DECISION SCIENCES: A Story of Excellence at Hewlett-Packard. OR-MS Today, 35(2), 20
James Kochanski & Gerald Ledford. (2001). "How to keep me" -- retaining technical professionals. Research Technology Management, 44(3), 31-38.
Li, Y., & Zhu, K.. (2009). Information acquisition in new product introduction. European Journal of Operational Research, 198(2), 618.
Managing Quality in Practice Settings: Six Sigma at Floyd Medical Center
By examining an organization's approach to establishing, measuring, and evaluating performance and outcomes, it is possible to develop a firmer grasp on how the quality control process functions in practice. To this end, this paper provides a review of the literature concerning quality management practices at Floyd Medical Center in ome, Georgia, followed by a summary of the research and important findings concerning these issues in the conclusion.
Meaning of "managing quality" and what it means at Floyd Medical Center
Managing quality at Floyd Medical Center is the responsibility of all staff members and the hospital's stated goal in this regard is to "provide excellent care while ensuring the comfort, privacy and safety of our patients and visitors"; the medical center adds that its healthcare teams are "dedicated to continually improving your experience by providing quality health care that…
References
Cohen, J. (2008, May). CHAP and the Department of Veterans Affairs. Nursing and Health Care
Perspectives, 21(3), 151.
Gowen, C.R., Stock, G.N. & McFadden, K.L. (2008). Simultaneous implementation of Six
Sigma and knowledge management in hospitals. International Journal of Production
Managing Across Cultures
Internationalization of the economy has influenced companies to operate their business globally. The global operation has impact managers with several challenges. Market, product, and production plans must be coordinated on a worldwide basis. The global operation necessitates organization structure to balance centralized home-office control with adequate local autonomy. As companies have started their business operation on the international front, the number of their employees has increased. Increase in the employee's abroad management is faced with new global challenges. The three broad international business management challenges were identified by the management gurus as follows (obert, Kossek & Ozeki, 1998):
a) Deployment: To get the right skills where it is required in an organization regardless of the geographical location.
b) Knowledge and creativity distribution: Spreading the knowledge and practices throughout the organization regardless of where they have actually originated.
c) Talent identification and development on global basis: To identify…
References
Drucker, P. (1988) The Coming of the New Organization. Harvard Business Review issue
January-February 1988
Fadel, J. & Petti, M (1997). International HR policy basics.
Global workforce issue April 1997, pp. 29-30
The World ank model centers on a five-person team called the Performance Advisory Service or PAS (Yandrick 1995). PAS trains supervisors to analyze work performance and personality problems. The supervisor first determines if a skill deficiency is involved or there are personal and environmental factors. He does this by reviewing the employee's records in search of troubled behavioral patterns; consulting with work team leaders, colleagues and support staff in investigating possible problems within the organization; and/or directly exploring the employee's work performance and conduct.
In the last option, the supervisor may ask or remind the employee about the consequence of poor performance; if he or she is being rewarded for poor or nonperformance; if performance matters to him or her; if there are health or stress factors conducing to his or her poor or low-level performance; or if there are external stimuli behind it. Armed now with the different angles…
Bibliography
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Management of Technology in Developing Countries Such as Iran
Technology management arrangements of developing countries vary from those of first world ones. The requirement for skill in these states is not growing from within, but somewhat cropping up from new wares imported from first world countries. Technological growth in addition does not consequence from inner data and research, but resulting upon the technology transmission from abroad. In these environments, technology management by customary way is barely effective. These are troubles facing the Islamic epublic of Iran these days and as a consequence organizations controlling the technology management endure non-compliance, then technological development does not trail an accurate trend (obertson, 2002).
Lack of distinctive management, vagueness of technological precedence's, misunderstanding of policy-making roles and inter-organization implementation and management, tremendous government involvement in all fields and lack of specialist manpower are amongst the vital troubles of the topic (Sveiby et. al 2001).…
References
(1.) Abou-Zeid, E.S. "A Knowledge Management Reference Model." Journal of Knowledge Management, 6(5), 2002. pp. 486-499.
(2.) Bender S. And Fish A. "The Transfer of Knowledge and the Retention of Expertise: The Continuing Need for Global Assignments." Journal of Knowledge Management, 4(2), 2008. pp. 125-135.
(3.) Beveren, V.J. "A Model of Knowledge Acquisition that Refocuses Knowledge Management." Journal of Knowledge Management, 6(1), 2002. pp. 18-22.
(4.) Bhatt, G. "Organizing Knowledge in the Knowledge Development Cycle." Journal of Knowledge Management, 4(1), 2009. pp. 15-26.
Again, this might seem like simple good sense; making decisions based on the factual merits of the situation rather than on face-saving or boss-pleasing seems like the only rational way of doing business. Not paying attention to political whims, however, can have serious repercussions for individuals and organizations alike, and truly depoliticizing decisions requires a great deal of introspection, honesty, and self-awareness in the top management officials and decision makers in a company (Hamel 2009).
Achieving this depoliticization is certain to be even more difficult than establishing a democracy of information, as it is difficult to convince people to relinquish power willingly once they have it. The problem is that politicized decision making is only a hair's breadth away -- one might even say is simply a euphemism for -- corrupt decision making. Few debates or issues are more heavily politicized than long-term (and even short-term) government planning, and though…
References
Burk, M. (1999). "Knowledge Management: Everyone Benefits by Sharing Information." Public roads 63(3).
Hamel, G. (2009). "Moon shots for management." Harvard business review (February), pp. 91-8.
Newman, P. (2009). "Markets, experts and depoliticizing decisions on major infrastructure." Urban research and practice 2(2), pp. 158-68.
Where, the benchmarks will show if the system is helping or hindering the company from achieving its objectives. This is significant, because when it is used in conjunction with flexibility, you can be able to effectively adapt to changes in the markets. With flexibility providing the necessary ingredients to implement such changes, while the use of benchmarks will identify when a management system is becoming unproductive. (Ireland, 2008, pp. 33 -- 39)
The use of knowledge management is when an organization is collecting and analyzing the total amounts of knowledge at their disposal. This would include analyzing all available: resources, employee / managerial skills and documents. This is significant, because it provides a way for an organization to quickly collect and analyze a wide variety of information. At which point, managers can be able to effectively place the different resources and personnel of the company, in those areas where they…
Bibliography
Symptoms of a Dysfunctional Organization. (2005). Retrieved July 9, 2010 from Copper Comm website: http://www.coopercomm.com/dysfnorg.htm
What are Management Control Systems. (2010). Retrieved July 9, 2010 from Wisegeek website: http://www.wisegeek.com/what-are-management-control-systems.htm
Flamholtz, E. (1998). Case Studies in Changing the Game. Changing the Game. (pp.81 -- 90). New York, NY: Oxford University Press.
Ireland, D. (2008). Promoting Integrity and Ethical Behavior. Understanding Business Strategy. (pp. 33 -- 39). Mason, OH: South Western.
The vision Oracle has is one of unifying all of their enterprise applications into their Fusion architecture and creating a single unifying Service oriented Architecture (SOA) was first announced in 2006 (Krill, 13). Since that time Oracle has continually strived to create an SOA in Fusion that would appeal to its corporate customers. The proposed Fusion SOA platform has been designed to be robust and scalable enough to encompass enterprise-level applications including Enterprise esource Planning (EP) applications while also being flexible enough to provide for individualized application development. There are critics of SOA in general and Fusion specifically, with industry analysts considering it too difficult to create a process-centric model that allows for pervasive, in-depth applications necessary for mission-critical business while at the same time allowing for significant scalability (Handy, 2005). Despite these concerns however Fusion continues to gain market acceptance and provide Oracle with a path to the fulfillment…
References
Oracle
Alex Handy. 2005. Oracle Fusion: The 'Frankenstein' of SOA? Software Development Times, October 15, 6
Paul Krill. 2006. Oracle Does SOA. InfoWorld, August 14, 11-13
Security
Knowledge worker is someone employed more because of their specific informational expertise or mastery of a subject or process instead of their ability to perform manual or physical labor. These individuals will tend to advance the information available about their subject because they are able to devote their time and energy to focused analysis, or even redesign and development of a process. They are somewhat like the pure researchers of the past -- they work to solve particular problems, influence organizational decisions, and set priorities and strategies through their own intellectual curiosity. Most experts say that the real differentiation of knowledge working is that it is "non-routine" problem solving based on higher level thinking (Reinhardt, et.al., 2011).
The idea of acquiring and disseminating knowledge is certainly not new, nor is the philosophical paradigm of how humans acquire and process that same knowledge. To understand the modern version of knowledge working,…
WORKS CITED
Audi, R., ed. (1999). The Cambridge Dictionary of Philosophy. Cambridge: Cambridge
Barbrook, R. (2006). The Class of the New. London: Open Mute Publications. Retrieved From: http://www.theclassofthenew.net/
Bogdanowicz, M. And Bailey, E. (2002). The value of knowledge and the values of the new knowledge worker: Generation X in the new Economy. Journal of European
Industrial Training. Retrieved from: http://www.emeraldinsight.com/journals.htm?articleid=837082
The company does not currently have the knowledge assets to facilitate this expansion, having been built very carefully with limited growth and centralized control the primary goals of the founders and officers. Bringing executives with national branding and sales experience into the team is recommended in order to make these expansion efforts truly successful while maintaining the centralized control of the CEO and COO.
V. Implementation Tactics
In addition to building the company's knowledge assets by bringing experienced marketing executives on board, developing a more comprehensive knowledge management system that will allow sales and retail information to be communicated to the company's executives and to design and engineering departments as well. There will necessarily be some loss of centralized control from these changes; the company will have to become more responsive to consumer forces which means less responsive to direct control by the company officers. This will not diminish their…
Managing the Effectiveness of the Audit Process
Mission and Objectives of the International Audit Department
Stakeholders
The IAD stakeholder power-interest grid
The Audit Process
Objectives, Scope and Approach of the Research
Purpose and Mandate
Resourcing
Competency Development
Sustaining People Excellence
Tools and Technology
Knowledge Management
Operations
Quality
Governance
People
Infrastructure and Operations
Japan Tobacco International (JTI) is an international tobacco business that is operated by Japan Tobacco Inc. Japan Tobacco Inc. is the third largest player in the international tobacco industry with a market capitalization of 32 billion USD and a market share of 11%. JTI was established in the year 1999 when Japan Tobacco Inc. purchased the operations of United States multinational R.J. Reynolds, for 8 billion USD.
The Internal Audit Department (IAD) of the organization is accountable to the board of directors. The department is headed by the Global Internal Audit Vice President. He took his position in…
Works cited
Anupindi, Ravi. 2006. Managing Business Process Flows. Upper Saddle River, NJ: Pearson/Prentice Hall.
Leseure, Michel. 2010. Key Concepts in Operations Management. Los Angeles: SAGE.
Mahadevan, B. 2009. Operations Management. New Delhi: Published by Dorling Kindersley (India), licensees of Pearson Education in South Asia.
Slack, Nigel. 2009. Operations and Process Management. Harlow, England: Prentice Hall/Financial Times.
Please see Appendix a for a give year ratio analysis of Starbucks Corporation illustrating the significant effect the recession is having on gross margins. Yet despite this pressure, Starbucks continues to be successful in keeping its gross margins above industry average at 9.67% for the latest fiscal year. Also noteworthy about their financial performance is the increase in evenue Per Employee from $53,864 in 2004 to $59,156. This speaks to the fact that Starbucks is being successful with their long-term strategy of delivering exceptional customer experiences, so much so that there is greater levels of repurchase of drinks and food even in a recession (Churchill, 2008). All of these factors point to the critical need for managing customer experiences more closely than ever, with a strong orientation towards giving customers and opportunity to have their voices heard on potential new products. Starbucks has excelled in the area of social networking,…
References
Bernoff, J., & Li, C.. (2008). Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review, 49(3), 36-42.
Chris Churchill. (15 July 2008). Starbucks competitors get jitters: Local coffeehouses, facing woes of their own, cast wary eye on chain's recent closings. McClatchy - Tribune Business News
Fridell, G. (2009). The Co-Operative and the Corporation: Competing Visions of the Future of Fair Trade. Journal of Business Ethics: Supplement, 86, 81-95.
Burt Helm. (2007, April). SAVING STARBUCKS' SOUL: Chairman Howard Schultz is on a mission to take his company back to its roots. Oh, yeah -- he also wants to triple sales in five years. Business Week,(4029), 56.
These are contained in the Enterprise Operations Center framework. The center has reach to the group of specialized telecommunication commercial and federally concentrated focused professionals within the CSC. These groups of individuals have thousands of certifications for operating Cisco, Microsoft, Sun, Nortel, Ayaya and many other types of equipment that assists any networking or telecommunication requirements of clients who are working with the Center. (Enterprise Network Managed Services Center of Excellence)
In order to entail the network-wide maintenance at the fingertips, Aglient's Network Troubleshooting Center -- NTC indicates a great leap ahead in the management of enterprise-wide networks. NCT includes a centralized view of network health achieved from various sources, including MON and SNMP and from the same console, centralized expert troubleshooting of remote problems applying distributed network analysis tools. The primary advantages are increasingly lesser respond and fix times and greatly lessened operational costs from both declined engineer travel…
References
Centralized Troubleshooting of Distributed Networks" Retrieved at http://www.phoenixdatacom.com/ntc.html . Accessed 28 August, 2005
Control your network: Why You Need IP Address Management" (July, 2002) Retrieved at http://www.checkpoint.com/products/downloads/Control_Your_Network.pdf?offer=wiwptAccessed 28 August, 2005
Enterprise Network Managed Services Center of Excellence" Retrieved at http://www.csc.com/aboutus/lef/mds68_off/enterprisenetwork.shtml . Accessed 28 August, 2005
Enterprise wide security on the Internet" Retrieved at http://www.newsviews.info/techbytes03.html. Accessed 28 August, 2005
Management Styles
Fool-proofing a service operation.
In the banking industry, a significant service industry in any country, optimized operations are essential to ensure that the public has maximum confidence in the operators of this industry. ank of America and its operations have been selected for discussion in this study. The bank has grown tremendously in the past few years. CEO, Ken Lewis realized that the bank could gain a wider market share and customer base if it was able to streamline its operations and the level of service. Incorporating concepts of process management was considered essential to the improvement process. (Cox and ossert, 2005) Some of the tools such as six-sigma were used to ensure that a high level of quality was maintained in the service that the provided to the customer.
ank of America recognized that customer satisfaction was paramount in ensuring that the customer was loyal and would…
Bibliography
Anonymous. "Starbucks - Taking on the World." Strategic Direction 20.7 (2004): 13-15.
Coffeeresearch.org. Starbucks and Transfair USA Enter into Breakthrough Alliance to Promote Fair Trade Certified Coffee. 2000. August 5, 2005.
Cohen, Don. "Managing Knowledge in the New Economy." Conference on organizational Learning. Chicago: The Conference Board, LLC, 1998.
Cox, Daniel, and James Bossert. "Driving Organic Growth at Bank of America." Quality Progress 38.2 (2005): 23-28.
Management:
egardless of numerous efforts to define data, knowledge, and information, there are still some uncertainties and lack of clarity regarding what these three things are and the relationships that exist between them. While many descriptions of the three are relevant, most of these definitions are far from providing the clear picture of what the three really are. However, there are considerable differences between data, knowledge, and information though they have some relationships between them. The main relationship is that data is described in relation to information, information defined on the basis of data and knowledge, and knowledge explained in terms of information.
The differences between data, knowledge, and information can be explained in terms of their basic definitions, purposes, and how each is formed. Under definitions, data can be described as basic, unprocessed, and unfiltered information whereas information is described as more developed data that has evolved to a…
References:
Benner, T. (n.d.). Why Use A Database? Retrieved February 29, 2012, from http://www.masteradobe.com/MasterAdobe_MACinTUTOR/Why_Database.html
"Lesson 5: Types of Database Management Systems." (n.d.). Topic: Database Fundamentals.
Retrieved from The Pennsylvania State University website: http://www.personal.psu.edu/glh10/ist110/topic/topic07/topic07_06.html
Liew, A. (2007, June). Understanding Data, Information, Knowledge And Their Inter-
I seek a PhD in Management Science to further round out my knowledge of technology with the most effective strategies of managing and motivating people. My future goal within the next five to ten years is to become a Chief Information Officer (CIO), a profession that merges technical and managerial science. Some of most exciting aspects of my work at Hawaii Pacific University involved providing technical support to computer labs, updating websites and working as a web production assistant. I loved working with people, making new technology comprehensible to others, and using my knowledge of human needs to deploy technology to meet creative and artistic objectives.
Being client-focused is the core of my professional philosophy. My work experience in web designing, systems analysis and design, and updating systems for 2M Solutions Inc. In Arlington, Texas over the course two years was also dependant upon understanding the practical needs of a…
This ensures each data entry point has a very clear purpose in the overarching development of the enterprise-wide IT systems throughout a healthcare provider (Tan, Payton, 2010). By taking this top-down governance and process management approach to defining an IT structure with data points, a healthcare organization can also ensure a much higher level of security to their entire network as well (Dwyer, einer, Siegel, 2004). Aligning IT spending to processes and governance frameworks ensures a higher level of performance.
3. Describe a situation where you would use a CHIN or HINO system to provide care. How would you utilize cloud computing?
The Community Health Information Network (CHIN) and egional Health Information Network Organizations (HINO) are best suited to serving a broad base of patients across a wide geographic and socioeconomic area. The CHIN platform has been specifically tailored to the development of metro and urban requirements, with success in…
References
Dwyer, S.J., Reiner, B.I., Siegel, E.L. (2004). Security
Hickman, G.T., Smaltz, DH (2008). The Healthcare Information Technology Planning Field book: Tactics, Tools and Templates for Building your IT Plan. Chicago: HIMSS. ISBN 978-0-9800697-1-6.
Tan, J., Payton, F.C. (2010). Adaptive Health Management Information Systems: Concepts Cases and Practical Applications (3rd ed.). Boston: Jones and Bartlett. ISBN 13: 978-0-7637-5691-8.