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HRM (Session 3
Motivation Theories (Locke & Latham: Goal Setting…
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Knowledge Mgmt
4 pillars of KM
- Leadership
- Technology
- Learning
- Organization
Implementing a KMS
- A basic communications infrastructure is key
- Could be virtual via email or CMS
Challenges in implementation
- Lack of understanding of KM
- Employees lack time for KM
- Culture does not encourage sharing
- Lack of incentives to share
- Lack of funding for KM
- Lack of appropriate technology
- Lack of commitment from senior mgmt.
Since 2018
- Big Data
- The Internet of Things
Making K sharing importantcan be enhanced through implementation of appropriate tech, operations and systems that:
- stimulate collab
- facilitate sharing
- reward individuals that share the most K as well as individuals that actually use this K
Networks/Communities of PracticeDevelop informal knowledge that lets them do their tasks also belong to formal org structures, such as:
- Business Units
- Teams, where they take care of projects
Execution of KMS
- Content Management Systems
- Document Management Systems
EG: Video Conferencing cuts down costs and time of meeting sources
Dimensions of SharingPurpose of Sharing
- Participation
- Reification
- Synchronous
- Asynchronous
- Individual identity
- Collective identity
K sharing depends on people
- during a project meeting
- while planning or reviewing work cycles
- bringing a new member in
- figure out the K and expertise from highly experienced members
. identifiying imp lessons learnt
- create a sharing culture
- capturing K in accessible ways
What is KM?
- process of understanding information, knowledge and wisdom pertinent to your business.
- done by understanding relations, patterns and principles.
- Is a deliberate and systematic coordination of people, tech, processes and structure in order to add value though reuse and innovation
- Done by creating, sharing and applying knowledge through feeding learned lessons and best practices into corporate memory to foster organizational learning
Implications
- Competitive advantage is dependant on knowledge resources:
- Our knowledge, educations
- Training
- Professional networks
- Collaborative and innovative skills.
Drivers of KM
- External Forces: Globalization, Free market philosophy
- Internal Forces: Workforce
Add these to advances in IT communications and this leads to:KM principles, a Learning organization and Knowledge Enterprise
Why do we need this?
- Increasing competition and rate of innovation
- Reductions in stafffing
- Competitive pressure reduces size of work force that hold knowledge
- Amount of time to experience and acquire knowledge has reduced
- Early retirements and increasing mobility of workforce leading to loss of knowledge
- Need to manage complexity as small operating companies are transnational sourcing options
- Changes in strategic direction may result in loss of knowledge in specific areas
Key Drivers/Summary
- Globalization
- Leaner Organizations
- Corporate Amnesia
- Technological Advances
Goals of KM
- Identify critical k
- Acquire the critical K into a knowledge base or Org. memory
- Share the stored k
- Apply the K to appropriate situations
- Determine the effectiveness of the applied K
- Adjust K to improve effectiveness
Organisational LearningKey Features
- Continuous learning at the systems level
- K generating and sharing
- Critical systems thinking
- Culture of learning
- Spirit of flexibility and experimentation
- People-centric atmosphere
Behaviour
- Look for opportunities in situations of problems. i.e., goes beyond problem solving and into opportunities
- Questioning
- Developing full potential of employees
- Fostering and innovative and responsive env.
- Idea sharing to develop and stimulate the best practices
- Learning events followed by ongoing coaching
- Mentoring and developing talents, with an eye on the future
- A mindset of ongoing learning
- Embedding learning in processes
- Learning Culture is crucial
A Global Perspective - Learning and SharingExpats fill a boundary spanning role that facilitates development of social capital.
Learning and Innovation - 8 Principles
- Never assume that the processes are the best way. Many are just following the status quo
- Always ask why and challenge people to think rather than just do.
- Ask 'what if' or 'why does'
- Stand by your position and be willing to defend the right way.
- Learning never stops
- Understand the people who are barriers to innovation within your company and work with them to overcome their fears
- What could we have done better and how
- Beware of people who are afraid of change and innovation
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