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Knowledge Management

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Case Study Presentation about Snapshot Industry.

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Knowledge Management

  1. 1. Case Presentation By ABM Anser Ullah Wafa Bawazir Zeinab Al-Sheikh Elchin Musayev
  2. 2. Snapshot I ndustry
  3. 3. Overview <ul><li>Summary of the case </li></ul><ul><li>Answering questions </li></ul><ul><li>Open discussion </li></ul>
  4. 4. Case in a brief <ul><li>Snapshot Industries, a company with a stronghold of tradition. </li></ul><ul><li>Under the strong guidance of the owner Sam. </li></ul><ul><li>High level of loyalty from the employees (95% of them been with the company for 20 years). </li></ul><ul><li>Change of leadership created disruption. </li></ul><ul><li>Collaboration was the big challenge. </li></ul>
  5. 5. Q1. Why did the expert see the problem as one linked with knowledge management?
  6. 6. Q1. Continued… <ul><li>Organizational culture was not a collaborative one. </li></ul><ul><li>Unwillingness of old stuffs to share knowledge. </li></ul><ul><li>Difficult for new stuffs to locate source of expertise. </li></ul><ul><li>No documentation as transfer of tacit knowledge is easier said than done. </li></ul>
  7. 7. Q2. Identify the types of knowledge that can be found in snapshot industries. Which elements are strategic knowledge. Tacit Explicit Expertise of old stuffs Predictable and routine work All departments are computerized Centralized records and personnel system
  8. 8. Q2. Elements of strategic knowledge <ul><li>Expertise knowledge of the old staffs </li></ul><ul><li>Management information system </li></ul><ul><li>Knowledge about customers and markets </li></ul>Strategic goal Expansion
  9. 9. Q3. Why were the resignations and retirements a problem? What could be done about this? <ul><li>Cost of production increased. </li></ul><ul><li>Productivity went down. </li></ul><ul><li>With resignations of key member knowledge and expertise is also gone. </li></ul>
  10. 10. Q3. What could be done about this? Formal and Informal ways of communication Utilization of knowledge and expertise Transfer of knowledge through documentation Training for previous employees
  11. 11. Q4. Identify the reasons for the consultant’s concern over leadership. How has Jim’s leadership affected the business? Can you see some ways in which Jim could improve his practices? Inability to identify the goals Difficulties in changing the organizational culture Inefficiency in utilizing the skills and expertise
  12. 12. Q4. How has Jim’s leadership affected the business? Symptoms <ul><li>Inconsistent system </li></ul><ul><li>Different teams working differently </li></ul><ul><li>Stress among the stuffs due to competitive environment. </li></ul><ul><li>Unavailability of expertise due to unwillingness </li></ul>
  13. 13. Q4. Can you see some ways in which Jim could improve his practices?
  14. 14. Q5. In your opinion, which areas most need to reflect knowledge management principles? Why? <ul><li>Knowledge management principles should be more reflected on the employees’ expertise. </li></ul><ul><li>Why? </li></ul><ul><li>Increase recognition of the profitable value of employee knowledge. </li></ul><ul><li>Organizations therefore use efficient ways of managing their intellectual assets “ Electronic Processes” </li></ul>

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