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Knowledge MGMT

Human capital - collective value of the capabilities, knowledge, skills, life experiences, and motivation of the workforce. Information becomes knowledge when it is understood, manipulated and can become tied to a purpose and or idea. Multi-generational Workforce Pre-Baby Boomers y purchasing power y Did not like to challenge authority y were very loyal, consistent, and conforming, comfortable top-down management style y motivated by verbal or written recognition, awards, and public acknowledgement.

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Praveen Trivedi
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0% found this document useful (0 votes)
56 views9 pages

Knowledge MGMT

Human capital - collective value of the capabilities, knowledge, skills, life experiences, and motivation of the workforce. Information becomes knowledge when it is understood, manipulated and can become tied to a purpose and or idea. Multi-generational Workforce Pre-Baby Boomers y purchasing power y Did not like to challenge authority y were very loyal, consistent, and conforming, comfortable top-down management style y motivated by verbal or written recognition, awards, and public acknowledgement.

Uploaded by

Praveen Trivedi
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© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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* '' 
Knowledge Management
= Knowledge and intellectual capital are company¶s primary source
of production and value.
= Human capital - collective value of the capabilities, knowledge,
skills, life experiences, and motivation of the workforce
= ( &'%- What individuals or teams of employees know or
know how to do (human and social knowledge) as well as a
company¶s rules, processes, tools, and routines (structured
knowledge).
= Œnformation becomes knowledge when it is understood,
manipulated and can become tied to a purpose and or idea.
For example, businesses have used consumer purchase trends
from previous years to try and order proper inventory.
Data mining or looking for a correlation in information has been
long included in most social science fields.
@  
 
 

=     $
purchasing power
Did not like to challenge authority
were very loyal, consistent, and conforming, comfortable top-down management style
motivated by verbal or written recognition, awards, and public acknowledgement.

=    $,
optimism, team orientation, and personal gratification.
primary ³focus was on work and were rewarded for their loyalty and commitment´.
One of their top values is relationship building.

=    +- witnessed the rise of technology and social changes representing financial,
family, and social insecurity
Did not expect job security.
Having more commitment to their own careers than to their organizations as they highly value
skill development, and productivity.
Considered to be disloyal and do not care much about corporate politics.
Worked hard and was referred to as selfish
First generation to start balancing work and family.

=    , (Nexters or Millennials)


|eneration Y members are changes ± most notably in the ³growth of the Œnternet´.
Able to balance work and life, advances in the career world, and traveling more.
Concerned with careers that better the world, want their contributions recognized and
acknowledged.
Methods of knowledge sharing
= Mentoring
Pros
Effective in learn-while-doing scenarios
One on one mentor-mentee relation
Cons
Time consuming
No sharing in case of weak relationship

= Document/heavy repositories as tools for capturing knowledge


= Classroom training led by older workers
fostering learning communities to encourage sharing of learning
and experiences between young and older workers
leveraging multimedia tools
Challenges
Acceptability within the culture of the organization.
Credibility.
Cultural dimensions and relation to management

è %- '  .


‡ Higher power distance results in top-down management directives.
‡ Higher uncertainty avoidance results in senior management delegating
implementation roles to lower-level employees in the organizational
hierarchy. Collectivism results in easier ë ëëë of projects and risk
taking, yet ë ë of projects is more difficult.

! ' % '% .


‡ Participative planning is not appropriate in higher power distance
cultures.
‡ Cultures with higher uncertainty avoidance experience higher
resistance to technological changes within the organization.

/  #$ $


‡ Higher power distance -professionalism and expertise
‡ Lower power distance results in enhanced client/customer
participation.
‡ Female professionals are more collectivistic than male professionals.
= ! ' % ! $0  Higher power distance results in less adoption of
power-reducing technologies

= ! ' % 1%    Œndividualistic cultures will have more varied
information technology infrastructures

= ' '-  0 ! ' %  Higher power distance results in


technology being seen as less necessary

= ! ' % 2 '   è  $  Higher power distance
results in management controlling projects more, with less participation of
end-users.
Higher uncertainty avoidance results in more focus on automation of
and outsourcing of technology, with less access to technology for the
organization internally.

= ! ' % 3$% Higher uncertainty avoidance results in the


requirement for high-context ŒT

= 10   m $$  Higher power distance results in technology


becoming a greater equalizer
KM
= K 
ë  ë  -little emphasis on context of textual information

= Explicit knowledge - interview sessions, narrations or storytelling,


knowledge exchange protocols or action protocols using the repertory grid
and analogies and metaphors.

= Tacit knowledge. The challenge today is the lack of ability to integrate,


capture and transfer actionable knowledge, articulated knowledge as well
explicit knowledge.

Subsystems of KM
Knowledge creation sub-system and Knowledge utilization subsystem
that are integrated into each other through the knowledge depository.
Knowledge creation subsystem involves text and data mining tools and
the WebCrawler. The extracted information in the form of knowledge
nuggets is then stored in the knowledge depository to be used by the
knowledge utilization subsystem.
Ô  and Societal e

= HCŒ includes all aspects of how people engage with computer


systems and how those systems change our world.
= Ways to Œmprove HCŒ to the benefit of the Society
Creative approaches
Find new problems to solve and expand the understanding of the field as
a whole
Motivated professionals in all lines of work can contribute
Researchers can build research programs aimed at understanding the
details of specific questions and the implications of design alternatives.
Engineers, product designers, and others in industry can argue for the
consideration of impact concerns in product design, ideally leading to
improved products that will be better for business.
= Risks and Mitigations
Difference of opinions regarding issues at the intersection of HCŒ and
policy.
Unpopular stands on controversial topics-risks to research funding &
career advancement.
Professional standards and conduct can help in these circumstances,
Community support can play a strong role by encouraging peers,
challenging issues to foster new and creative efforts that will make
positive contributions both within HCŒ field and beyond.
Thank You!!

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