FATIMA JINNAH WOMEN UNIVERSITY

KNOWLEDGE MANAGEMENT
Lecture # 1: THE KNOWLEDGE CONTEXT 06 March 2010

Humayun Akhtar

I am. My qualifications . motivates me most I wish I was .

Introduce Yourself

My goals through this degree Goals in LIFE Ive been working for .. yrs. I work at .

WHO AM I ?
Name : Humayun Akhtar Awan Organization: Organization:
National Development Complex, a subsidiary of National Engineering & Scientific Commission (NESCOM), Islamabad Position : Project Director Project Management / Technology Integration M. Sc. (Engineering Management) B. Sc. (Mechanical Engineering) ISO QMS Lead Auditor

Qualifications: Qualifications:

Experience: Prior Experience:

Allied Engineering & Services Ltd (CATERPILLAR)-Industrial Sales Industrial Pakistan Tobacco Company Limited (British American Tobacco BAT) Manufacturing / TQM / QMS Packages Limited Production / ERP Fauji Foundation Production / Quality Assurance

Contact: Contact:
Cell : 0300-5555206 Email: humayunakhtar@hotmail.com

TRAINING / TEACHING EXPERIENCE

Lead Trainer on Supply Chain Management at Air University WTO, ITC and UN Trainer on Supply Chain Management Guest Trainer for NRSP on Strategic Planning Visiting Faculty Member / Thesis Supervisor (MBA Core) 2006 onwards:
Iqra University Fatima Jinnah Women University Army Public College of Management Sciences, National University of Modern Languages

Subjects taught to date:

Supply Chain Management Project Management Strategic Management Operations Research / Management Global Outsourcing Total Quality Management Strategic HRM Knowledge Management

REFERENCE BOOKS
Knowledge Management
WILEY Shelda Debowski

Knowledge Practice
Kimiz Dalkir

Management

in

Therory

&

Harvard Business Review on Knowledge Management

Harvard University - Peter Ferdinand Drucker, David Garvin, Dorothy Leonard, Susan Straus, John Seely Brown

Start

Impression About Management

No

Yes

Does it Work ?

Leave it alone

Yes

Did you fiddle with it

No

IDIOT!

Yes

Did your Subordinate fiddle with it?

No

No

Did anyone see you?

Yes

Fire Him! Yes Can you blame on a rival? No

RUN

Even Bigger Idiot!!!

Yes

Can you Talk your way out of it? Yes

No Go do It! RESIGN? No FIRED!!! Try Any Way!

Start Talking!

Good Bye!

QUIT

Chapter 1 The Knowledge Context

Todays focus:

How is our working world changing? What is knowledge and how does it impact on organisational practice? What is knowledge management? Why and how does knowledge management vary across different organisations?

Introduction

Technological and social change have reshaped our world and the way we work We have shifted from an industrial economy (focusing on commercial products) to a knowledge economy (focusing on services and expertise) This has affected most workplaces and most workers

External Influences on Organisations

Globalisation
Access to more customers from far-flung areas Greater awareness of international practice

Increased competition Increased pressure to be innovative and responsive Shareholder expectations

Pressure to achieve economies of scale

External Influences (cont'd)

Technological change Competition for high performing staff Forward planning and analysis
Review of emerging trends Learning from competitors

Organisations are dynamic, vulnerable and volatile.

The Changing Nature of Organisations

The workplace has changed:

Series of career paths Workforce composition Evolving roles and responsibilities Teamwork: complex and dynamic interactions Strong focus on relationship building

The Changing Nature of Organisations

(cont'd)

Communication Leadership
Many people fill leadership roles Good leadership is expected workplaces in most

Decision making
More people participate in decision-making Many sources of information guide decisions

The Changing Nature of Organisations

(cont'd)

Change management
Ongoing process improvement

Worker motivation
Self-managing employees anticipate challenging and fulfilling work Desire positive and constructive workplaces

Infrastructure
Systems and organisation services which support the

Types of Organisations

Organisations differ according to:

Their purpose and long-term goals Who funds and directs their activities The stakeholders

Types of organisations include:

Private Public Not-for-profit

Private Enterprises

Focus on profit Likely to have shareholders, or may be privately owned Anticipate ongoing growth and development, but with a healthy short-term return Chief Executive Officer (CEO) is the public face of the firm

Public Enterprises

Sponsored and funded by government Linked to ministerial portfolios Provide service or govern the community Increasing efforts to collaborate and work together, e.g. Australian Government Information Office

Not-forNot-for-profit agencies

Provide specialised support for community members Funding may be derived from different sources including government, sponsors and members of the community Frequently have higher demand than capacity to deliver Strong staff loyalty and commitment

Strategic Management in Organisations

Long-term planning + ongoing responses to existing needs and demands Relevance and appropriateness of the business to meet the users expectations Goals are promoted to all employees

Organisational Influences on Strategic Management

Values

Organisational Priorities

Leadership
Systems and Policies Organisational Activities Employee Capabilities

Strategic Focus and Process

Strategic Values
Collaboration Communication Flexibility Teamwork Service orientation Quality focus

Values Organisational Priorities Systems and Policies Organisational Activities Employee Capabilities

Organisational priorities
The goals and directions the organisation should emphasise to ensure both long-term and shortterm viability Strongly guided by effective leadership within the organisation

Values

Organisational Priorities Systems and Policies Organisational Activities Employee Capabilities

Systems and Policies

Policies provide guidance on the main principles which should be reflected across the organisation Systems enable the implementation of the specified policies through practical and functional processes

Values

Organisational Priorities Systems and Policies Organisational Activities Employee Capabilities

Organisational Activities
Strategic management aims to align organisational activities with the values, priorities and systems which are in place The goal is to ensure plans and goals are actually reflected in the real activities of the organisation

Values

Organisational Priorities Systems and Policies Organisational Activities Employee Capabilities

Employee Capabilities

Values

Organisational Priorities Systems and Policies Organisational Activities Employee Capabilities

Employee skills, knowledge and expertise Capabilities should reflect the organisational requirements As the firm evolves, so too will capabilities

Knowledge Management

Knowledge is the process of translating information and past experience into a meaningful set of relationships which can be applied by an individual Knowledge is an organisational asset: it should be identified, managed and valued to the same degree as other assets

Knowledge Management (cont'd)

Knowledge as an asset Explicit knowledge can be documented, categorised, transmitted, demonstrated It can be accessed by other people even if the knowledge source is absent Tacit knowledge draws on the accumulated experience and learning of an individual. It is hard to reproduce or share with others

Knowledge Management (cont'd)

Sources of Organisational Knowledge
Experience Advice Learning Errors External Sources History

Individual Knowledge Organisational Knowledge Corporate Knowledge

Knowledge Management (cont'd)

Strategic Knowledge assists with taking the organisation toward its desired future goals Closely linked to the organisational focus May be different in each organisation

Knowledge Management: an Emerging Concept

The management of knowledge to enable its definition, identification, capture, organisation and dissemination across the organisational community Knowledge management is dependent on effective leadership and a collaborative culture

Knowledge Management (cont'd)

Values

Organisational Priorities Systems and Policies Organisational Activities

Organisational Knowledge

Employee Capabilities

Knowledge Management (cont'd)

Knowledge Organisations
The Learning Organisation
Encourages learning, growth and development of individuals and the community

The Developmental Organisation

Undertakes regular review, adaptation re-orientation to maintain strategic focus and

Asset-based corporate development

Recognition and capitalising on knowledge assets of value to the organisation

A Model of Strategic Knowledge Management

Knowledge Enhancement and Review
Knowledge Evaluation (11) Knowledge Sustainability (12) Issues and Research (13)

Knowledge Influences
Organisational Context (1) Strategic Knowledge (2) Leadership (3) Knowledge Culture (4)

Knowledge Foundations
Human Resource Management (5) Knowledge Systems (6)

Knowledge Applications
Core Knowledge (7) Knowledge Repositories (8) Knowledge Service (9) Learning and Development (10)

Concluding Points

Knowledge is an essential asset Organisational knowledge draws on the collective knowledge held by both individuals and within corporate sources A strategic focus assists with preserving the knowledge which is necessary for long-term viability Knowledge management is the method of reaching these outcomes

THANK YOU