The document discusses organizational knowledge and its management according to ISO 9001:2015. It explains that organizational knowledge involves identifying, maintaining, reviewing, and gaining knowledge needed to implement processes and ensure product/service conformity. It also discusses knowledge triangles, data, information, analysis, and the progression from knowledge to wisdom. The role of leadership and different types of knowledge are explained as important to effectively managing organizational knowledge.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Performance Management White Paper by Hedda Bird (3C)Hedda Bird
A performance management white paper that enables you transform how you manage performance and ensure that strategy becomes action on the front line. Fully referenced with the best in class research alongside leading edge thinking. Also introduces the Performance Management Canvas as a completely different approach as a fresh approach to re-thinking the purpose and practice of managing performance in organisations large and small.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Training Slides of Competency Approach to Human Resource Management, discussing the importance of Human Resource Management.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Ein 360 Grad Feedback Group Report verdichtet Einzelreports einer zuvor definierten Gruppe und interpretiert die Ergebnisse aus einer Metaperspektive sowie im Hinblick auf die organisationale Perspektive. Die Einzelaussagen über einen Feedbackteilnehmer werden enger mit der Team- und Organisationsperspektive vernetzt. Dadurch wird das 360 Grad Feedback gezielt für die Personal- und Organisationsentwicklung genutzt.
The essential guide to organizational designOrgvue
Organizational design is rapidly growing in prominence. In a world derailed by geopolitics, economic uncertainty and changing consumer behaviour, organizations have to find ways to adapt quickly.
This guide will show you how to get a practical handle on this core discipline, so you can take your business to a position of strength.
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
How do you know if your business is getting the right people, doing the right things, at the right time, in the right numbers and with the right skills?
In this guide, we’ll look at how to align your workforce needs with strategic objectives and make informed, data-driven decisions to manage your valuable human capital.
This was my humble submission for the course in post graduate diploma in business administration. Hopefully, it helps you to know innovative management practices being followed around.
If I have overlooked some of innovative management practices, please let me know in comments below.
OrganizationalTransformationPaving the Way for Tomorrowpepper3126
Every organizational culture has a profile that represents their fundamental traits and attributes, changing any of these attributes means the culture must also change or be altered
Performance Management White Paper by Hedda Bird (3C)Hedda Bird
A performance management white paper that enables you transform how you manage performance and ensure that strategy becomes action on the front line. Fully referenced with the best in class research alongside leading edge thinking. Also introduces the Performance Management Canvas as a completely different approach as a fresh approach to re-thinking the purpose and practice of managing performance in organisations large and small.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Training Slides of Competency Approach to Human Resource Management, discussing the importance of Human Resource Management.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Ein 360 Grad Feedback Group Report verdichtet Einzelreports einer zuvor definierten Gruppe und interpretiert die Ergebnisse aus einer Metaperspektive sowie im Hinblick auf die organisationale Perspektive. Die Einzelaussagen über einen Feedbackteilnehmer werden enger mit der Team- und Organisationsperspektive vernetzt. Dadurch wird das 360 Grad Feedback gezielt für die Personal- und Organisationsentwicklung genutzt.
The essential guide to organizational designOrgvue
Organizational design is rapidly growing in prominence. In a world derailed by geopolitics, economic uncertainty and changing consumer behaviour, organizations have to find ways to adapt quickly.
This guide will show you how to get a practical handle on this core discipline, so you can take your business to a position of strength.
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
How do you know if your business is getting the right people, doing the right things, at the right time, in the right numbers and with the right skills?
In this guide, we’ll look at how to align your workforce needs with strategic objectives and make informed, data-driven decisions to manage your valuable human capital.
This was my humble submission for the course in post graduate diploma in business administration. Hopefully, it helps you to know innovative management practices being followed around.
If I have overlooked some of innovative management practices, please let me know in comments below.
OrganizationalTransformationPaving the Way for Tomorrowpepper3126
Every organizational culture has a profile that represents their fundamental traits and attributes, changing any of these attributes means the culture must also change or be altered
Choose an organization according to the following • Curre.docxchristinemaritza
Choose an organization according to the following:
• Current employer
• Most recent or former employer
• Place of business that you have patronized or have been familiar with over a long period of
time.
o Avoid choosing an organization that is so large that historical data would be difficult
to apply. Firms in the Russell 2000® index may fit well, whereas firms in the Dow 30
Industrial index probably do not.
• The organization can be a start-up that you or a significant other may create in the future.
For a start-up, focus on an entrepreneurial idea that is of substantive interest, so this project
leaves you with a product you may leverage in the future.
Write a 1,050-word paper in which you address the following:
• Identify the major components of the strategic management process.
• Discuss how these components work together to create value for the organization.
• Evaluate the company's mission statement, vision statement, motivation strategy, innovation
strategy, and people strategy. If the organization does not have one or more of these, how
does that affect the organization and its people?
• Explain the role of ethics and corporate social responsibility in strategic planning. How does
this direct their strategy? How does the organization's vison and mission align with your own
values and vision? If you are currently working for the organization, how does your role
influence this and vice versa?
The Training Process Model
This book will take you through the complete training process as it would be conducted under ideal conditions. Unfortunately, most organizations do not operate in ideal conditions. Insufficient financial resources, time, and training professionals represent just a few of the challenges faced by most companies. Recognizing these limitations, we also provide variations to training practices and systems that, although not ideal, do a reasonable job of accomplishing training objectives . Of course, these shortcuts exact a price, and we identify the major consequences associated with these shortcuts. Thus, we try to provide both “ideal” and more practical approaches to implementing the training processes. Nonetheless, even in less-than-ideal conditions, all of the training processes are critical to the success of training. Although less-than-ideal methods may be used to carry out the training processes, elimination of one or more of the processes places the entire effort at grave risk.
Effective training is not just running a lot of people through a lot of training programs. To view training this way is shortsighted. Instead, training should be viewed as a set of integrated
1-1Training in ActionTeam Building Sizzles, then Fizzles
The director of a city utilities department felt that creating employee problem-solving teams would improve the quality of operations and the efficiency of the department. All employees were provided the opportunity to participate in team-building and problem ...
Organizational Readiness for an Enterprise TaxonomyGary Carlson
Enterprise taxonomies cross organizational, system, and distribution boundaries. Crossing these boundaries presents real challenges to the taxonomist. Any omni-channel strategy or comprehensive portal project will need to address these challenges. Unfortunately, creating and managing the taxonomy itself is usually the least of the problems. Resourcing, organizational alignment, internal politics, and technology all impact the success of a taxonomy project. Identifying the risks and the organizational readiness for a taxonomy project can be a huge factor in the project success. Using real-world examples, this presentation highlights the types of problems that can torpedo a project and provides remedies that companies have used to make the taxonomy project (or more specifically, the omni-channel experience or intranet project) successful.
Exit interviews provide feedback on why employees leave, what they liked about their job, and where the organization needs improvement. They are most effective when data is compiled and tracked over time. The concept has been revisited as a tool to capture knowledge from leavers. Exit interviews can be a win-win situation: the organization retains a portion of the leaver's knowledge and shares it; the departing employee articulates unique contributions and leaves a mark.
Personnel management: Job Analysis, Job description, Induction and training P...Roshan Kumar Patel
Brief details of Job Analysis method, job description, flow chart of job recruitment process in view of an organisation and an applicant as well as various induction and training programmes
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2. Upon
completion
of this
module, you
will be able
to:
Compare Compare what has changed from previous version i.e. ISO 9001:2008 to new version ISO
9001:2015 regarding management reviews
Explain Explain how management reviews can be made effective in an organization
List List the new inputs of management reviews
Discuss
Discuss how top management should be involved in Management System through
Management reviews
Explain Explain how internal auditors can audit the new requirements of the ISO 9001:2015
Discuss Discuss how companies check their management system through internal audits
Explain Explain how organizational knowledge can be preserved
Recognize Recognize the importance of managing organizational knowledge
3. Organization
Knowledge
The latest ISO 9001:2015 standard institutes the concept of “knowledge.”
As knowledge was not required by the former ISO 9001 standard, the concept of
this topic and the method to it are newly introduced in the standard. ISO
9001:2015 explicates obligations for managing organizational knowledge in
the following four phases, which are similar to the PDCA cycle:
Identify the knowledge which is mandatory for the implementation of processes
and for acquiring conformity of products and services
Keep knowledge and make it accessible to the level needed.
Be thoughtful of the present organizational knowledge and measure it against
contemporary requirements and trends.
Gain the required knowledge.
5. Data
Data can be understood as “unordered facts and figures."
The fundamental part of information in an enterprise is in the
shape of data. Organizations gather, assesses and analyses this
data to recognize patterns and trends.
Majority data thus gathered is linked with the main processes
of the organization.
Data are particulars and statistics which reinforce something
particular about a process, but data is not structured in any
terms and it gives no further vision concerning trend, forecast
and context, etc.
6. Information
Each data unit is a fragment of a process
transaction and does not give any
information until these fragments are
structured and ordered in concurrence
with other data units.
The collection of data into a meaningful
context gives information. For data to be
transformed to information, it must be
connected with its background,
grouped, formulated and compressed
where necessary.
Information therefore provides a larger
picture; it is data with applicability and
objective. It may transfer a behavior in
the environment or can refer a trend of
sales for a timeline.
Basically, information is revealed in
responses to questions that start with
words like what, who, when, where and
how much.
7. Analysis
The information collected in
the earlier phase provides
much depth. Analysis provides
more value by disconnecting or
reorganizing this information.
Simulations with systematic
and logical processing give
practitioners the capability to
evaluate information and
define process, trend, etc.
8. Knowledge & Wisdom
Knowledge is not identical to data, information or analysis. It is because knowledge can be generated from any source, or it can be
founded on previous knowledge utilizing logical inferences.
Knowledge is related to performance and relates how to do and comprehension of a reality. The knowledge owned by each person
is an output of one’s experience and relies on the scale by which a person examines new inputs from his environment.
Knowledge can be determined as “an abstract mix of perceived experience, principles, socio-economic and political context,
professional awareness, and the emotional elements."
All these elements give a surrounding and mechanism for assessing and adding new information and experiences. It initiates and is
developed in the intellect of the one who knows. In companies, knowledge is frequently built within organizational culture, norms,
routine activities along with its documentation.
Wisdom is the use of gathered knowledge to build an increased comprehension of the reality and to optimize business functions.
9. How can you record the knowledge of your organization?
Every organization has
significant knowledge that
makes them gain a lead in
the competition, but how
is this recorded within
your organization?
When this knowledge
resides with some
employees and is not
recorded, it is usually
known as “tribal
knowledge,” and if this
can be a strength, it can
be at risk of being
forgotten when these
personals leave the
company.
So, how can you simply
record the knowledge of
your organization? Here
are some ideas:
10. Work Instructions
OBVIOUSLY, THE BEST WAY TO RECORD THIS KNOWLEDGE
IS WITH THE HELP OF INSTRUCTIONS.
IF YOU HAVE A PROCESS THAT NEEDS TO BE DONE IN A
PARTICULAR WAY IN ORDER TO AVOID PROBLEMS, DO SO,
AND THEN THIS CAN BE DRAFTED EASILY FOR
COMPREHENSION OF NEW RECRUITS.
11. Checklists
• Obviously, the best way to record this knowledge is with the help of
instructions.
• If you have a process that needs to be done in a way in order to avoid
problems, do so, and then this can be drafted easily for
comprehension of new recruits.
12. Training Packages
• At times, key points of the process needs to be recorded, and having
this in a type of training package can be an excellent idea for
capturing the knowledge.
13. On-the-Job Training
• When the knowledge just can’t be explained in black and white, it can
be helpful to employ on-the-job training where a professional and
experienced person will convey the undocumented knowledge in an
organization to others.
14. Knowledge Database
SOME CONCEPTS OR THINGS ARE LEARNED DURING A
PROJECT.
THIS EXPERIENCE CAN BE CAPTURED BY CREATING A
REPORT THAT DISCUSSES THE SUCCESSES AND
FAILURES OF A PROJECT, WHICH CAN THEN BE
LOGGED IN A KNOWLEDGE DATABASE.
SUCH RECORDS WILL HELP IN COMPLETING SUCH
PROJECTS EFFECTIVELY.
15. Taking Advantage of the Recorded
Organizational Knowledge
• When organizational knowledge is recorded, one should take advantage of this resource,
particularly when bringing any changes.
• Implementing quality checklists and work instructions can be met with resistance, but if all
concerned personnel know how important this documentation is, implementation will be easier.
• Similarly, the training requirements should be implemented as soon as they have been produced.
Systems should be upgraded to incorporate the training for the implementation of work
instructions and quality checklists. This incorporation will ensure that when a new person is
recruited to the team, he/she will be provided with the most up-to-date training to start the job.
• The knowledge database is an exclusive idea in that it is a input mechanism into the design job, so
one needs to update the system of design process to make sure that design engineers are able to
take advantage from the lessons which have been incorporated into knowledge database to
ensure that no one bypasses learning or improvement that has been recognized and recorded.
• Personnel should learn to utilize this system so that they may gradually progress in their jobs.
16. "Where is the knowledge we have lost in
information?” - T. S. Eliot
Knowledge is often lost in information, especially when the given information is not analyzed
and applied during work.
Some organizations make use of data by ordering and converting such data forms into
information. Information provides insight about a process and the relation of data structures.
But when this information is only utilized for reports without taking appropriate actions on
processes based on this information, then a potential knowledge resource is lost.
Therefore knowledge is something beyond information that is applied to some process,
machinery, procedure, and gives a comprehensive understanding of a process subject.
17. An Important Resource!
Considering organizational knowledge as a powerful resource can speed an organization into
continual improvement, which can be crucial to the long-term success of an organization.
Frequently, organizations don’t understand what crucial knowledge they had until one key
employee moves out and systems do not work properly anymore.
This can be a costly method for learning the lesson that it is important to record and regulate
organizational knowledge.
To avoid this, enterprises should take advantage of the ISO 9001:2015 requirements and opt for
organizational knowledge recording by making it a strategic theme.
The organization will receive the benefits of doing so.
18. Types of Knowledge
• There are different types of organizational knowledge and these can be explained as:
• Tacit knowledge - Knowledge that cannot be expressed and communicated
• Implicit knowledge - Knowledge that can be expressed and communicated but it has
never been
• Explicit knowledge - Knowledge that is expressed and communicated, mostly recorded in
the structure of tables, text, relationship etc.
• Procedural knowledge - Knowledge expresses itself in the form of doing some process.
• Declarative knowledge - Knowledge that comprises of methods, descriptions and things,
and written procedures (declared and followed).
• Strategic knowledge - Knowing the time of doing something with the reason of doing it.
20. Business Knowledge and Resources: Structural
This knowledge is present in practices and culture of an organization. This
knowledge might be understood by most of the members of the company
or only by some.
For instance the knowledge of the army schedules may not be
acknowledged by the soldiers who carry out these schedules.
Sometimes, structural knowledge may be the reminder of organizational
history, else dis-remembered lessons, where the value of this knowledge
exists solely in the process itself.
21. Business Knowledge and Resources:
Community
This knowledge is found within communities but is not conveyed to the
remaining organization.
Companies normally comprise of different groups (normally casually formed)
which are associated with each other by usual practice.
These groups may have some common values, semantics, ways of doing work etc.
These communities are also a bank of learning and a source for implicit, tacit,
explicit, procedural knowledge.
22. Business Knowledge and Resources:
Personal
This is a type of
knowledge found within
an individual, it is mostly
tacit knowledge.
It can also be both implicit
and explicit, but it must
be personal in nature.
23. Organizational Memory vs What it is?
Organizational Memory
Traditional memory is related to a
person’s capability to obtain, retain,
and retrieve knowledge.
Within organizations, this concept is
stretched beyond the personal
traditional memory, and
organizational memory thus relates
to the organization’s capability to
obtain, retain and retrieve
knowledge through information,
analysis and proceedings.
What is Organizational Memory?
It is defined as the memory in which
all the types of repositories are set
in, where a company may collect
information.
This memory is comprised of the
various official records, along with
tacit and available knowledge in
people, companies’ culture, and
processes.
24. Stage for Processing Knowledge Through Organizational Memory
Knowledge Addition: Organizational memory comprises of the obtained information concerning historic judgement.
This information is not mainly warehoused in a central place, but instead it is divided across various storage units.
Each time a judgment is taken, and the concerns are assessed, new information is supplemented to the memory of the organization.
Knowledge Retention: Knowledge in an organization is retained in five different knowledge storage areas:
Personal: The memories of the person who remember organizational events, decisions, and issues faced in the past.
Shared Values of an Organization: The mode of communication and structures that are present in an organization and form the shared
values of an organization.
Developed Systems: The developed standard procedures and official methods that the organization uses.
These official methods imitate the company’s past experiences and are repositories for embedded knowledge.
25. The Role of Leadership
The role of a leader can never be underestimated in the development
and effective management of organizational knowledge.
Usually three leadership roles are identified as being important for the
effective management of organizational knowledge.
26. Leadership Roles: Lead Designer
This type of leader can be described as the designer of a ship rather than just being a
captain.
The key roles played by this leader include:
• To create a shared vision with the team having common values and purpose.
• To define the high-level policy, plans, and business structures that transform ideas
into effective decisions.
• To create beneficial learning methods; this will encourage the continual
improvement of the policies, plans, and business structures.
27. Leadership Roles: Lead Teacher
• The attributes of this type of leader include playing the role of trainer, a coach and a
counselor for competing with old ideas in an organization and correcting those old
shared perceptions that resist positive change and act as a barrier for organizational
success.
• This type of leader convinces the organization to change and breaks the shackles of
superficial hindrances.
28. Leadership Roles: Lead Steward
• This quality relates to the personality of a leader.
• The attitude the lead steward is one that does not benefit oneself but rather sees to the
overall well-being of the organization, business, and the long term good of the people.
• All these three attributes will help leaders to build the foundations of a system where
organizational knowledge is used in the most effective manner for the overall well-being
of the organization.