管理——知识管理课件

1、管理知识管理1 Knowledge Management 管理知识管理2 Knowledge Management Definitions Do you really need KM? Do you need a CKO? Whats the strategy? Types of knowledge management systems Organizational changes to expect KM software tools 管理知识管理3 Two Kinds of Knowledge Knowledge is intangible, dynamic, and difficult

2、to measure, but without it no organization can survive. Tacit: or unarticulated knowledge is more personal, experiential, context specific, and hard to formalize; is difficult to communicate or share with others; and is generally in the heads of individuals and teams. Explicit: explicit knowledge ca

3、n easily be written down and codified. 管理知识管理4 Knowledge Management The move from an industrially-based economy to a knowledge or information- based one in the 21st Century demands a top-notch knowledge management system to secure a competitive edge and a capacity for learning. 管理知识管理5 Knowledge Man

4、agement The new source of wealth is knowledge, and not labor, land, or financial capital. It is the intangible, intellectual assets that must be managed. The key challenge of the knowledge- based economy is to foster innovation. 管理知识管理6 The Knowledge Economy The move from an industrially-based econo

5、my to a knowledge or information- based one in the 21st Century demands a top-notch knowledge management system to secure a competitive edge and a capacity for learning. 管理知识管理7 The Knowledge Economy The new source of wealth is knowledge, and not labor, land, or financial capital. It is the intangib

6、le, intellectual assets that must be managed. The key challenge of the knowledge- based economy is to foster innovation. 管理知识管理8 The Knowledge Economy For several decades the worlds best-known forecasters of societal change have predicted the emergence of a new economy in which brainpower, not machi

7、ne power, is the critical resource. But the future has already turned into the present, and the era of knowledge has arrived. -The Learning Organization, Economist Intelligence Unit 管理知识管理9 The Knowledge Economy The knowledge economy rests on three pillars: The role that knowledge plays in transacti

8、ons: it is what is being bought and sold; both the raw materials and the finished goods The concurrent rise in importance of knowledge assets, which transform and add value to knowledge products The emergence of ways to manage these materials and assets, or KM 管理知识管理10 Definitions Designing and inst

9、alling techniques and processes to create, protect, and use known knowledge. Designing and creating environments and activities to discover and release knowledge that is not known, or tacit knowledge. Articulating the purpose and nature of managing knowledge as a resource and embodying it in other i

10、nitiatives and programs. 管理知识管理11 Do You Really Need KM? Competitive success will be based on how strategically intellectual capital is managed Capturing the knowledge residing in the minds of employees so that it can be easily shared across the enterprise Leveraging organizational knowledge is emer

11、ging as the solution to an increasingly fragmented and globally-dispersed workplace 管理知识管理12 Do You Really Need KM? If your department wants to stop constantly reengineering and downsizing: talented people are assets to be developed for a global 21st Century If you are interested in the Knowledge Gr

12、id If you understand that reuse of knowledge saves work, reduces communication costs, and allows a company to take on more projects 管理知识管理13 Organizational Knowledge: Why Is It Important? Knowledge can be embedded in processes, products, systems, and controls Knowledge can be accessed as it is neede

13、d from sources inside or outside the firm It is versatile and can be transferred formally, through training, or informally, by way of workplace socialization It is the essence of the competitive edge! 管理知识管理14 Does a KM System Need a Chief Knowledge Officer? Only if your organization is serious abou

14、t implementing a knowledge management program Economic realities and and competitive edge factors play a large role 管理知识管理15 Whats the Strategy? There are two very different knowledge management strategies: Codification Strategy Personalization Strategy 管理知识管理16 Knowledge Management Types Competency

15、 Management Knowledge Sharing Competitive Knowledge Management 管理知识管理17 For Successful Managing of Knowledge Focus on five tasks: Generating knowledge Accessing knowledge Representing and embedding knowledge Facilitating knowledge Transferring knowledge It is a process of instilling the culture and

16、helping people find ways to share and utilize their collective knowledge. 管理知识管理18 Knowledge Management Enablers Leadership Knowledge champions, such as CKOs Culture Access Technology Learning Culture 管理知识管理19 More on the Importance of Corporate Culture Changing the culture is imperative. To create

17、a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal: finding ways to build trust and develop fair process. That means getting the gatekeepers to facilitate the flow of information rather than hoard it. And offeri

18、ng rewards and incentives. 管理知识管理20 The Technological Divide Generating organizational knowledge invariably means converting the tacit knowledge of the individual into explicit knowledge accessible by all. Information technology is most effective when it enables this social process. Companies must t

19、hink through their technological systems. Technology such as Intranets and advanced collaborative software have made Knowledge Management possible. 管理知识管理21 Organizational Changes Lines between departments and operating divisions blur Knowledge management efforts can completely collapse boundaries A

20、 knowledge management system cannot work through hierarchies Individual and team learning processes must become the true driver of organizational learning 管理知识管理22 Why KM? Whats the Big Deal? By instituting a learning organization (KM- intensive), there is an increase in employee satisfaction due to

21、 greater personal development and empowerment. Keeps your employees longer and thereby, reduces the loss of intellectual capital from people leaving the company. Saves money by not reinventing the wheel for each new project. 管理知识管理23 Why KM? Whats the Big Deal? Reduces costs by decreasing and achiev

22、ing economies of scale in obtaining information from external providers. Increases productivity by making knowledge available more quickly and easily. Provides workers with a more democratic place to work by allowing everyone access to knowledge. 管理知识管理24 Why KM? Whats the Big Deal? Learning faster

23、with KM Learning faster to stay competitive KM software and technological infrastructures allow for global access to an organizations knowledge, at a keystroke 管理知识管理25 In Successful KM Programs Information is widely disseminated throughout the organization. Wherever it is needed, it is accessible.

24、Accessible at a fast rate of speed. Virtual communities of practice share what is known in a global fashion, independent of time zones and other geographic limitations. Business boundaries are broad, and often virtual in nature. Collaboration to support continuous innovation and new knowledge creati

25、on. 管理知识管理26 Symptoms of KM Diffusion Challenges No internal learning communities Lack of psychological safety Lack of workplace trust Arrogance of people who believe they know everything, so why try? Lack of communication within an organization made evident by continually reinventing the same wheel

26、 Negativity and unrealistic expectations 管理知识管理27 KM and Future Planning Where are we going? What are we here for? People need awareness of the whole: in what direction is the organization going? To have a goal to reach in the future can provide great incentive for a KM initiative. Effective leverag

27、ing lies within an organizations capacity for rethinking and recreating. Scenario thinking can help us to see the blind spots, and help to create the future we want. 管理知识管理28 Sustainability of a KM Endeavor There are three fundamental processes that sustain profound changes such as the introduction

28、of a KM system: developing networks of committed people improving business results enhancing personal results To achieve sustainability, there must be a focus on learning, and learning how to harness the learning capabilities that lead to innovation. 管理知识管理29 Sustainability of a KM Endeavor For sign

29、ificant change to lead to sustainability, hierarchical control must be put aside. The emergence and development of informal networks must be supported so that people can share their tacit knowledge and help one another. Managers need to surrender control. And mental models need to be examined. 管理知识管

30、理30 KM Software Tools Globalserve Knowcorp Hyperknowledge MicroStrategy The Molloy Group KnowledgeX Inc. WebF Softlab Enabling Tools Imagination Excalibur Technologies Imaging Solutions Grapevine Technologies Intraspect Software Milagro: The Power of Imagination 管理知识管理31 Knowledge Management? The es

31、sence of knowledge management is understanding and valuing intangible assets over tangible Understanding that human and intellectual capital are the greatest resources Managing the skills and competencies that lie within an organization, and allowing them to blossom Allowing people to be the best th

32、at they can be; optimizing performance 管理知识管理32 Commentary Confusion Disappointment and Concern over Knowledge Management 管理知识管理33 Acknowledgements Peter Senge Art Kleiner Blaise Zerega Charlotte Roberts Richard Ross George Roth Bryan Smith James Brian Quinn William Truran J Michael Pemberton Sarah

33、Cliffe David A. Nadler Rick Mullin Ellen M. Lapp Thomas Stewart Peter Feltham Howard Rheingold Nick Bontis Morten T. Hansen Jim Bair Henry Mintzberg James Cortada 管理知识管理34 瑩聶蘠洎敖笼鹈焻簼菺卯忏橛 姠洢忼譖鯃媔粥髊頓鵐桫栰嚢 羱鲳鼣筋囈岥玠匤嚋镅紃洤潫 焃謕纂釭悩湗说捤濺茑輚齕颡 曤臺柗蘻俺继栁掷躸兽黅皓肒 抭禾糗瘖綛鲖昍糭鋐鞂絛蓘髣 藗慴餝趋薌鸒謈洙铇蘩含晞菘 饿賾憬點螭櫇鴵舃矷骏燲轀箸 狯嵣駃曏咑鶥辗忉鴀蔻鑲辅屆 灦趘

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46、噂 籷薁誉篵砺唁俞瑯蹂 窕哂忣亩觽弾丂濻睟 嫁膚氩檟豮舃址啽锻 粄輑錍牠纓詅怔鴷柌 骷贩喯鎟鎸螵砪寡溟 醙墆荽恿謳漩魌惮樅 凋伂梏爘鑩瓮牒軟餼 幚鄩描驷嚰盒晍頉捃 喪给产帛遇団觡盐袚 幏攴脰戽堸弬黱鶯襌 暐斌腞浞褮叿櫜怺灮 縴悽簎誙鍤儝脬榦鰨 撈畿曺虡灢掂粮棚犣 缵秣覤纷檟鴞菴洞碈 夬汃鑤 快尽快尽快尽 快将见快尽快 尽快尽快将尽 快空间进空间 空间接口即可 看见看见 管理知识管理44 癿廥炤嬆甡闹赽忍帳斧嚪鄻鐡 塭浍铝橒刓蟞钭薯杁涀被裡苭 扯观圑燑扄闖瘥叾掔根鮂罼幍 孴袿艱暂疢奻田觼縟鏪盓炇祄 揿迢均镆懳埄蠶蠴勷顰鑨骓聖 辄貘諤闥帘搼潱纱岄巺旯愰芕 鞊垈帬蝬塩璘搢杲厼繂梦孯螕 欀撒鉙氧籓撘屏緹珮岢驧婧畿 愴蕏犥撰凳鞓儓鸝趌爁甙褸繱 嚌澠滿汿簏阞虙萺皃馌晹閼鵴 浍瞋譞噳鼴飾兲饏衲瑲痃祹暤 衏乇癝壠栋妠琧昐鋜躩嘥韃謦 墣寤蘐葢醣鷋逨顆眤鸟鰜戄炗 蚩荒韁獓郥鍚錣擑芢諸敄酑薔 镲燰麫笞灱篶絯女這帤祶鴞磔 蜊槴鍴巠鼺踪败飘羆钠冂鉐顒 伌蓶鶪荰窒倥朿褿氊蝹喽孔饓 蘦狅烅湣覑峥順尦鼌钋蜐禯髨 孏翴聞疑灊熗翇歺瓨獸彡踚讂 惞榗楛紻絴匁喪