Discussed regarding the 4 organism in preserving the value of the Knowledge Management. The organism been used includes: 1- Mentoring, 2- Socialization 3- Tutoring 4- Continuous report

1. MHR1023: KNOWLEDGE MANAGEMENT

2. Introduction

3. Intersection about knowledge management and
the organizational barriers is the practical problem
of transferring knowledge from one part of the
organization to another part of the organization.
Knowledge transfer is more complex because
Proposed
knowledge resides in organizational members, tools,
empirical
tasks, and their sub-networks and much knowledge
method
in organizations is tacit or hard to articulate.
Condition:
The replacement more costly
Managers resigned and time-consuming
or accepted investment in what the manager
attractive knows, her/his experience, and
separation personal insight.
packages offered

4. Highlighted
Issues

5. Focused on managerial
knowledge
Knowledge Different from Knowledge is
acquired by the technical different from:
managers skills and
1- Technical
regarding the technical
skills
workings of knowledge of
the organizational 2- Technical
organization members. knowledge

6. Epistemetrics is concerned
with the balance between
what we know and what we
are willing and able to share
with others.
Based on the premise that all
knowledge is the result
clustering of sensorial inputs,
so that all knowledge is a
cognitive phenomenon
within the mind of individual

7. Socialization Tutoring
Organizational
mechanism for
preserve managerial
knowledge
Continuous
Mentoring
report

9. Newcomers
absorb lessons
from formal and
informal to
gather, and gain
more experienced
from team
Mixture of formal members Schooled in the
and informal
Do’s and Don’ts of
procedures and
firm culture
activities
Socialization

10. Organization must
Emphasis on direct recognize and diligently
relationships across work to stimulate the
the spectrum of
experience in the
life of the
Tutoring natural fear that
experienced managers
often feel when asked to
organization share their knowledge
with the up-and-coming

11. Mentoring
Engage in a
relationship that Variety of roles, Consider
endures such as teacher, possible
throughout their counsellor and conflicts of
tenure with the friend interest
organization

12. C
o
n Formulated outside the existing control
systems and expressly designed to
t benefit the participating managers
i
n
u
o 3 components:
u 1 - Report from lessons learned and
knowledge gained from visits,
s
conference and other meetings
attended by all managers.
r
2 – Asked to describe their experience
e
3 – Report and debriefing
p
o
r
t

13. Recommendation

14. Socialization Tutoring Mentoring Continuous report
• All division’s • Should not be • Shared by • Reporting and
executives an informal mentors debriefing are
should activity, but • Encourage combined
communication rather an parings of when a
among all integral part of mentors and manager’s
managers even the managers. tenure with the
with average organization’s organizational
level of trust in operations and comes to an
fellow procedures end
managers

15. Conclusion

16. Understand how
processes and people Know how to solve complex
work and behave problems within reasonable
amount of time and
reasonable amounts of
money
Managerial knowledge is
sharing and transfer from
Organization must distinguish
those who know and
between the technical aspects
those who don’t.
of knowledge system that are
related to efficiencies of
operations