This document discusses leveraging NGO resources through knowledge management. It covers how knowledge structures relate to social, business, and technology structures. It defines knowledge management and knowledge work, and outlines a knowledge infrastructure including people, content, tools, processes, and governance. The document then discusses how knowledge management relates to knowledge assets, sharing, collaboration, resources, and stakeholders. It provides examples of understanding, managing, and storing content, as well as retrieving and sharing explicit and collaborative content. The document concludes with the main messages that managing knowledge assets leverages an NGO's capacity, social interaction includes sharing, collaboration, negotiation and competition, and knowledge work involves both technical and social aspects.
Background. The Rehabilitation Council of India (RCI) was set up as a registered society in 1986. On September, 1992 the RCI Act was enacted by Parliament and it became a Statutory Body on 22 June 1993. The Act was amended by Parliament in 2000 to make it more broad-based
Background. The Rehabilitation Council of India (RCI) was set up as a registered society in 1986. On September, 1992 the RCI Act was enacted by Parliament and it became a Statutory Body on 22 June 1993. The Act was amended by Parliament in 2000 to make it more broad-based
In this presentation we will take a look at trends in the world of e-Learning.
There are many more to talk about and maybe that are very relevant for you.
But we hope this will give you some ideas and will inspire you for your own learning solutions
E-Learning and Types of E-Learning (Asynchronous and synchronous e learning)AksharaDandgaval
E Learning and Types of E Learning presentation covers almost all the aspects of E-learning, like modes/types of e-learning i.e. Synchronous and Asynchronous, tools of e-learning, choosing the correct mode of e-learning, etc. Presented by Akshara Dandgaval.
This slideshare provides you the basic understanding of e-learning– its business impact, the steps involved in creating, delivering and deploying an eLearning program.
The Rehabilitation Council of India(RCI) was set up as a registered society in 1986.On September,1992 the RCI Act was enacted by Parliament and it became a Statutory Body on 22 June 1993. The RCI Act was the first act which was focused on rehabilitation of Disabled persons. Check the slides to know more.
Interoperability is one of the most critical issues facing the health care industry today. A universal exchange language is needed to assist health care providers in sharing health information in order to coordinate diagnosis and treatment, while maintaining privacy and security of personal data. Health Information Exchanges (HIE) allow for the movement of clinical data between disparate systems; they enable providers to electronically share health records through a network. This presentation provides an overview of HIE and the Meaningful Use requirement related to the exchange of clinical information as well as information about standards of exchange and the recommended "next steps" for providers.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
In this presentation we will take a look at trends in the world of e-Learning.
There are many more to talk about and maybe that are very relevant for you.
But we hope this will give you some ideas and will inspire you for your own learning solutions
E-Learning and Types of E-Learning (Asynchronous and synchronous e learning)AksharaDandgaval
E Learning and Types of E Learning presentation covers almost all the aspects of E-learning, like modes/types of e-learning i.e. Synchronous and Asynchronous, tools of e-learning, choosing the correct mode of e-learning, etc. Presented by Akshara Dandgaval.
This slideshare provides you the basic understanding of e-learning– its business impact, the steps involved in creating, delivering and deploying an eLearning program.
The Rehabilitation Council of India(RCI) was set up as a registered society in 1986.On September,1992 the RCI Act was enacted by Parliament and it became a Statutory Body on 22 June 1993. The RCI Act was the first act which was focused on rehabilitation of Disabled persons. Check the slides to know more.
Interoperability is one of the most critical issues facing the health care industry today. A universal exchange language is needed to assist health care providers in sharing health information in order to coordinate diagnosis and treatment, while maintaining privacy and security of personal data. Health Information Exchanges (HIE) allow for the movement of clinical data between disparate systems; they enable providers to electronically share health records through a network. This presentation provides an overview of HIE and the Meaningful Use requirement related to the exchange of clinical information as well as information about standards of exchange and the recommended "next steps" for providers.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
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.
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
The 10-Step Knowledge Management Road map
They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling.
IN THIS CHAPTER
• Understand the 10-step knowledge management roadmap and how it applies to your company.
• Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation.
• Understand where each step takes you.
• Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line.
• Learn how to prioritize KM processes to maximize business impact.
• Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation.
Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation.
May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption.
This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system.
Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your
knowledge management system and knowledge management strategy will have to be unique to your company.
What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a
knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co
Describes a link between KM technologies and business strategy through context-specific KM inititiatives. Paper presented at CATI 2005, Congresso Anual de Tecnologia de Informa��o, S�o Paulo, Brazil.
Information Services: Breaking down Departmental SilosAlbert Simard
Describes elemental social networking concepts on a base of content management and knowledge services, focusing on interactions among government agencies.
Describes a knowledge agenda that extends knowledger management beyond it's traditional boundaries in an organizational context. Considers the extent to which knowledge and knowledge work can be managed.
ExplainsDescribes how KM can support policy development by:
* increasing productivity
* retaining corporate memory
* leveraging value
* increasing capacity
* engaging diversity
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
Social Network Analysis (SNA) and its implications for knowledge discovery in...ACMBangalore
Social Network Analysis (SNA) and its implications for knowledge discovery in Informal Networks- Talk by Dr Jai Ganesh, SETLabs, Infosys at Search and Social Platforms tutorial, as part of Compute 2009, ACM Bangalore
Global Collaboration: Both Art & ScienceMike Gotta
Improving collaboration begins with an understanding of organizational dynamics around teams, communities and networks. Various technologies can help depending on situational needs and business requirements.
Describes a 3-dimensional framework that structures 1200 relevant terms found in a review of the social science literature. Includes a process for prioritizing social context criteria.
Categorizes the organizational social context into six criteria: organizational culture, controlling culture, enabling culture, culture change, employee practices, and cultural leadership. Provides attributes, indicators, and manageability for each criteria
Categorizes 190 terms found in the social science literature into five group social context criteria: positive and negative dynamics, formal and informal structure, and social networks.
Organizes 300 terms related to individual social context found in the literature into seven criteria: psychological, competence, reasoning, participation, relationships, self interest, and emotional intelligence. Lists attributes, indicators and management actions for each criteria.
An enterprise architecture approach is used to integrate social, business, technological, and knowledge structures. A social interaction framework (sharing, collaboration, negotiation, and competition) provides an example of the process.
Describes organizational learning as a five-stage process: individual learning, (cognition), community validation (collaboration), organizational structuring (bureaucracy), formal authorization (decision making), and changes to business processes or products (adaptation).
Describes a four-quadrant framework for managing social interactions: sharing, collaboration, negotiation, and competition. The framework extends knowledge management beyond the domain of compatible goals to include conflicting goals.
Describes how human resources could shift from an administrative function that manages staff transactions to the center of an organization's business by managing communities and social networks.
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In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
4. Some Definitions
Knowledge: Understanding cause-and-effect relationships
that help to explain and predict physical, biological, or social
phenomena.
Knowledge Management: Develop and implement a
knowledge infrastructure to support creating, managing, and
using knowledge.
Knowledge Work: People creating, managing, or using
knowledge to produce products or deliver services that achieve
organizational goals.
4
5. Knowledge Infrastructure
People
learning, motivation,
incentives, performance,
staffing, skills
Content,
Services
data, records,
analysis, reports,
intelligence, policies
Tools
systems to
capture, store,
share, and
process content
roles, responsibilities,
authorities, resources
Governance
work routines,
operations,
best practices
Processes
7. Understanding Content
Content is a pattern, message, or signal embedded within data,
information, or knowledge.
Data are recorded, ordered symbols or signalssymbols or signals that may carry
information and patterns.
Information is meaning in contextmeaning in context, arising from processing,
interpreting, or translating data to extract an underlying
message or pattern.
Knowledge is understandingunderstanding of cause-and-effect relationships
that help to explain and predict physical, biological, or social
phenomena.
7
8. Managing Content
Capture: Represent data,
information, or knowledge on
reproducible media.
Inventory: Find, list, describe, and
organize content; map to business
needs, value and prioritize.
Preserve: store; provide access,
search & retrieval capacity; maintain,
and migrate throughout life-cycle.
9. Storing Content
Information technology
Network infrastructure
Database, data management
Information library, information management
Knowledge repository, knowledge management
Interfaces for entry, retrieval, & administration
10. Retrieving Content
Access to content
Browser interface
Search engine
Extraction tools
Manipulation tools
Assembly tools
Retrieval system
16. Collaboration Attributes
Synergy and joint production
Dialogue, conversations in groups
Sharing, exchanges among peers
Candor, freedom of expression
Trust, safety, honesty, openness
Agreed rules of conduct
Diversity, flexibility, outliers
Equality, meritocracy of ideas
Collective, not individual benefit
(Mutual interests, compatible goals)
Sense, analyze, respond
18. Collaboration - Social Context
Group
Knowledge
engagement
counseling
feedback
human resources
Work Service
Individual
Knowledge
compliance
motivation
engagement
human resources
rules & norms
guidance
facilitation
support
Influence
Attitudes
Affect
Behavior
Foster
Relationships
Evolve
Culture
formation
org. learning
change
enjoyment
candor
openness
ethics
altruism
participation
commitment
involvement
creativity
trust & safety
equality
meritocracy
synergy
diversity
flexibility
freedom
learning
transparency
Social
Business
Technology
Knowledge
19. Negotiation Attributes
Reaching an agreement
Debate and discussion
Positions and interests
Bargaining and compromise
Proposal and response
Attempt to establish trust
Win/win vs. win/loose
(Mutual interests, conflicting goals)
Probe, sense, respond
21. Negotiation - Bargaining
Social
Business
Technolog
y
deception
ethics
emotions
distrust
embarrassment
negotiation service
content mgt.
Position
questions
assumptions
unknowns
uncertainty
Identify
Counter
Power
Influence
Benefits
coalition
leverage
attack
threats
multiple issues
expansion
total benefits
contingency
losses & gains
momentum
justification
references
concessions
Revise
position
Draft
Agreement
new
information
?
important
no
routine
Conclude
negotiation service
office app.
agreement template
Work Service
22. Competition Attributes
Victory, gain, or defence
Speed of analysis and action are critical
No trust, secretive, misleading actions
Rules: dominant, important, minimal
Ongoing process, requires recurring analysis
(Autonomous Interests, conflicting goals)
Act, sense, respond
27. 1. Understand the Context
Awareness (Internet, web browser, search engine)
Physical Space: libraries, journals, reports, media (dated, source,
reliability, objectivity, purpose, time consuming)
Cyberspace: search engine, reference sites, government sites
(source, current, superficial, bias, efficient)
Country Report (office applications)
Corroborate with country or subject-matter experts
Integrate content from multiple sources
Validate in context of NGOs operations and processes
Report: prepare, store in database, submit
27
Institutions, Laws, Economy, Customs
36. 8. Categorize Positions
Compile from multiple sources (external voting data)
Analyze statistical trends and patterns (statistical apps.)
Interpret underlying context and particular situations
Dialogue with individuals (trust, role, security)
NGO Voting Database (office applications, interface)
36
Delegates, Organizations, Countries
37. Main Messages
Managing knowledge assets
leverages an NGOs capacity to
do knowledge work.
Social interaction includes
sharing, collaboration,
negotiation, and competition.
Knowledge work involves
both technical support and
social interaction.
37
This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.
This is an organizational infrastructure that includes pretty much everything that is needed to run CSS. This applies to KM as well as anything else that we do. Simply put, people use tools and process within a governance structure to increase the value of content and services. It isn’t a matter of focussing on one or more parts of the infrastructure. All parts must be reflected in a task, project, or program if it is to succeed.
Today, storing knowledge depends more on technology than space (although physical collections will not disappear in the foreseeable future). List the elements. It’s important to understand that although technology is necessary, it is only one aspect of knowledge preservation.
Similarly, accessing archived knowledge requires a set of user-friendly tools. Summarize the list. I cannot overemphasize the importance of user-friendliness (initially) and user-centricity (eventually) for retrieving knowledge if the CFIA wants people to actually use the system.
This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.
This presentation is divided into three parts. We’ll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, let’s look at how the framework was developed.
This presentation provides an overview of how data, information, and knowledge, which I collectively call “content,” flows from its point of origin to its end use. It also describes relationships between the attributes of that content, how it is processed, and how it is used.