The Art and Practice of Knowledge Transfer,Four Generations of Learning Styles,The Process,Methods of Transferring Knowledge,Barriers to Knowledge Transfer,Incentives to Knowledge Transfer and Benefits of Knowledge Transfer
The document discusses different types of knowledge and strategies for knowledge transfer. It describes explicit knowledge as being easily codified and communicated, while tacit knowledge is difficult to articulate and usually learned through demonstration. The SECI model of knowledge conversion is introduced, which shows how knowledge is transformed between its tacit and explicit forms through socialization, externalization, combination, and internalization. Common strategies for knowledge transfer discussed include best practices, communities of practice, and electronic technologies. The goal of knowledge transfer is facilitating organizational learning by sharing what is learned in one part of an organization with other parts.
A joint venture is a business arrangement where two or more parties pool their resources for a specific project or business activity. In a joint venture, each participant shares in profits, losses, and costs of the venture, which operates as a separate entity from the participants' other business interests. Joint ventures can be domestic or international. They allow partners to share financial resources, reduce business risks through diversification, achieve economies of scale, and directly manage functional activities. However, joint ventures also carry investment risks and potential conflicts around profit sharing, use of shared technologies, and management difficulties.
Industrial relations and technological changeGoogle Blogger
This presentations contains each and everything about the present scenario of industrial relations and the scenario of technological development and changes in India. how technological changes affects the industrial relations of a particular organization is been highlighted briefly in this presentation. can be very useful for management students such as MBA, BBA, etc. and also for the researchers and the individuals from the technological background
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
This document discusses cross-cultural communication and negotiation. It describes how communication styles can differ between high-context and low-context cultures, with high-context cultures using more implicit and indirect styles that rely on nonverbal cues. It also discusses differences in verbal communication styles between cultures, such as elaborate vs. succinct, contextual vs. personal, and affective vs. instrumental styles. Additionally, it covers nonverbal communication barriers like proxemics, kinesics, and chronemics. Effective cross-cultural communication and negotiation requires understanding these cultural differences in communication approaches.
The document discusses different types of knowledge and strategies for knowledge transfer. It describes explicit knowledge as being easily codified and communicated, while tacit knowledge is difficult to articulate and usually learned through demonstration. The SECI model of knowledge conversion is introduced, which shows how knowledge is transformed between its tacit and explicit forms through socialization, externalization, combination, and internalization. Common strategies for knowledge transfer discussed include best practices, communities of practice, and electronic technologies. The goal of knowledge transfer is facilitating organizational learning by sharing what is learned in one part of an organization with other parts.
A joint venture is a business arrangement where two or more parties pool their resources for a specific project or business activity. In a joint venture, each participant shares in profits, losses, and costs of the venture, which operates as a separate entity from the participants' other business interests. Joint ventures can be domestic or international. They allow partners to share financial resources, reduce business risks through diversification, achieve economies of scale, and directly manage functional activities. However, joint ventures also carry investment risks and potential conflicts around profit sharing, use of shared technologies, and management difficulties.
Industrial relations and technological changeGoogle Blogger
This presentations contains each and everything about the present scenario of industrial relations and the scenario of technological development and changes in India. how technological changes affects the industrial relations of a particular organization is been highlighted briefly in this presentation. can be very useful for management students such as MBA, BBA, etc. and also for the researchers and the individuals from the technological background
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
This document discusses cross-cultural communication and negotiation. It describes how communication styles can differ between high-context and low-context cultures, with high-context cultures using more implicit and indirect styles that rely on nonverbal cues. It also discusses differences in verbal communication styles between cultures, such as elaborate vs. succinct, contextual vs. personal, and affective vs. instrumental styles. Additionally, it covers nonverbal communication barriers like proxemics, kinesics, and chronemics. Effective cross-cultural communication and negotiation requires understanding these cultural differences in communication approaches.
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
What are the determinants of culture In terms of Hofstede model analyses how ...Sohag Jafrul
Wal-Mart faced challenges expanding into international markets due to cultural differences. In Mexico, Wal-Mart was able to adapt practices like selling in small quantities and hiring local managers, allowing it to succeed. However, in South Korea and Germany, consumers preferred higher quality goods and were not attracted to Wal-Mart's discount strategy, resulting in losses. In China, Wal-Mart adapted further by providing fresh food and killing animals on site, aligning with Chinese preferences. While culture can change through business influence over time, companies must respect local cultures to avoid ethnocentric behavior and achieve long term success abroad.
This document discusses Hofstede's five cultural dimensions model. It defines each dimension: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation. For each dimension, it provides an explanation of what a high or low rating means. While Hofstede's model is widely cited, it has also received some criticism for being based on older data and oversimplifying cultural values. Understanding these cultural dimensions can help with intercultural understanding and communication.
The document discusses knowledge transfer and sharing through social networks and communities. It describes how knowledge resides in communities in the form of social capital. Key aspects that enable knowledge sharing include connecting people to solve problems, develop capabilities, improve work practices, and share new information in their fields. Effective knowledge transfer requires a shared background and language. Organizational culture also plays a role, and different cultures can either enable or inhibit knowledge sharing depending on their level of sociability and solidarity. A knowledge-sharing culture is optimal where sharing knowledge is encouraged and rewarded.
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
Intro to HRM Lecture 10 - Challenges in Organizational DevelopmentAllen Grabo
This document discusses organizational development and challenges related to diversity and inclusion. It provides an overview of Lewin's model of change which outlines three stages: unfreezing, moving/changing, and refreezing. Schein's expanded model of the three stages is also described. Implementation theory focuses on specific intervention strategies like human process-based changes and techno-structural changes. The document discusses challenges like diversity, discrimination, and the glass ceiling which can limit advancement for women and minorities. It emphasizes the importance of inclusion, cultural awareness training, and effective diversity practices.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
Strategic alliances allow companies to achieve goals that single organizations cannot accomplish alone. They involve cooperative relationships between independent organizations to mutually benefit as long as it is economically viable. Alliances can help companies reduce costs, gain access to new technologies and markets, and improve research efforts. However, they also come with coordination challenges and less profitability than mergers. The document outlines the meaning, need, stages of formation, types, advantages, disadvantages and failure reasons for strategic alliances between organizations.
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Forces for change - Organizational Change and Development - Manu Melwin Joymanumelwin
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
Organizational culture is defined as the shared values, beliefs, and norms that are developed in an organization. It is the soul of an organization that provides direction, identity, and cohesion. There are several models for describing organizational culture types such as power versus role versus task cultures, and control versus compete versus collaborate versus create cultures. Developing and sustaining culture involves establishing shared values and assumptions, creating a vision and mission, socializing new employees, and actions from top management to reinforce the culture. Organizational culture impacts objectives, work ethics, motivation, processes, performance, and provides a sense of identity and commitment. Maintaining, reinforcing, and managing changes to culture are important ongoing issues.
A brief presentation done by Umesh, Raksha and Baoping. Presentation is about National and Organisational Culture based in works done by Hoftede and other scholars.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
The document discusses various approaches to training including experiential learning, laboratory approaches, and systematic approaches. It describes Kolb's experiential learning theory and the experiential learning cycle. It also outlines the key steps in a systematic approach to training including needs assessment, objective setting, design, implementation, and evaluation. Training approaches should consider factors like gender, culture, ability and sexuality to ensure inclusiveness.
The document discusses knowledge management (KM) in project-based organizations. It defines KM and describes common KM practices like communities, expertise directories, and lessons learned sessions. KM aims to improve performance by learning from successes and mistakes and creating new knowledge. However, collaboration is required and knowledge cannot be directly managed. The document also notes that projects are unique, novel, transient, and tightly scheduled, posing challenges for KM. Different types of projects require different KM approaches to address their specific risks and goals.
ROLE OF STRATEGIC DIRECTION IN ORGANIZATIONAL DESIGNVIJAYGURUMOORTHI
Strategies provide an essential framework that guides organizational design and resource allocation. They define the business scope, focus activities, and clarify objectives to increase effectiveness. When strategies are developed carefully and understood by managers, they predetermine operational decisions and ensure resources are deployed where they can be best utilized. This consistency and strategic direction allows the organization to achieve its objectives within given constraints. Strategies also improve satisfaction and performance by reducing role ambiguity and clearly prescribing roles and responsibilities. An organization with a formal strategic management process in place will see benefits like greater effectiveness, stability, and alignment both internally and with the external environment.
The document discusses the psychological contract of knowledge sharing in technological organizations. It argues that knowledge sharing is a natural act for both animals and humans, as sharing knowledge provides collective benefits. However, four levels of restraining forces can inhibit knowledge sharing in organizations: social, technological, organizational, and personal. At the personal level, barriers include ignorance of one's own knowledge and lack of reflection. To overcome these barriers and encourage more natural knowledge sharing, the document recommends clarifying mutual obligations, ownership of knowledge, and learning duties in the psychological contract between employees and the organization.
1) The document discusses the importance of teamwork and knowledge management in education. It advocates for using teams to improve quality, with teams made up of both academic and non-academic staff.
2) Effective teams need clear goals and plans, as well as the appropriate tools to solve problems. Good communication is also important for team success.
3) The document outlines two types of knowledge: explicit knowledge which is easier to codify and tacit knowledge which is more personal and difficult to articulate. Knowledge management aims to harness both types of knowledge to benefit the organization.
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
What are the determinants of culture In terms of Hofstede model analyses how ...Sohag Jafrul
Wal-Mart faced challenges expanding into international markets due to cultural differences. In Mexico, Wal-Mart was able to adapt practices like selling in small quantities and hiring local managers, allowing it to succeed. However, in South Korea and Germany, consumers preferred higher quality goods and were not attracted to Wal-Mart's discount strategy, resulting in losses. In China, Wal-Mart adapted further by providing fresh food and killing animals on site, aligning with Chinese preferences. While culture can change through business influence over time, companies must respect local cultures to avoid ethnocentric behavior and achieve long term success abroad.
This document discusses Hofstede's five cultural dimensions model. It defines each dimension: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation. For each dimension, it provides an explanation of what a high or low rating means. While Hofstede's model is widely cited, it has also received some criticism for being based on older data and oversimplifying cultural values. Understanding these cultural dimensions can help with intercultural understanding and communication.
The document discusses knowledge transfer and sharing through social networks and communities. It describes how knowledge resides in communities in the form of social capital. Key aspects that enable knowledge sharing include connecting people to solve problems, develop capabilities, improve work practices, and share new information in their fields. Effective knowledge transfer requires a shared background and language. Organizational culture also plays a role, and different cultures can either enable or inhibit knowledge sharing depending on their level of sociability and solidarity. A knowledge-sharing culture is optimal where sharing knowledge is encouraged and rewarded.
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
Intro to HRM Lecture 10 - Challenges in Organizational DevelopmentAllen Grabo
This document discusses organizational development and challenges related to diversity and inclusion. It provides an overview of Lewin's model of change which outlines three stages: unfreezing, moving/changing, and refreezing. Schein's expanded model of the three stages is also described. Implementation theory focuses on specific intervention strategies like human process-based changes and techno-structural changes. The document discusses challenges like diversity, discrimination, and the glass ceiling which can limit advancement for women and minorities. It emphasizes the importance of inclusion, cultural awareness training, and effective diversity practices.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
Strategic alliances allow companies to achieve goals that single organizations cannot accomplish alone. They involve cooperative relationships between independent organizations to mutually benefit as long as it is economically viable. Alliances can help companies reduce costs, gain access to new technologies and markets, and improve research efforts. However, they also come with coordination challenges and less profitability than mergers. The document outlines the meaning, need, stages of formation, types, advantages, disadvantages and failure reasons for strategic alliances between organizations.
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Forces for change - Organizational Change and Development - Manu Melwin Joymanumelwin
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
Organizational culture is defined as the shared values, beliefs, and norms that are developed in an organization. It is the soul of an organization that provides direction, identity, and cohesion. There are several models for describing organizational culture types such as power versus role versus task cultures, and control versus compete versus collaborate versus create cultures. Developing and sustaining culture involves establishing shared values and assumptions, creating a vision and mission, socializing new employees, and actions from top management to reinforce the culture. Organizational culture impacts objectives, work ethics, motivation, processes, performance, and provides a sense of identity and commitment. Maintaining, reinforcing, and managing changes to culture are important ongoing issues.
A brief presentation done by Umesh, Raksha and Baoping. Presentation is about National and Organisational Culture based in works done by Hoftede and other scholars.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
The document discusses various approaches to training including experiential learning, laboratory approaches, and systematic approaches. It describes Kolb's experiential learning theory and the experiential learning cycle. It also outlines the key steps in a systematic approach to training including needs assessment, objective setting, design, implementation, and evaluation. Training approaches should consider factors like gender, culture, ability and sexuality to ensure inclusiveness.
The document discusses knowledge management (KM) in project-based organizations. It defines KM and describes common KM practices like communities, expertise directories, and lessons learned sessions. KM aims to improve performance by learning from successes and mistakes and creating new knowledge. However, collaboration is required and knowledge cannot be directly managed. The document also notes that projects are unique, novel, transient, and tightly scheduled, posing challenges for KM. Different types of projects require different KM approaches to address their specific risks and goals.
ROLE OF STRATEGIC DIRECTION IN ORGANIZATIONAL DESIGNVIJAYGURUMOORTHI
Strategies provide an essential framework that guides organizational design and resource allocation. They define the business scope, focus activities, and clarify objectives to increase effectiveness. When strategies are developed carefully and understood by managers, they predetermine operational decisions and ensure resources are deployed where they can be best utilized. This consistency and strategic direction allows the organization to achieve its objectives within given constraints. Strategies also improve satisfaction and performance by reducing role ambiguity and clearly prescribing roles and responsibilities. An organization with a formal strategic management process in place will see benefits like greater effectiveness, stability, and alignment both internally and with the external environment.
The document discusses the psychological contract of knowledge sharing in technological organizations. It argues that knowledge sharing is a natural act for both animals and humans, as sharing knowledge provides collective benefits. However, four levels of restraining forces can inhibit knowledge sharing in organizations: social, technological, organizational, and personal. At the personal level, barriers include ignorance of one's own knowledge and lack of reflection. To overcome these barriers and encourage more natural knowledge sharing, the document recommends clarifying mutual obligations, ownership of knowledge, and learning duties in the psychological contract between employees and the organization.
1) The document discusses the importance of teamwork and knowledge management in education. It advocates for using teams to improve quality, with teams made up of both academic and non-academic staff.
2) Effective teams need clear goals and plans, as well as the appropriate tools to solve problems. Good communication is also important for team success.
3) The document outlines two types of knowledge: explicit knowledge which is easier to codify and tacit knowledge which is more personal and difficult to articulate. Knowledge management aims to harness both types of knowledge to benefit the organization.
“The concept of knowledge sharing is important because it helps individuals and businesses be more agile and adaptable in the face of change and helps ensure continued growth and survival.”
- Seta A. Wicaksana, 2021
The document discusses the location and types of knowledge. It identifies five locations where knowledge can exist: individual, groups/communities, structural, organizational, and extra-organizational. Organizational knowledge resides within individuals, groups, and at the organizational level. The document also examines organizational memory and the different repositories where knowledge can be stored, including individuals, culture, transformations, structures, and external activities. Finally, it defines knowledge work and knowledge workers, and identifies the key characteristics and skill sets required of knowledge workers, such as communication skills, analytical skills, and the ability to locate, gather, analyze and organize information.
The document discusses navigating generational differences in organizations. It defines the organizational generation gap as differing experiences and value systems between generations. Four generations currently in the workforce - Traditional, Baby Boomer, Generation X, and Millennial - each have defining experiences that shaped their values. These differences in values can lead to challenges, but understanding generational stereotypes, focusing on realities over perceptions, improving communication skills, and leading change with self-awareness can help bridge gaps between generations in the workplace.
Cultural intelligence (CQ) is the ability to work effectively in different cultural contexts. It has become increasingly important for organizations as workforces have become more diverse in terms of skills, education, generations, and cultural values. CQ involves understanding how one's own cultural values influence behavior and adapting one's communication style, leadership approach, and other behaviors to different cultural contexts. It can be developed through self-awareness, cultural training, coaching, and continuous learning from intercultural interactions. Organizations can build CQ by hiring people with growth mindsets open to diversity, providing CQ training and coaching, and fostering ongoing reflection on intercultural experiences.
Knowledge management involves capturing, organizing, and sharing the right knowledge to the right people. There are several dimensions to implementing knowledge management, including organizational processes and culture, leadership and strategy, and technology. Knowledge exists in various forms, including explicit knowledge that is codified in documents, tacit knowledge that is experience-based and difficult to codify, and embedded knowledge that exists in organizational routines and processes. Proper definitions of data, information, and knowledge are important for understanding knowledge management, where data are discrete facts, information provides context, and knowledge incorporates experience and expertise.
The document discusses concepts related to knowledge and quality management in education. It defines explicit and tacit knowledge. Explicit knowledge refers to formal and codified knowledge that can be easily shared, while tacit knowledge is more personal and difficult to formally express. The document also discusses the importance of communities of knowledge for sharing expertise, and tools like brainstorming and affinity networks that can be used to manage knowledge in educational organizations.
KM - Management in the knowledge era - meeting with HR program - march 2010Yigal Chamish
The document discusses knowledge management and organizational learning. It defines knowledge management as comprising strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Effective knowledge management is achieved through managing human intuition and experience, as well as information, processes, technology, training and mentoring. Knowledge management requires an organizational culture that supports sharing, along with core processes and infrastructures.
1) The first video showed a group meeting that lacked structure and focus, with multiple side conversations happening. This caused the meeting to be ineffective and inefficient with no clear outcomes.
2) The second video portrayed a group that struggled to reach consensus on a decision due to some members dominating the conversation while others remained silent. This hindered full participation and compromise.
3) The final video demonstrated a well-run meeting with assigned roles, active listening, and compromise from all members. This allowed the group to have a productive discussion, make a decision, and feel good about their work.
Knowledge transfer a basis for competitive advantage in organisationsAnup Mohan
This document discusses knowledge transfer in organizations. It defines knowledge transfer as the process through which the experience of one organizational unit affects another. Effective knowledge transfer is important for competitive advantage. However, knowledge transfer faces challenges as knowledge resides across an organization in various repositories. The document outlines several key aspects of knowledge transfer, including types of knowledge, steps to influence effective transfer, fundamental dimensions of transfer as generation, diffusion and absorption, and problems associated with transferring organizational knowledge.
Adapting to Generational Change in the WorkplaceTJ Baloga
“Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
– George Orwell
“There is a problem in the workplace, a problem of values, ambitions, views, mind sets, demographics, and generations in conflict. The workplace we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce the world has known” (Zemke, Raines, & Filipczak, 2013, p. 11). At no time in our history have so many and such different generations with such diversity been asked to work together shoulder to shoulder, side-by-side, cubicle-to-cubicle.
Though today it is not unusual for all of the 4 major generations to be working side by side. Each generation has different views on work ethic, and loyalty to the organization and its culture. Understanding the culture of an organization is a very important aspect in the continuity of leadership. Generational differences equate to differences in workplace characteristics and values of employees. Through experience and research, a key element in leading an organization is to understand and accept the values and beliefs of different generational gaps that make up today’s workplace. Not only is this key as a leader, but also it is crucial to the success of the organization. This research is intended to examine the four generations in the workplace, and research different management styles to be an effective leader in an ever-changing environment.
This chapter takes a unique approach to ethics. Rather than cover traditional ethical theories from academic fields like philosophy or epistemology, it breaks ethics down to two frameworks of content and context. Weaving leadership theories throughout the chapter, it provides some basic activities for self-development towards congruence. Major challenges in conventional business practices such as behaviorism, scarcity, and competition often form the root of many judgments which are ethically challenged. While the chapter provides historical foundations of management practices that creates ample problems in the currently workplace environments, it also offers ethical practices within an organizational context with multiplicity as its foundation.
Knowledge Management & Organizational Learningaparlogean
Andrew O. Parlogean explores combining knowledge management and organizational learning to efficiently transfer knowledge within an organization. By capturing both tacit and explicit knowledge from best practices using technologies like monitoring, simulation and virtual reality, the combined approach aims to train employees experientially in a low-risk environment, delivering applicable skills much faster than traditional learning methods alone. The goal is to leverage existing collective knowledge within a company and disseminate it throughout the workforce in an accelerated manner.
This document provides a comprehensive overview of knowledge management. It begins by defining knowledge management as getting the right knowledge to the right person at the right time. It then discusses defining key terms like data, information, and knowledge. It also covers different types of knowledge like explicit and tacit knowledge. The document outlines factors important for a knowledge management strategy like organizational culture and processes. It also examines knowledge management models, processes, tools, and failure factors. The goal is to give both students and practitioners an understanding of knowledge management theories, frameworks and best practices.