The document outlines the key roles and responsibilities of knowledge management professionals. It discusses the skills required for various KM roles like the Chief Knowledge Officer who heads the KM team and is responsible for developing the KM strategy and managing KM operations. Other roles include knowledge managers, navigators, and synthesizers. The document also examines the attributes and competencies needed for KM professionals, such as finding, evaluating, and applying knowledge. Senior management roles in KM include the Chief Learning Officer who focuses on organizational learning and transformation.
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Knowledge Management basics; an introduction, covering definitions of knowledge and knowledge management, the three enablers of people, process and technology, the two routes of connect and collect, and the two motivators of push and pull. From http://www.knoco.com
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Knowledge Management basics; an introduction, covering definitions of knowledge and knowledge management, the three enablers of people, process and technology, the two routes of connect and collect, and the two motivators of push and pull. From http://www.knoco.com
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Explain growth and importance of databases
Name limitations of conventional file processing
Identify five categories of databases
Explain advantages of databases
Identify costs and risks of databases
List components of database environment
Describe evolution of database systems
GI Net 13 - Journey of Telkom CorpU | Telkom IndonesiaHora Tjitra
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Mr. Tonda Priyanto, Senior GM of Telkom Corporate University
Dokumen ini adalah opini dari APK Foundation yang disampaikan oleh Aulia Prima Kurniawan saat Workshop Implementasi Kurikulum 2013 di Universitas Negeri Jakarta (UNJ), 4 September 2013 lalu.
Knowledge Management Australia 2015: The Discovery and Re-Discovery of Knowledge
4-6 August 2015, Rydges Melbourne
Two-day Connected Congress and Six Post-Forum Workshops
http://www.kmaustralia.com
The New Face of Knowledge Management
Leaders for KM Australia 2015
Cirque De Soleil - Canada
Bill and Vieve Gore School of Business,
Westminister College – USA
Bill Kaplan, Founder and Principal,
Working KnowledgeCSP LLC – USA
Department of Economic Development, Jobs,
Transport and Resources
Birchip Cropping Group
Intelligent Answers
Innosis
University of Southern Queensland
Karingal
Australian Securities & Investment Commission
Institute of Public Administration Australia
ANZ Bank
Social Media Navigator
Microsoft
State Trustees
Woods Bagot
University of Melbourne
JLT Australia
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
Project Academies - how to set up and gain valueDonnie MacNicol
Article published in Project Journal September 2015 covering:
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International Knowledge Management & Innovation LeadershipTimothy Wooi
Course Outline
1. Introduction to Knowledge Management (KM)
-Types of Knowledge
-Classification of Knowledge
2. How does KM contribute to Schools
-Intellectual Capital
3. Innovation in KM
-The Nonaka and Takeuchi Model
-The SECI Model and Japanese Lesson Study
4. Four modes of Knowledge Conversion.
-socialization, -externalization, -combination, -internalization
5. Innovation Leadership strategy in KM and Q&A Workshop.
Goal& purposes
To review essential concepts and practices of Knowledge Management (KM) and explore the feasibility of applying KM to school education to;
-address the nature of knowledge and KM in applying The Nonaka and Takeuchi’s Knowledge Conversion in schools to manage knowledge
-to practice Innovation Leadership in KM to address school culture, knowledge strategies & processes, staff competencies and IT.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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!
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
2. OBJECTIVES
1.List the key KM skills required
2.Describe different role & responsibilities of KM Team
3.Describe the development of CIO – CKO – CLO
4.Identify the different type of KM employers
5.Analyze the critical cognitive & attitudinal attribute that KM professional should posses
6.Understand the ethical issue in KM situation and their principles
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3. Organization needs to define
different types of KM professionals
the types of skills, attributes, and background they should possess.
They need to have and/or develop a list of cognitive, affective, psychomotor skills, and required competency levels for each skill.
INTRODUCTION
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4. These key skills for KM personnel:
An understanding of the KM concept—the philosophy and theory,
Awareness of the experience of other organizations in developing KM solutions and approaches
Understanding of, and the ability to identify, the business value of KM activities to the organization
Appreciation of the range of activities, initiatives, and labels employed to create an environment in which knowledge is effectively created, shared, and used to increase competitive advantage and customer satisfaction
INTRODUCTION
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5. KM Person should possess these skills :
Time management (using time & energy to acquiring knowledge)
Knowledge (mastering how to find information quickly & precisely)
Various learning techniques to absorb key knowledge and learning quickly
Effective skills of advocacy and inquiry to present knowledge to, and gather knowledge from, others
Informal networking skills (build influence to gain access to people with knowledge)
Resource investigation skills
Effective IT skills (recording and disseminating information)
INTRODUCTION
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6. Cooperative problem solving.
Open dialogue skills, interpersonal
Flexible & willing to try new things and take educated risks.
Learning from mistakes, risks taking, opportunities, & successes.
INTRODUCTION
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7. The KM team’s skill requirements can be built up from the set of critical skills or core competencies, such as
Ability to learn,
Autonomous,
Wait to be told,
Collaborative team player,
Sees the big picture,
Makes connections,
Learns from mistakes,
Ability to think and do, with a focus on outcome,
Appreciation of information management techniques.
INTRODUCTION
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8. A KM dream team would possess the skills of
Communication,
Leadership,
Expertise in KM methodology/processes/tools,
Negotiation and strategic planning,
Know the organization,
Remain connected to the top,
Adopt a systems view,
Intuitive risk taker
INTRODUCTION
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9. KM skills by Goade (read p 286);
Retrieving information.
Evaluating/assessing information.
Organizing information.
Analyzing information.
Presenting information.
Securing information.
Collaborating around information
INTRODUCTION
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10. Senior and middle management roles—Chief Knowledge Officer, Knowledge Manager.
Knowledge leaders, also referred to as KM champions, who are responsible for promoting KM within the organization.
Knowledge managers, responsible for the acquisition and management of internal and external knowledge.
Knowledge navigators, responsible for knowing where knowledge can be located, also called knowledge brokers.
MAJOR CATEGORY of KM ROLES
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11. Knowledge synthesizers (knowledge stewards), facilitating the recording of significant knowledge to organizational memory.
Content editors/managers, codifying & structuring content, roles involving capturing & documenting knowledge- researchers, writers, editors.
Web developers, electronic publishers, intranet managers,
Learning-oriented roles (trainers, facilitators, mentors, & coaches, developing information & knowledge skills)
MAJOR CATEGORY of KM ROLES
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12. Human resources roles (developing programs & processes that encourage knowledge-oriented cultures & behaviors)
Knowledge publishers, internal publishing functions thru intranet. Known as Webmasters, knowledge architects, and knowledge editors.
Coaches & mentors, assisting individuals throughout the business unit or practice to develop and learn KM activities & disciplines.
Help desk activities, including the delivery of KM & information related to training, also called KSO (Knowledge Support Office
MAJOR CATEGORY of KM ROLES
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13. KM professionals require a multidisciplinary skill consists of such competencies as ;
Finding, appraising and using knowledge,
Reformulating questions,
Navigating through content,
Evaluating the relevance of content,
Filtering out what is not needed,
Synthesizing from diverse sources in order to apply the knowledge (e.g., to make a decision)
Contribute to the recording of such valuable experiences to organizational memory systems.
MAJOR CATEGORY of KM ROLES
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14. CKO / CLO heads the KM team.
Their responsibility are ;
Formulating knowledge management strategy.
Handling knowledge management operations.
Influencing change in the organization.
Managing knowledge management staff.
SENIOR MANAGEMENT ROLES
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15. What KM executive must do ;
Decide how information evaluated, created, processed, inventoried, retrieved, and archived
Identify critical knowledge needed within a company and any knowledge gaps that need to be addressed
Build good relationship
MAJOR CATEGORY of KM ROLES
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16. Chief Knowledge Officer
Senior executive who is responsible for ensuring that an organization maximizes the value it achieves through one of its most important assets—knowledge.
Contribute for ;
•Maximize Returns on KM investment (people, processes, and intellectual capital).
•Exploit intangible assets (know-how, patents, customer relationships).
•Repeat successes & share best practices.
•Improve innovation & the commercialization of ideas.
•Avoid knowledge loss & leakage
MAJOR CATEGORY of KM ROLES
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17. Because of the power associated with expertise, employees may be reluctant to share their knowledge and skill. CKO must function as ;
•Promotor of culture that encouraged knowledge sharing
•Agent of change
•Creat environment that make easier to build communication network
Create environment to ease the building of the communication network
Works with formal & informal communication network
Support communities of practise
MAJOR CATEGORY of KM ROLES
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18. Design ways for worker to present & receive knowledge
Responsible for developing & maintaining information infrastructure
MAJOR CATEGORY of KM ROLES
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19. The responsibilities of KM executive is to convert the KM strategy into specific KM initiatives that help achieve organizational business goals
Four categories of KM initiative ;
Promoting the importance of knowledge sharing.
Creating a technical infrastructure to facilitate sharing.
Promoting a cultural climate that rewards knowledge-sharing behaviors.
Measuring the value of knowledge and KM practices to the organization.
MAJOR CATEGORY of KM ROLES
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20. Chief Learning Officer
Created to leverage knowledge into tangible business benefit
Design to leverage learning thru organization culture,
Define what type of knowledge to emphasize and technology to use
Committed to the strategic integration of organizational & individual learning
Change mindset from training to continuous learning
Using wide variety of delivery method
Focus on organizational learning and the transformation to learning organization
MAJOR CATEGORY of KM ROLES
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21. Chief Learning Officer
strong backgrounds in learning strategies and a strong orientation toward setting and reaching business goals
CLOs are committed to the strategic integration of organizational and individual learning at all levels and across all functional silos
MAJOR CATEGORY of KM ROLES
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22. Chief Learning Officer
Work with the ―know-how‖ of knowledge.
Integrate thinking and acting,
Create an environment that fosters knowledge sharing informally.
MAJOR CATEGORY of KM ROLES
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23. Chief Learning Officer Initiatives ;
Cultural transformation
•Assisting the development & communication of a new vision & strategy for the organization
•Tending to the cultural transformation to support the new corporate direction
Culture maintenance
•Support marketplace strategy & address deficiency in skills
Contemporary initiatives
•In-depth knowledge of the industry& familiar with all function in the organization
MAJOR CATEGORY of KM ROLES
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24. Summarize of the KM roles in the organization can be found at p. 294-295
MAJOR CATEGORY of KM ROLES
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25. Kelok 9, Padang Sumatera Barat, 2013
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26. Ethics establishes a framework for making decisions based on values and for determining what is right and wrong
Ethical code for a profession is a system of standards to which those in the field agree to conform
Professionals in formal leadership roles have a responsibility to model the highest possible standards for those whom they manage
ETHICS of KM
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27. Managing ethics involve process ;
Prevention, using codes of conduct and standard operating practices and providing landmarks, fences, and DMZs
Detection, using automated systems to enforce and monitor ethical compliance and to verify appropriate use of company assets.
Reporting, employees able to report unethical behaviors (―whistleblowers‖) without suffering any retaliation.
Investigation, requires outside assistance in order to be thorough, fair, and neutral
ETHICS of KM
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28. DRESSED 4 SUCCESS
Conduct a brief review after every class.
Complete the assigment on time.
Prepare and conduct the presentation seriously
Pay full attention about what the class discussed
Make notes to help understand the lecture.
Read & understand the main references/books
Look for the other lecture materials from other class
Keep 100% attendance
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