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Knowledge management d1

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Knowledge Management could be seen, to those who are less concerned with details, as just another passing fad. Those who, cover up that weakness of lack of "going into details" and keep a broad ...

Knowledge Management could be seen, to those who are less concerned with details, as just another passing fad. Those who, cover up that weakness of lack of "going into details" and keep a broad approach to solving problems will tell you that what is discussed in Knowledge Management circles can actually be done by strategy, change, human resources and marketing and pr or even decision sciences.

The presentation here discusses neither of the above in details, It just gives some of the reasons why of KM driven solutions in given organisations.Read on and make comments, suggestions. and if you are interested, please email me harorimana.deo@gmail.com

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    Knowledge management d1 Knowledge management d1 Presentation Transcript

    • Knowledge Management for your Competitive Advantage and Improved Performance Deogratias Harorimana, BA(Hons), PGC LT (HE), PGCRM, PhD (Southampton Solent University , Fellow Higher Education Academy, UK Fellow European Institute, Development Studies Fellow RGS-IBG, UK
    • Day 1: Schedule
        • Introduction to Knowledge Management
        • Overview and background
        • Types of knowledge
            • Explicit knowledge,
            • Tacit knowledge,
            • Codified Knowledge
            • Archetectural Knowledge
        • Introduction to Knowledge Management Practice and Systems
            • Break away in groups for activities
            • Feedback in a plenary
        • Establish the relationship between KM, PM and BSC
            • What are the implications to your training today?
    • Context 1-National Vision and Strategic Objectives
      • Many Countries in Africa with A vision to become Knowledge-Based Economies
        • E.g. Rwanda’s 2020, Kenya 2030,Ethiopia 2030 etc
      • Fast changing World of Business and the impact of ICTs in workplace
      • The click generation way of life and ways of doing business are changing rapidly in the way that is affecting our lives (e.g. Face book, twitter, YouTube,ect)... Online.com increasing....
    • Context 2-Meeting Stakeholder Expectations
      • ... And to survive and succeed in the new global knowledge economy, we must become far more effective and more productive. We must always strive for the best relations and highest quality. To do that, the successful organizations and individuals will not allow themselves to keep ‘re-inventing the wheel’ or ‘repeating the same mistakes. This is so costly and, ...good leaders will simply not tolerate, nor be able to afford, such cost inefficiencies caused by knowledge gaps and bad knowledge flows. Prof. Ron Young, Cambrige,UK.
      • Key Questions here:
      • Are or Will your Graduates be competitive on the marketplace?
      • Will your research contribute towards wealth creation?
      • Will your services represent a Value for money?
    • Context 2 – Need to Plan , Perform, and Evaluate
      • KM and Performance (KM Objectives)
      • Using KM techniques (e.g. BSC) to implement and meet your strategic objectives
      • Measuring your performance
    • What is Knowledge Management?
          • No single definition exist largely due to lack of unified understanding of “knowledge” itself.
      • There are broad principles that so far have been agreed upon by scholars and practitioners, and we can comfortably work with those to our benefit....
          • it is about people ,
          • systems and technologies
          • processes
          • methods and techniques
          • managing knowledge assets
          • organisational experience and initiatives (knowing what you know.......and value it....
      • When these are deployed collectively , systematically and holistically with a common view and Understanding of what you want to achieve (Strategic and Operational Objectives)...then, you are doing “KNOWLEDGE MANAGEMENT”
    • What is Knowledge Management
      • KM is also…..
      • Enabling individuals, teams and the entire organisation to Systematically, Collectively Capture, Store,Create, Share and Apply Knowledge to better achieve their objectives
    • Activity 1 : Action Oriented KM
      • “ What knowledge can be generated by a University using the Balanced Scorecard"?
      • In a group of Six, Choose one University, Develop a BSC, and Present feedback to colleagues in a Plenary. and answer to questions below:
      • How can you use knowledge available to the University to improve its organisational performance?
    • Knowledge generated can be....
      • It can be Tacit (e.g.
          • A good leader...
          • Riding a bike....
          • Ask a student about what makes a good lecturer/teacher? Can it be written down? This knowledge is often referred to as experiential or implicit.
      • Codified – all that is in written form, and you can read or see and interpret it yourself. e.g. Written reports, recordings etc
      • Architectural – Unique ways Organisations do things and embed them in their culture, belief, values and customs.
        • e.g. What makes Ethiopian experience so unique?
        • What differentiate one restaurant to the other....can you document it all?
      • What makes Kenya airways, Ethiopian Airways and Qatar Airways different?
        • Architectural Knowledge is “How do you do things around here”
    • Activity 2: Practical Work
      • In Groups of 6, on basis of YOUR OWN experiences-
      • (Chose 1-2 people to present your findings to the plenary, Six slides maximum)
        • Identify current Gaps in Knowledge Management Practice at the Department(s) level of your Universities (can you spot common trends?, best practices etc)
        • What are the Gaps within your University Systems?
        • What are the Knowledge Management tools and strategies currently in use within your Universities?
    • Activity 2- cont…
        • 4. What are your perceived Challenges for KM in Higher Education Institutions ?
        • 5. What lessons can you draw from the above?
        • ... Now answer to this question-
        • “ How can you use knowledge available to the University to improve its organisational performance?”
      • Key Question is--- why Manage Knowledge?
      • To answer this question, do ask yourself:
      • “ What Key areas of Knowledge if they would be better managed would lead to us achieving Savings, Improve efficiency, Quality, Stakeholders Relations, and help us achieving/ exceeding our objectives ( in line with strategy deployment) ?”
    • Knowledge Management Techniques should -
      • Remove or reduce duplication of efforts
      • Dramatically reduce costs
      • Provide potential to expand and grow
      • Increase value and/or profitability
      • Improve products and services
      • Respond faster
      • Spur Innovation
      • If you are good at Managing Knowledge, you will certainly innovate and you will become far more relevant and far more competitive
    • Next... Getting the Job Done!
      • Knowledge Management and Change
      • The use of ICTs in implementing KM
      • Case Study University– we require internet connection ! If you have a laptop with modem or wireless access, please do bring this along!
      • CoPs, Virtual Networks, Departmental responsibilities in Using and enhancing ICT related KM
      • Thinking about way forward..... Read articles by
        • Gilbert J. B. Probst; “ Practical Knowledge Management: A Model That Works “ before the session of tomorrow.
      • What have you learnt today that should be transferred in your training
    • Next---cont…
      • Bring a laptop if you have one
      • We will use the Workshop area
      • Bring Activity 1 and 2 results. Continue to improve these.
      • If you have your University/Dpt Strategic Plan, bring this along!