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Training and Knowledge Management, ADRINIZ TORRES - Coggle Diagram
Training and Knowledge Management
The information society, the knowledge society and the knowledge economy.
Internationalization and globalization of markets and operations.
Internationalization is a process that refers to the opening up of national economies to the international market.
Globalization (or mundialization) refers to the integration of these economies into a larger space, which implies the partial or total questioning of the factors on which the existence of national economies is based.
Main characteristics of the new environment
Complexity refers to the multiplicity of structural units in which the members of an organization are grouped.
Uncertainty refers to epistemic anomalies involving imperfect or unknown information.
Turbulence within an organization refers to complex and dynamic situations that are not expected to happen and cannot be foreseen.
Competitiveness is the ability of an individual or company to position itself ahead of its competitors, achieving a better position in relation to them.
The processes of constant change are a natural and necessary evolution, i.e., they change according to the situation or context.
The impact of information and telecommunication technologies on the configuration of the new economy.
The development of ICT, leading to productivity improvements, absence of rising costs due to product life cycle, greater importance of innovation and knowledge versus capital, emergence of new professions.
Business excellence in the context of the knowledge society and economy.
Business Excellence is the set of outstanding practices in the management of an organization and the achievement of results based on the following fundamental concepts.
Factors
Commitment of senior management and leaders.
Customer oriented.
Results-oriented.
Based on process management.
The strategic management of knowledge
Strategic management in the knowledge economy.
Strategic Management has been analyzing the strengths and weaknesses of an organization derived from its tangible resources, as well as matching them with the opportunities and threats coming from the environment.
The theory of resources and capabilities as an essential paradigm for directing knowledge towards the creation of competencies and capabilities essential for achieving sustainable competitive advantages.
Resources and capabilities play an increasingly important role in defining the company's identity.
The company's profit is a consequence of both the competitive characteristics of the environment and the combination of the resources at its disposal.
Organizations differ from one another according to the resources and capabilities they possess at any given time.
Organizational structures in the knowledge-based organization.
The organizational structure evidences the formal design of roles that allows the integration of functions, responsibilities, workflows and lines of authority, according to the objectives established by an organization.
Organizational structures in the knowledge-based organization in education.
They are the way in which the educational institution organizes itself to achieve its strategic objectives.
Effective management
The strategy defines the structure and not the other way around.
The structure must be dynamic and change as the organization develops.
The impact of new information and telecommunications technologies on organizational structures.
Hypertext structures for knowledge creation.
The hypertext structure is composed of three essential elements: nodes, links and anchors. Nodes are the basic units that contain the information, links interconnect the nodes by linking segments of information, and anchors serve to mark the start and destination of each link.
The virtual enterprise and the phenomenon of virtualization.
A virtual company is one that is born in the heart of the Internet, supported by a very light organization and whose activities, whether the sale of products or services, are developed through the network.
Virtualization is a technology that consists of sharing the same computer system for many computers, sharing resources and applications globally, following parameters defined by administrators.
The "N-Form" or network company.
The "network structure" or network organization is a type of organizational macrostructure that functions according to the logic of a circular or star-shaped organization chart, at the center of which is the core of the organization.
The creation of new knowledge and innovation.
Knowledge is a very particular capacity of each individual that is acquired through practice, learning and experience.
Innovation, a company bases its success on constant change, evolution, renovation and the introduction of new processes that increasingly meet the growing needs of its customers.
The role of innovation in the context of the new economy.
From an economic point of view, an innovation is any development or application of ideas and technologies that improves goods and services or makes their production more efficient.
The different types, processes and models of business innovation.
Process
It is the business process that creates new products, services, processes, business models and markets.
Types
Process innovation:
New processes or the improvement of current processes such as manufacturing, distribution, production, logistics, purchasing, etc. are implemented.
Innovation in marketing:
New marketing methods are developed, including improvements in a product's design or packaging, pricing, distribution and promotion.
Product/service innovation:
It is when from a product or service significant changes are made to improve its functions or results.
Organizational innovation:
New organizational methods and designs are created either in company practices, workplace organization or external relations.
Models
Mixed models: retroactivity is also important
Linear models: technology push and demand pull.
The key role of organizational learning in innovation.
Learning occurs largely through organizational interaction and observation of the environment. With respect to innovation, uncertainty of customer demand, technological developments and competitive turbulence are crucial environmental factors. Therefore, an organization committed to learning can enhance its performance in innovation.
Talent management and imagination.
By imagination management we refer to a discipline that allows the development of a greater capacity for vision, which is necessary to look for ways out in current times and to awaken the imagination among managers and the human capital of any organization.
The most used research methodologies in knowledge and intangibles management.
Knowledge management theory.
Knowledge management is a discipline whose purpose is to improve the performance of individuals and organizations, as well as to maintain and leverage the present and future value of knowledge assets.
The human point of view. Tactical and explicit knowledge.
Tacit Knowledge
It is the result of our experience, our learning, the habits we have accumulated throughout our lives.
Explicit Knowledge
It is that which is structured, has form and is systematic. It is the articulated knowledge expressed and recorded with words, numbers, images, codes, universal principles, scientific formulas, etc.
The methodologies of empirical studies.
The empirical method is a research model that aims to obtain knowledge from the observation of reality. Therefore, it is based on experience.
The organizational point of view. Knowledge of the individual person, the organization group and between organizations.
Knowledge of the individual person
people enter organizations with certain characteristics that will influence their behavior at work.
Knowledge of the organization's group
The behavior of people in a group is more than the sum total of each individual acting alone.
Knowledge between organizations
Just as groups are more than the sum of their individual members, organizations are more than the sum of the groups that form them.
Design methodologies.
Responds to the introduction of organizational forms based on process design, strategy and management by competencies; integrated with information systems and technologies.
Knowledge creation and innovation.
Innovation consists of obtaining benefits using knowledge resources. To materialize the advances derived from accumulated knowledge.
Knowledge management consists of formalizing the processes, policies and tools aimed at managing and developing the organization's intellectual assets.
Information management.
The different stages in information management. Identify, capture, store, store, distribute, share and reuse.
Identify: To establish, demonstrate or recognize identity
Capture: is the manual or automated collection of data
Store: to retain information through the use of developed technology.
Distribute: involves making the necessary information available to stakeholders
Sharing: is the act of distributing or providing access to stored information.
The management of intangible assets and intellectual capital. Microeconomic perspective.
Intangibles as assets refer to intellectual property rights such as patents, trademarks or certain information technologies such as databases that may or may not be legally protected, and assets as competencies refer to the knowledge of employees, customers or suppliers.
Intangible assets and intellectual capital.
Intellectual Capital
A tool for valuing intangible assets in an organization.
Intangible assets are those that have value without physical dimensions and are located in people (employees, customers, suppliers), or are obtained from processes, systems and organizational culture.
Information and knowledge. The importance of a correct information management to achieve sustainable competitive advantages.
Knowledge management: Process by which information is developed, structured and maintained, with the objective of transforming it into a critical asset and making it available to a community of users, defined with the necessary security.
Information management: Comprises the activities related to obtaining the right information, at the right price, at the right time and in the right place, to make the right decision.
Intellectual capital as an aggregate of essential knowledge.
Goods, which are difficult to imitate but are part of the capital that allows organizations to differentiate themselves and build competitive advantages.
Core knowledge, core competencies, core capabilities and intellectual capital.
Essential knowledge: skills and behaviors that explain superior or outstanding performance in the world of work.
Core competencies: These are those that allow the company to be competitive in the markets through its products and services.
Intellectual capital management theory
the three components of the company's capital: in its people (human capital), social relationships (social capital), and systems and processes (organizational capital).
The problem of valuation of intangible assets.
Lack of substantiality
Control by the company, by acquisition for valuable consideration or by own creation.
ADRINIZ TORRES