This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes different types of explicit and tacit knowledge. Several knowledge management models are introduced, including the Nonaka/Takeuchi knowledge spiral model and the Choo sense-making KM model. The document also discusses why organizations invest in knowledge management, such as enabling better decision making and avoiding duplicating mistakes.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
Knowledge management is the process by which an enterprise gathers, organizes, shares and analyzes its knowledge in a way that is easily accessible to employees.
Knowledge Management is the process of identifying, gathering, storing, evaluating, and sharing all of the valuable information organizations created in their day-to-day operations. It also involves capturing answers to frequently (and not so frequently) asked questions and documenting them in an easy-to-understand format, like step-by-step written articles, videos, or images.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
Authors Ulla de Stricker, Cynthia (Cindy) Shamel, Connie Crosby, and Constance Ard presented this overview on February 25, 2014 to a Community of Practice via webinar. The slides summarize key points from the recently published book Knowledge Management Practice in Organizations: The View from Inside.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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2. CONTENTS
Data, Information & Knowledge
Knowledge Hierarchy
Types of Knowledge
What Is Knowledge Management
Why KM
What is Knowledge Management Trying to Solve
3. CONT…
KM MODELS
KM life Cycle
Why do organizations invest in knowledge management?
Conclusion
4. 4
Data, Information & Knowledge
Data
• The raw material
of information
• Data on its own
has no meaning
Knowledge
• Understanding of
someone or
something
• Information that
has been
processed.
Information
• Data after
manipulation
• Organized and
defined, data
6. EXPLICIT/ TACIT KNOWLEDGE-TYPES
Tacit knowledge: That type of knowledge which
people carry in their mind, and is, therefore,
difficult to access.
Explicit knowledge: That type of knowledge
which has been or can be articulated, codified, and
stored in certain media.
7. FEATURES
Explicit Knowledge Tacit Knowledge
Tangible Intangible
Physical objects, e.g. in
documents or databases
Mental objects, i.e. it's in
people's head's
Reproducible Not identically replicated
Easily shared Sharing involves learning
8. WHAT IS KNOWLEDGE MANAGEMENT
• Knowledge Management is the collection of processes that govern the
creation, dissemination, and utilization of knowledge.
• Knowledge management is a discipline that promotes an integrated
approach to identifying, capturing, evaluating, retrieving, and sharing all of
an enterprise's information assets.These assets may include databases,
documents, policies, procedures, and previously un-captured expertise and
experience in individual workers.
10. 10
What is Knowledge ManagementTrying to Solve?
• The problem of spending more time trying to find
information than actually using it.
• Increase consistency of
information/standardization of processes in order
to improve efficiency and/or effectiveness.
• Retain knowledge as workers retire or leave the
company.
• Avoid “re-inventing the wheel.”
• Increase efficiency of accessing the specific
information that workers need.
11. KM MODELS
There are some KM Models:
Nonaka/Takeuchi Knowledge Spiral (1995)
The Choo Sense-making KM Model (1998)
WIIG KM Model
15. Combination
recombining to a new form
synthesis, trend analysis, summary, linking and cross-referencing
categorization, tagging
creating training material
backჵ
18. Sense Making
Identify priorities & filter the information
Construct interpretations by exchange & negotiate information
Combine with previous experience
Knowledge Creating
create or acquire, organize and process information
To generate new knowledge through organizational learning
Decision-Making.
The organization must choose the best option among those that are
plausible and presented and pursue it based on the organization’s
strategy.
19. WIIG’S KM MODEL
Dimensions of the Wiigs KM model are:
• Completeness
how much relevant knowledgeisavailable
• Connectedness
well understood relationsbetween knowledgeobjects
• Congruency
all facts and linksareconsistent
• Perspectiveand purpose
20. Cont..
Three Forms of knowledge
Public - explicit
Shared – held by knower & share at work
Personal – tacit, most complete from, unconciously use in daily life
Four types of knowledge
Factual – data, measurement, directly observable,Verfiable
Conceptual – concept & perspective,
Expectational – hypothesis, judgement, expectations
Methodological - reasoning, strategies, decision making
22. Why do organizations invest in knowledge
management?
• Enabling better and faster decision making
• Making it easy to find relevant information and resources
• Avoiding making the same mistakes twice
• Taking advantage of existing expertise and experience
• Communicating important information widely and quickly
• Promoting standard, repeatable processes and procedures
• Making the organization's best problem-solving experiences reusable
23. Conclusion
KM helps us get a deeper understanding
Several models of KM were introduced.
A model-driven KM approach enables not only a better
description but also helps to provide a better
prescription for meeting organizational goals.
KM Increases efficiency
Easy to find relevant information and resources