Managing

Scenario

Most managers scan information, ignoring most of the data. These managers are focused on key, relevant data.

For Instance, my organization has a call center to handle incoming student calls. Once a month the Associate Director will review the recordings. She is focusing on key words such as loans, Pell Grant, or anything that confused the student. This information will help train the call center employees at future training.

Data

Information

Knowledge

Action

Information

=

Data That Provides

Relevant Clues or News

• Analyze the data.
• Look for patterns.

Scenario

Knowledge is a set of cohesive experiences, values, and information that we apply with expert intelligence.

For instance, my leaders hold monthly meetings or focus groups with different counselors to get a different perspective of the student issues. With this information they can set up a plan of action.

Scenario

Knowledge

=

The Framework or Schema for

Organizing the

Relationship between Pieces

of Information

Managers understand data might be flawed. Due to human error, customer profile changes or proper data.

In my organization we rely on the student to give us accurate information. When this doesn't happen we have to find the data to correct the error.

Data

=

Representations of Reality

• Integrating information
• Use personal and subjective experiences
• Recognize patterns

• Collect Facts and opinions from staff
• Create a questionnaire.
• Use interviews and focus groups.

(Clampitt, 2017)

Scenario

Once the manager has figured out the problem they have to correct the behaviors. To do this they have to write new procedures or change personnel.

Such as, every new academic year we receive new regulations from the Department of Education. Our leaders have to compare the complete book of regulations with the prior year. They will then write the coming years new procedures.

Action

=

The Deeds or Decisions made Based on Knowledge

• Decide on a plan
• Select the principle staff
• Execute the plan

References

Clampitt, P. G. (2017). Communicating for managerial effectiveness: Challenges, strategies, solutions. Thousand Oaks, CA: SAGE Publications.

Horvitz, E., & Mitchell, T. (2010, June 27). From Data to Knowledge to Action: A Global Enabler for the 21st Century. Retrieved November 14, 2018, from https://www.microsoft.com/en-us/research/publication/from-data-to-knowledge-to-action-a-global-enabler-for-the-21st-century/

Conclusion

Horvitz and Mitchell, are convinced that with the growing ways we collect large, heterogeneous incomplete data from many sources our leaders will need to be diligent and flawed data. Leading to the concern of data protection, due to my organizations association with the Federal Government this is a growing concern for our leaders. This is a great example of an issue for D.I.K.A.

(Horvitz and Mitchell, 2010)

As I mentioned in a prior slide my department is responsible to the department of education. Therefore the leaders have to have some type of communication sharing community. In the case of my department we have One Note. All procedures are kept updated by our leaders.

We have a quality assurance system to focus the reports to keep Embry Riddle Aeronautical University (ERAU) in compliance with Title IV.

The biggest issue with this model is the Speed portion. There is a policy in my organization, slow down. If we make a mistake it could mean ERAU losing money. Or worse, the student will have to repay the over payment.

Managing the Knowledge-Action Relationship

• Creates strategic knowledge-sharing communities
• Focuses reports on actionable issues
• Speeds up the transformation process, even at the expense of accuracy

Joan Gail Watkins