Knowledge is more than power , its a game changer and it is the means of sustainable progression and development... Its a quick glance and short introduction of knowledge and knowledge management.
How Software Developers Destroy Business Value.pptx
Knowledge management
1. University of Istanbul
Faculty of Business Administration – MBA (English)
Management and Organization (Fall 2014)
Instructor : Dr.Muhtesem Baran
Prepared by :Farhad Soltani Salmasi
3. Old established paradigm regarding
knowledge
Knowledge is power and must be kept and
hoarded.
No one can know about it ,even your close
Friends, and it must be delivered to someone
trustworthy
4. New Paradigm regarding knowledge
Research has shown that distribution of
knowledge within an organization can help
“knowledge must be shared in an organization”
5. DATA is a mere
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Collection of mere data has no specific
information because it is “out of context”
6. CONTEXT
The relationship between the pieces of data
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When the relationship is discovered it is
possible to say that there is a piece of
“information” in hand
9. KNOWLEDGE
Collection of Data, Information and the
“pattern” between them
Opposite to mere information which is
dependant on the context ,knowledge has
the tendency to create its own context .
10. KNOLEDGE IN CORPORATE CONTEXT
In a corporate context knowledge is the
product of organization and systematic
reasoning applied to date and information
Date and Info + organization & systematic reasoning
Knowledge (combination of all above)
11.
12. TYPE Of KNOWLEDGE
Tacit knowledge is
stored in the brain of
every individual .
Both types are the
result of
Tacit knowledge
Explicit knowledge is
stored in the other forms
like books, documents
or…
Inter actions &
innovations
Explicit knowledge
13. TACIT KNOLEDGE
Personal
Accumulated with study and experience
Grows with practice of trial and error and
experience of success and failure
Context-specific
Difficult to formulize , read or articulate
Includes subjective insight
Sharing is highly dependant and challenging
Difficult to identify
Once identified, becomes a very important asset
Extremely difficult for others to replicate
14. EXPLICIT KNOWLEDGE
Codified
Stored in documents , books and like
Can be transmitted and shared
Includes knowledge assts such as reports, memos,
business plans, drawings , trademark, methodologies
and like
Dependant on Tacit knowledge for interpretation
15. From Personal Knowledge to
Organizational knowledge
Dynamic interaction between Tacit and Explicit
knowledge can create a process to turn personal
knowledge into organizational knowledge.
This process is the essence of “ knowledge
creation in an organization”.
17. STAGE OF KNOWLEDE CREATION
SOCIALIZATION : transfers tacit knowledge between
individuals through observation, imitation and practice.
EXTERNALIZATION: triggered by dialogue or collective
reflection and relies on analogy or metaphor to translate tacit
knowledge into documents and procedures.
COMBINATION: consequently reconfigures bodies of explicit
knowledge through sorting, adding, combining and categorizing
processes and spreads it throughout an organization.
INTERNALIZATION: translates explicit knowledge into
individual tacit knowledge.
18. CREATED KNOLEDGE OF ORGANIZATION
Core Knowledge :The kind of knowledge that is
critical to the attainment of the
organization’s goal and the fulfillment of its
strategy is called “core knowledge”.
Enabling Knowledge: knowledge that can
maintain the effectiveness of the organization is
called “enabling knowledge”
19. Knowledge Challenge
top management usually does not know who has
what information.
Few top executives are aware of where core and
enabling knowledge reside and how to enable this
knowledge to flow through the organization.
(Purpose of Knowledge Management)
20. Definition of Knowledge Management
Conversion of tacit knowledge into explicit
knowledge and sharing it within the organization
or
The process through which organizations generate
value from their intellectual and knowledge
based assets
22. ASPECTS OF KNOWLEDGE MANAGMENT
Information Management. (management of
knowledge related to the objects that are
identified and handled by information system.)
People Management (management of trait
knowledge that resides inside the heads of
people.)
23. Information Analysis and Information
Planning are two other conceptual
aspects that derived from Information
management
Information Analysis
Information Management
Information planning
24. Entrepreneurs and managers have become
more aware that knowledge –as
differentiated from mere information – is an
even more valuable resource of the
organization. Therefore techniques such as
knowledge technology helps managers to
conduct similar process applied to
information.
knowledge analysis
knowledge Technology
knowledge planning
25. The second aspect of knowledge management is people
management. Basically, this involves the management of
tacit knowledge that resides inside the heads of people.
Knowledge
technology
Knowledge
analysis
Knowledge
planning
People
management
Knowledge
management
26. What does knowledge management do?
it also involves the creation of knowledge for
competitive advantage and the conversion of
large amounts of organizational data into
readily accessible information.
27. Both aspects of knowledge management embody
two immediate concerns:
(a) to make organizational knowledge more
productive; and
(b) To produce benefits that are significantly
greater than those envisioned. Knowledge
management offers an excellent opportunity to
adopt previously impossible
business strategies
28. Pillars of Knowledge Management
Management and organization
Infrastructure
People and culture
Content management system
29. Management and organization
The most important pillar
to promote knowledge management and
demonstrate its strategic importance top
management must provide adequate examples of
ideal behavior and communicate clearly
with all levels in the organization.
structure to support knowledge
management should be implemented, including
financial, technological and
human resources. (CKO)
32. People and Culture
knowledge management system depends on the
efficient management of people and culture
within the organization.
People and culture as an enabler of knowledge
management requires three important elements.
These are: (a) the redefinition of organizational
structure, (b) the corresponding human resource
practices, and (c) a consistent organizational
culture.