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Knowledge Managment

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Adam Goldman

on 20 November 2012

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Transcript of Knowledge Managment

Adam Goldman 1401474
Hu Xiaoqing: 1401423 Knowledge Management What is Knowledge
Management? Knowledge Dissemination Knowledge Application Future of Knowledge Management Several Questions:
1. The difference between data, information, knowledge, and wisdom?
2. Definition of KM?
3. Elements of KM?
4. What does KM do for a company? Building Knowledge Capital Capturing, organizing, leveraging and distributing sales knowledge and best practices is crucial for any organization. We work to ensure your knowledge capital is aligned with your strategic goals and provides your sales force with just-in-time information to out-perform the competition. Knowledge Storage Once discovered, firms must create a database to store documents, patterns, and expert rules that must be stored so they can be used and retrieved by employees. Knowledge Acquisition Firms must create new knowledge by discovering patterns in corporate data or by using knowledge workstations where engineers can discover new knowledge. Portals, e-mail, instant messaging, wikis, social network, and search engines have provided ways to collaborate technology, also office systems such as calendars, documents, data and graphics are used to disseminate knowledge. With emerging web 3.0 platform just on the horizon
KM seems limitless and ever growing. KM will not only be part of our daily routine in life and in the work place, but we will use KM in the future without thinking about it, just like we do when we perform normally breathing functions. What does KM do for a company?
a) dramatically reduce costs
b) provide potential to expand and grow
c) increase value and or profitability
d) improves products and services KM is the discipline to enable individuals, teams, organizations and communities, more collectively and systematically capture, store, share and apply their knowledge, to achieve their objectives Data :out of context
Information relates to description, definition, or perspective (what, who, when, where).
Knowledge comprises strategy, practice, method, or approach (how).
Wisdom embodies principle, insight, moral, or archetype (why).
http://www.systems-thinking.org/kmgmt/kmgmt.htm KM comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Specialized workstations and systems that enable scientists, engineers, and other knowledge workers to create and discover new knowledge. Where do you get knowledge from? Where can it all go? There's so much, so umm, what knowledge do I use? The job of a firm is to train it's employees and knowledge acquiring staff to focus on what knowledge is relevant to the firms overall use and success when using knowledge management. How does the firm do this? By providing training courses, informal networks, reward and benefit programs and through senior employees passing on their personal experiences in a supportive culture training program. Machine-readable knowledge bases Machine-readable knowledge bases store knowledge in a computer-readable form, usually for the purpose of having automated deductive reasoning applied to them. They contain a set of data, often in the form of rules that describe the knowledge in a logically consistent manner. I have all the knowledge I need,
so how do I apply it? Find one or two good sources to work from. For example, Executive Edge (Dec 00/Jan 01) reported that Hill & Knowlton, a New York based public relations firm, that has offices and clients scattered across the globe, found that an enormous amount of its knowledge was tied up in emails. So, it implemented a system that allows strategically important email to be saved in a data repository that can be called upon by others when needed. Much of knowledge today is stored in paper based documents, such as books and manuals. However, this makes it hard to update and distribute. Paper based storage systems also lack dynamic storage systems. For example, a youngster's toy car collection can be categorized in a number of ways to suit his or her needs, while a manual is generally organized by chapters and key words . Moore's Law holds that the maximum processing power of a microchip at a given price doubles roughly every 18 months. In other words, computers become faster, but the price of a given level of computing power halves, which gives computers their organizing power. A mechanism, such as an Intranet or Internet, allows the data in the repository to be quickly disseminated throughout an organization. Bob Metcalfe, the inventor of Ethernet technology (the enabler that allowed the information genie to jump out of the bottle), has a law named after him—Metcalfe's Law: the asset value of a computer network increases exponentially as each new node (individual user) is added to it. This is because each new user brings along a wealth of new linkages and resources, so the total network value grows far richer than the mere sum of its parts. This is what gives the Internet its power. Gilder's Law: the total bandwidth of communication systems will triple every 12 months, describes a decline in the unit cost of the net, which in turn allows more information to be distributed over the net. This is the actual use of the knowledge and is generally measured by its effectiveness and usefulness. Thus, if you have bad information going in, you will have bad information coming out. In most instances, the users and the knowledge drivers are the one and the same, that is, the users not only withdraw the information, but they must also input information. To insure that good information goes in, involve the users from day one in the planning, design, and building of the system. It needs to mimic the way the users perform their tasks; not the way you perform your tasks. If they find it clumsy and hard to use, they will not use it. Build it by using metaphors from their working environment, not by using buzzwords from your environment. Jeffery Pfeffer and Robert Sutton (2000) write that companies have wasted hundreds of millions on worthless knowledge management systems:

The most valuable employees often have the greatest disdain for knowledge management. Curators badger these employees to enter what they know into the system, even though few people will ever use the information.
The managers of these systems know a lot about technology, but little about how people actually use knowledge on the job.
Tacit knowledge is extremely difficult to capture into these systems, yet it is more critical to task performance than explicit knowledge.
Knowledge is of little use unless it is turned into products, services, innovations, or process improvements.
Knowledge management systems work best when the people who generate the knowledge, are the same people who store it, explain it to others, and coach them as they try to implement it. These systems must be managed by the people who are implementing what is known, not those who understand information technology. How to keep it and maintain it. Where is KM going? Three major types of KM
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