老子道德经第七十一章.ppt

Working Smarter, Not Harder Chapter 1 OBJECTIVES What is Knowledge Management? Why Knowledge Management KM Myths Implications for Knowledge Management Knowing ignorance is strengthIgnoring knowledge is sickness —Lao Tsu 老子道德經第七十一章 知不知上 不知知病 夫唯病病 是以不病 聖人不病 以其病病 Working Smarter, Not Harder Overlapping Human/Organizational/ Technological factors in KM: People (workforce) Organizational Processes Technology (IT infrastructure) OVERLAPPING FACTORS OF KM Knowledge OVERLAPPING FACTORS OF KM The ideal organization is one where people exchange knowledge across functional areas of the business by using technology and established processes. The exchange may be for policy formulation and strategy, for training and development, or for problem solving in teams. None of the three areas can function independently of one another. WHAT IS KNOWLEDGE MANAGEMENT? Process of capturing and making use of a firm’s collective expertise anywhere in the business Doing the right thing, NOT doing things right Viewing company processes as knowledge processes Knowledge creation, dissemination, upgrade, and application toward organizational survival Part science, part art, part luck EXPLICIT AND TACIT KNOWLEDGE THE KNOWLEDGE ORGANIZATION THE KNOWLEDGE ORGANIZATION The middle layer addresses the KM life cycle A knowledge organization derives knowledge from customer, product, financial, and personnel practices knowledge. THE KNOWLEDGE ORGANIZATION Customer knowledge Their needs, who to contact, customer buying power, etc. Product knowledge The products in the market place, who is buying them, what prices they are selling at, and how much money is spent on such products Financial knowledge Capital resources, where to acquire capital and at what cost Personnel practices knowledge The expertise available, the quality service they provide, and how to go about finding experts, especially in customer service THE KNOWLEDGE ORGANIZATION Indicators of knowledge: thinking activel