KM in Higher Education by Anne S. & Robert M.


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A class activity to review a KM article in education field.

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KM in Higher Education by Anne S. & Robert M.

  1. 1. Knowledge Management in Higher Education A case study in a Large Modern UK University As part of class activity for WMGA6316 Knowledge Management: Tools and Techniques University Malaya Prepared by: Jennifer L. 2010 Review from article by Anne Slater and Robert Moreton
  2. 2. Objectives of Review <ul><li>Find article related to Knowledge Management (KM) implementation in fields/areas other than IT and Computer Science </li></ul><ul><li>Review on the following: </li></ul><ul><ul><li>How it was prior to KM implementation and after implementation </li></ul></ul><ul><ul><li>Methodology used </li></ul></ul><ul><ul><li>Problems encountered in implementation </li></ul></ul>
  3. 3. Background Study <ul><li>University is considered centers of knowledge, inevitably display a “significant level of knowledge management activities” – however it does not necessarily provide cohesive and integrated model </li></ul><ul><li>Analysis of current structure and practices in IT Services Department at University of Wolverhampton – by interviewing key staff and by reviewing published strategic priorities </li></ul><ul><li>Feb 2002: the department introduced a long-term framework of strategic and operational priorities for IT services – acknowledge that priorities of the University changes over time </li></ul><ul><li>Using a generic approach, practices and beliefs are identified to develop a cohesive and effective KM strategy </li></ul><ul><li>A set of guidelines for developing KM in IT services is presented – a product of the current strategic priorities and indicate how KM practices improve current performance and inform future initiatives/ideas </li></ul>
  4. 4. KM Approach <ul><li>Identify business goal/objective </li></ul><ul><ul><li>Create awareness that KM principles influence initiatives that had been implemented in the department </li></ul></ul><ul><ul><li>Experience showed most successful when the aim is to improve specific process </li></ul></ul><ul><li>Identify existing knowledge </li></ul><ul><ul><li>Projects initiated to develop the quality of skills and services within department </li></ul></ul><ul><li>Create new knowledge </li></ul><ul><ul><li>Nominate an Information Coordinator to manage information within department </li></ul></ul><ul><ul><li>Encourage staff to provide information/resources to be published in the intranet </li></ul></ul>
  5. 5. KM Approach (cont.) <ul><li>Share knowledge </li></ul><ul><ul><li>Project to identify lines of communication within department by mapping links between teams, identify failed communication and proposed recommendations </li></ul></ul><ul><ul><li>Positive feedback from staff regarding the information provided on the intranet </li></ul></ul><ul><ul><li>Encourage staff to collaborate and share knowledge and experience to provide a seamless and effective service </li></ul></ul><ul><li>Utilize and retain knowledge </li></ul><ul><ul><li>Technology is essential for KM strategy in term of storage, distribution and access </li></ul></ul><ul><ul><li>Challenge: coordinate and integrate various systems to reduce time spent on maintenance and support and to create a central knowledge repository </li></ul></ul><ul><ul><li>Identification and documentation of Best Practice – key for retain and reuse knowledge </li></ul></ul><ul><ul><li>Produce Guidance Notes: common practices by individual staff with acknowledged expertise </li></ul></ul><ul><li>Measure knowledge </li></ul><ul><ul><li>RMS Inventory Project initiated to improve reporting functions for Service Desk – to identify trends and requirements to establish flexible and proactive service </li></ul></ul>
  6. 6. Implementation Issues <ul><li>Only a brief period of relevancy of guidelines due to rapid changes within the department and University </li></ul><ul><li>Audit of KM capabilities – 3 KM analysis modules were evaluated – provide useful focus </li></ul><ul><li>Lack of formal guidelines, organization is compelled to spend a lot of time and resources for research or employ consultancy services which are expensive – can lead to ultimate failure for implementing successful and practical KM solutions </li></ul><ul><li>IT Services Director is committed to pursuing recommendations in the guidelines – their entirety as a means of improving KM within department </li></ul>
  7. 7. Key Success Factors <ul><li>Creating a trusting and open environment that encourages sharing of knowledge with appropriate rewards and recognition </li></ul><ul><li>Realize potential knowledge and expertise that already resides with their employees </li></ul><ul><li>Implement methods to retain knowledge for the benefit of organization </li></ul><ul><li>Technology plays a critical role in facilitating solutions to knowledge requirements, enabling employees to access required information efficiently </li></ul>
  8. 8. The End <ul><li>Disclaimer: </li></ul><ul><li>These slides represent my personal understanding of the article and may not be entire accurate as this is only a part of a class activity for learning purpose. </li></ul><ul><li>Acknowledgement is given to the original authors as most of the words presented here are quoted directly from the article. </li></ul><ul><li>Thank you </li></ul>