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 | | knowledge management? (Answers: 3) |  Higher Education (University +) |  Knowledge Management:It is an initiative integrated approach to identifying, retrieving, sharing and evaluating business information assets, which includes:
database, documents, policies, procedures as well as tacit, explicit and individual experience workers in other word meaningfully structured accumulation of
information; information that is relevant, actionable, and based at least partially on experience.Tacit Knowledge:The tacit aspects of knowledge are those that
cannot be codified, but can only be transmitted via training or gained through personal experience. Tacit knowledge is not easily shared, "We know more than we can
tell." Tacit knowledge consists often of habits and culture that we do not recognize in ourselves. In the field of knowledge management the concept of tacit
knowledge refers to a knowledge which is only known an individual and that is difficult to communicate and articulated.Explicit Knowledge:Explicit Knowledge can be
formally articulated or encoded; can be more easily transferred or shared; is abstract and removed from direct experience . |
| | | knowledge management system? (Answers: 1) | | Other - Business & Finance |  benefits and limitations knowledge management system | Knowledge management presents many benefits for an organization. A few of the benefits of a KMS are listed below.More efficient question/problem handling Greater
access to knowledge Reduced training time Better maintenance of organizational knowledge Increased customer service levels Reduced resource requirements A Knowledge
Management System provides users greater access to knowledge. Just as important is the user's ability to capture and share knowledge of their own. This leads to
more efficient resolution of problems or questions, reduced training time for new employees, and better maintenance of organizational knowledge. All of which help
increase customer service levels and reduce the need for additional resources to manage the growing support demands that face most organizations. |
| | | can anyone help me with "knowledge management"? (Answers: 2) | | Higher Education (University +) | | knowledge management is related to HR i.e. human resource management and it is a new concept in India as well as outside.TCS practices knowledge management. | Knowledge Management (KM) refers to a range of practices used by organizations to identify, create, represent, and distribute knowledge for reuse, awareness and
learning across the organization.Knowledge Management programs are typically tied to organizational objectives and are intended to lead to the achievement of
specific business outcomes such as shared business intelligence, improved performance, competitive advantage, or higher levels of innovation.While knowledge transfer
(an aspect of Knowledge Management) has always existed in one form or another, for example through on-the-job discussions with peers, formally through
apprenticeship, through the maintenance of corporate libraries, through professional training and mentoring programmes, and — since the late twentieth century —
technologically through knowledge bases, expert systems, and other knowledge repositories, Knowledge Management programs attempt to explicitly evaluate and manage
the process of creation or identification, accumulation, and application of knowledge or intellectual capital across an organization.Knowledge Management, therefore,
attempts to bring under one set of practices various strands of thought and practice relating to: * intellectual capital and the knowledge worker in the knowledge
economy * the idea of the learning organization; * various enabling organizational practices such as Communities of Practice and corporate Yellow Page
directories for accessing key personnel and expertise; * various enabling technologies such as knowledge bases and expert systems, help desks, corporate intranets
and extranets, Content Management, wikis, and Document Management.While Knowledge Management programs are closely related to Organizational Learning initiatives,
Knowledge Management may be distinguished from Organizational Learning by its greater focus on the management of specific knowledge assets and development and
cultivation of the channels through which knowledge flows.The emergence of knowledge management has generated new organizational roles and responsibilities an early
example of which was the Chief Knowledge Officer. In recent years, Personal knowledge management (PKM) practice has arisen in which individuals apply KM practice to
themselves, their role in the organisation and their career development.Knowledge Management is a continually evolving discipline, with a wide range of contributions
and a wide range of views on what represents good practice in Knowledge Management.Approaches to knowledge managementThere is a broad range of thought on knowledge
management with no agreed definition current or likely. The approaches vary by author and school. For example, knowledge management may be viewed from each of the
following perspectives: * Techno-centric: Focus on technologies, ideally those that enhance knowledge sharing / growth, frequently any technology that does fancy
stuff with information. * Theoretical: Focus on the underlying concepts of knowledge and truth. * People view: Focus on bringing people together and helping
them exchange knowledge. * Process view: Focus on the processes of knowledge creation, transmission, transformation, and others. * Organizational: How does the
organization need to be designed to facilitate knowledge processes? Which organizations work best with what processes? * Ecological: seeing the interaction of
people, identity, knowledge and environmental factors as a complex adaptive system * Combinatory: Combining more than one of the above approaches where possible
without contradiction.In addition as the discipline is maturing we see an increasing presence of academic debates within epistemology emerging in both the theory and
practice of knowledge management. UK and Australian Standards Bodies have both produced documents which attempt to bound and scope the field but these have received
limited take up or awareness.[edit]Schools of thought in knowledge managementThere are a variety of different schools of thought in Knowledge Management. For example
the Intellectual Capital movement with Edvinsson and Stewart, a body of work derivative of information theory associated with Prusak and Davenport. Complexity
approaches associated with Snowden (see Cynefin). Narrative with Denning, Snowden, Boje and others. One school takes forward the ideas of Popper (McElroy &
Firestone). They are many and various and it would be invidious for an encyclopedia to list one without covering the others. Readers are commended to the reading
list[edit]Key concepts in knowledge management[edit]Tacit versus explicit knowledgeA key distinction made by the majority of knowledge management practitioners is
Nonaka's reformulation of Polanyi's distinction between tacit and explicit knowledge. The former is often subconscious, internalised, and the individual may or may
not be aware of what he or she knows and how he or she accomplishes particular results. At the opposite end of the spectrum is conscious or explicit knowledge -
knowledge that the individual holds explicitly and consciously in mental focus, and may communicate to others. In the popular form of the distinction tacit knowledge
is what is in our heads, and explicit knowledge is what we have codified.Nonaka and Takeuchi (1995) argued that a successful KM program needs to, on the one hand,
convert internalised tacit knowledge into explicit codified knowledge in order to share it, but also on the other hand for individuals and groups to internalise and
make personally meaningful codified knowledge once it is retrieved from the KM system.The focus upon codification and management of explicit knowledge has allowed
knowledge management practitioners to appropriate prior work in information management, leading to the frequent accusation that knowledge management is simply a
repackaged form of information management. (Eg Wilson, T.D. (2002) "The nonsense of 'knowledge management'" Information Research, 8(1), paper no. 144 [Available at
http://InformationR.net/ir/8-1/paper144.html]Critics have however argued that Nonaka and Takeuchi's distinction between tacit and explicit knowledge is
oversimplified, and even that the notion of explicit knowledge is self-contradictory.[1]A third kind of knowledge is embedded knowledge. Embedded knowledge is a
knowledge that is embedded in a physical object but not in an explicit way, that is, it requires other knowledge to be extracted. For example, the shape and
characteristics of an unknown device contain the key elements to understand how that device can be used.[edit]Knowledge capture stagesKnowledge may be accessed, or
captured, at three stages: before, during, or after knowledge-related activities.For example, individuals undertaking a new project for an organization might access
information resources to learn best practices and lessons learned for similar projects undertaken previously, access relevant information again during the project
implementation to seek advice on issues encountered, and access relevant information afterwards for advice on after-project actions and review activities. Knowledge
management practitioners offer systems, repositories, and corporate processes to encourage and formalize these activities.Similarly, knowledge may be captured and
recorded before the project implementation, for example as the project team learns information and lessons during the initial project analysis. Similarly, lessons
learned during the project operation may be recorded, and after-action reviews may lead to further insights and lessons being recorded for future access.[edit]Ad hoc
knowledge accessOne alternative strategy to encoding knowledge into and retrieving knowledge from a knowledge repository such as a database is for individuals to
instead access expert individuals on an ad hoc basis, as needed, with their knowledge requests. A key benefit of this strategy is that the response from the expert
individual is rich in content and contextualized to the particular problem being addressed and personalised to the particular person or people addressing it. The
downside is, of course, that it is tied to the availability and memories of specific individuals in the organization. It does not capture their insights and
experience for future use should they leave or become unavailable, and also does not help in the case when the experts' memories of particular technical issues or
problems previously faced change with time. The emergence of narrative approaches to knowledge management attempts to over a bridge between the formal and the ad
hoc, by allowing knowledge to be held in the form of stories.[edit]Drivers of knowledge managementThere are a number of 'drivers', or motivations, leading to
organizations undertaking a knowledge management program.Perhaps first among these is to gain the competitive advantage that comes with improved or faster learning
and new knowledge creation. Knowledge management programs may lead to greater innovation, better customer experiences, consistency in good practices and knowledge
access across a global organization, as well as many other benefits, and knowledge management programs may be driven with these goals in mind.Considerations driving
a knowledge management program might include: * making available increased knowledge content in the development and provision of products and services *
achieving shorter new product development cycles * facilitating and managing organisational innovation * leverage the expertise of people across the
organization * Benefiting from 'network effects' as the number of productive connections between employees in the organization increases and the quality of
information shared increases * managing the proliferation of data and information in complex business environments and allowing employees to rapidly access useful
and relevant knowledge resources and best practice guidelines * facilitate organizational learning * managing intellectual capital and intellectual assets in
the workforce (such as the expertise and know-how possessed by key individuals) as individuals retire and new workers are hired * a convincing sales pitch from
one of the many consulting firms pushing Knowledge Management as a solution to virtually any business problem, such as loss of market share, declining profits, or
employee inefficiency[edit]Knowledge management enablersHistorically, there have been a number of technologies 'enabling' or facilitating knowledge management
practices in the organization, including expert systems, knowledge bases, software help desk tools, document management systems and other IT systems supporting
organizational knowledge flows.The advent of the Internet brought with it further enabling technologies, including e-learning, web conferencing, collaborative
software, content management systems, corporate 'Yellow pages' directories, email lists, wikis, blogs, and other technologies. Each enabling technology can expand
the level of inquiry available to an employee, while providing a platform to achieve specific goals or actions. The practice of KM will continue to evolve with the
growth of collaboration applications made available by IT and through the Internet. Since its adoption by the mainstream population and business community, the
Internet has led to an increase in creative collaboration, learning and research, e-commerce, and instant information.There are also a variety of organizational
enablers for knowledge management programs, including Communities of Practice, before-, after- and during- action reviews (see After Action Review), peer assists,
information taxonomies, coaching and mentoring, and so on.[edit]Knowledge management roles and organizational structureKnowledge management activities may be
centralised in a Knowledge Management Office, or responsibility for knowledge management may be located in existing departmental functions, such as the Human
Resource (to manage intellectual capital) or IT departments (for content management, social computing etc.). Different departments and functions may have a knowledge
management function and those functions may not be connected other than informally.[edit]Knowledge management lexiconKnowledge management professionals may use a
specific lexicon in order to articulate and discuss the various issues arising in Knowledge Management. For example, terms such as intellectual capital, metric, and
tacit vs explicit knowledge typically form an indispensable part of the knowledge management professional's vocabulary. |
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