MHR1023: KNOWLEDGE MANAGEMENT
Introduction
Intersection about knowledge management andthe organizational barriers is the practical problem   of transferring knowledg...
Highlighted   Issues
Focused on managerial        knowledge Knowledge Different from Knowledge is acquired by   the technical different from:  ...
Epistemetrics is concerned with the balance betweenwhat we know and what weare willing and able to share         with othe...
Socialization              Tutoring            Organizational            mechanism for          preserve managerial       ...
Newcomers                     absorb lessons                    from formal and                       informal to         ...
Organization mustEmphasis on direct                recognize and diligentlyrelationships across               work to stim...
Mentoring   Engage in arelationship that   Variety of roles,    Consider     endures        such as teacher,     possiblet...
Con   Formulated outside the existing control      systems and expressly designed tot     benefit the participating manage...
Recommendation
Socialization              Tutoring                 Mentoring           Continuous report     • All division’s          • ...
Conclusion
Understand how          processes and people     Know how to solve complex            work and behave        problems with...
The Metric of Knowledge: Mechanism for Preserving the Value of Managerial Knowledge
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The Metric of Knowledge: Mechanism for Preserving the Value of Managerial Knowledge

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Discussed regarding the 4 organism in preserving the value of the Knowledge Management. The organism been used includes:
1- Mentoring,
2- Socialization
3- Tutoring
4- Continuous report

Published in: Business, Education
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The Metric of Knowledge: Mechanism for Preserving the Value of Managerial Knowledge

  1. 1. MHR1023: KNOWLEDGE MANAGEMENT
  2. 2. Introduction
  3. 3. Intersection about knowledge management andthe organizational barriers is the practical problem of transferring knowledge from one part of the organization to another part of the organization. Knowledge transfer is more complex because Proposedknowledge resides in organizational members, tools, empiricaltasks, and their sub-networks and much knowledge method in organizations is tacit or hard to articulate. Condition: The replacement more costly Managers resigned and time-consuming or accepted investment in what the manager attractive knows, her/his experience, and separation personal insight. packages offered
  4. 4. Highlighted Issues
  5. 5. Focused on managerial knowledge Knowledge Different from Knowledge is acquired by the technical different from: managers skills and 1- Technicalregarding the technical skills workings of knowledge of the organizational 2- Technicalorganization members. knowledge
  6. 6. Epistemetrics is concerned with the balance betweenwhat we know and what weare willing and able to share with others.Based on the premise that all knowledge is the resultclustering of sensorial inputs, so that all knowledge is a cognitive phenomenonwithin the mind of individual
  7. 7. Socialization Tutoring Organizational mechanism for preserve managerial knowledgeContinuous Mentoring report
  8. 8. Newcomers absorb lessons from formal and informal to gather, and gain more experienced from teamMixture of formal members Schooled in the and informal Do’s and Don’ts of procedures and firm culture activities Socialization
  9. 9. Organization mustEmphasis on direct recognize and diligentlyrelationships across work to stimulate the the spectrum of experience in the life of the Tutoring natural fear that experienced managers often feel when asked to organization share their knowledge with the up-and-coming
  10. 10. Mentoring Engage in arelationship that Variety of roles, Consider endures such as teacher, possiblethroughout their counsellor and conflicts of tenure with the friend interest organization
  11. 11. Con Formulated outside the existing control systems and expressly designed tot benefit the participating managersinuo 3 components:u 1 - Report from lessons learned and knowledge gained from visits,s conference and other meetings attended by all managers.r 2 – Asked to describe their experiencee 3 – Report and debriefingport
  12. 12. Recommendation
  13. 13. Socialization Tutoring Mentoring Continuous report • All division’s • Should not be • Shared by • Reporting and executives an informal mentors debriefing are should activity, but • Encourage combined communication rather an parings of when a among all integral part of mentors and manager’s managers even the managers. tenure with the with average organization’s organizational level of trust in operations and comes to an fellow procedures end managers
  14. 14. Conclusion
  15. 15. Understand how processes and people Know how to solve complex work and behave problems within reasonable amount of time and reasonable amounts of moneyManagerial knowledge issharing and transfer from Organization must distinguish those who know and between the technical aspects those who don’t. of knowledge system that are related to efficiencies of operations

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