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    Efqm 4e carolin grätsch Efqm 4e carolin grätsch Presentation Transcript

    • Carolin Grätsch, IB 4. Partnerships& Resources 4e) Information and knowledge are managed to support effective decision making and to build the organisation's capability.
    • Outline
      • 1. General Information
      • 1a) Definitions 1b) What is IM and KM? 1c) Purpose and Aims 1d) International Relevance& Linkages
      • 2. Detailed Information
      • 2a) Who benefits from IM and KM? 2b) Valuation of Information, First Steps 2c) Tools& Techniques
      • 3. RADAR- knowledge café
      • 3a) Results 3b) Apporaches& Deployment 3c) Assessment& Refinement
      Carolin Grätsch, IB
    • 1a) Definitions
      • Information
      • “ Organized data” (Saint-Onge, 2002)
      • “ Interpreted data” (Probst et alii, 2002)
      • Knowledge
      • “ Knowledge – encompasses what we know and what we can do – indicates a state and, therefore, potential for action and decision“ (Keating, Robinson & Clemson 1999)
      • “ Knowledge is true and justified belief” (Nonaka & Takeuchi, 1995)
      Carolin Grätsch, IB
    • 1b) What is Information- and Knowledge Management?
        • a key management discipline that focuses on the effective gathering, organisation, storage, dissmemination and flow of information and knowledge within organisations
      Carolin Grätsch, IB
    • Carolin Grätsch, IB http://www.community-of-knowledge.de/beitrag/wissensmanagement-mehr-als-eine-moderne-philosophie/ 1b) What is IM and KM?
    • 1c) Purpose and Aims
      • Purpose:
      • - deliver value to business and customers
      • - ensure day-to-day information- and knowledge- exchange
      • - ensure quality and availability of data and information for responsible and/ or involved persons
      Carolin Grätsch, IB
    • 1c) Purpose and Aims
      • Aims:
      • - draw out tacit knowledge people have
      • - become more competitive through the capacities of employees
      • - to be more flexible and innovative
      • - sustainability of knowledge management as a competitive advantage
      • - better practice, strategy and policy
      Carolin Grätsch, IB
    • 1d) International Relevance
      • - basis of intercultural communication
      • - particularly in large and geographically dispersed organizations KM is very important
      • -> necessary in order to supply all areas of business with job relating information and ideas
      • - regard cultural norms -> knowledge is a power resource
      • - regard prefered learning style of country
      Carolin Grätsch, IB
    • 1d) Linkages
      • - Leadership
      • - Strategy
      • - People
      • - Partnerships
      • - Processes
      Carolin Grätsch, IB
    • 2a) Who benefits from IM and KM?
      • - leaders (are provided with information)
      • - employees (alleviates teamwork and research, accelerates working process, always up to date)
      • - investigators (accelerates innovation process)
      • - customers and society (can be part of Information- and Knowledge process, be informed at all times)
      • - the whole organisation (improve communication flow, create long-term value)
      Carolin Grätsch, IB
    • 2b) First Steps
      • 1. Making knowledge visible
      • 2. Building knowledge intensity
      • 3. Developing knowledge culture
      • 4. Building knowledge infrastructure
      Carolin Grätsch, IB
    • 2b) Valuation of information
      • � Who created the information
      • � What is the background of the authors
      • � Where and when was it created
      • � How long will the information be relevant
      • � Who validated the information
      • � Who else might be interested or has similar knowledge
      • � Where was it applied or proved to be useful
      • � What other sources of information are closely related
      Carolin Grätsch, IB
    • 2c) Tools& Techniques
      • - case study
      • = Narrative recording of a project’s progress and outcomes -> enables to share experiences with others
      • - rapid eveidence review
      • = Systematic review of research -> enables new projects to build on what has gone on before
      Carolin Grätsch, IB
    • 1e) Tools& Techniques
      • - knowledge banks (networks)
      • = Repositories of stored knowledge -> mass collection of accumulated knowledge
      • - knowledge café
      • = A group of people having an open, creative conversation in an informal environment -> Informal learning through dialogue, each person has a responsibility to contribute
      Carolin Grätsch, IB
    • 3. RADAR- knowledge café
      • Knowledge café
      • Goals: - flowing dialogue that allows people to share ideas and learn from each other
      • - explore issues that require discussion in order to build a consensus around an issue
      • Advantages:
      • - no rush to make quick decisions
      • - informal environment (time-out)
      • - fosters groupwork
      Carolin Grätsch, IB
    • 3a) Results
      • - knowledge share
      • - innovative ideas
      • - networks
      • - teambuilding
      • - learning process
      • - Identification of problems
      • -> possible results
      • - atmosphere
      Carolin Grätsch, IB
    • 3b) Approaches& Deployment
      • - set up a regularly meeting
      • - appoint facilitator
      • - (identify relevant question/ topic)
      • - invite interested parties
      • - find location, create comfortable environment
      • - set up guidelines
      • - record meeting or report afterwards
      • - analysis of outcome
      Carolin Grätsch, IB
    • 3c) Assessment& Refinement
      • - evaluation after meetings
      • -> problems?
      • -> suggestions for improvement?
      • - record received information and include it in Knowledge process or provide it in knowledge banks
      Carolin Grätsch, IB
    • Sources
      • http://informationr.net/ir/10-4/paper235.html
      • http://informationr.net/ir/8-1/paper141.html
      • http://www.steptwo.com.au/papers/kmc_effectiveim/index.html
      • http://www.londonmet.ac.uk/pgprospectus/courses/information-and-knowledge-management.cfm
      • http://www.community-of-knowledge.de/beitrag/wissensmanagement-mehr-als-eine-moderne-philosophie/
      • http://www.sla.org/pubs/serial/io/1998/may98/broadben.html
      • http://www.kbos.net/imagefiles/Unified%20PM%20KM%203.jpg
      • http://www.strategy-business.com/article/14901?gko=a304a
      • http://web.fumsi.com/go/article/manage/2854
      • http://www.content-management-junction.com/km-future.html
      • http://www.businessdictionary.com/definition/tacit-knowledge.html
      • http://www.bundesbank.de/download/volkswirtschaft/dkp/2009/200916dkp.pdf
      • http://www.idea.gov.uk/idk/aio/8595069
      • http://www.slideshare.net/dgurteen/introduction-to-the-knowledge-cafe
      Carolin Grätsch, IB
    • Carolin Grätsch, IB Thank you very much for your