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Infomation Systems and Knowledge Management - UH6BUS1018

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Sejal Patel

on 4 January 2013

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Transcript of Infomation Systems and Knowledge Management - UH6BUS1018

Apple are going through a transitional phase in management

IBM has a centralised management system

But has problems with communications in regional management

Culture is highly influential to a company. Conclusion “When you have these virtual tools and capabilities, they've helped make IBM feel smaller” Todd Martin, Head of IBM Communications Team IBM – moving forward TeamRooms – a portal for guidance, tools and best practice.

Jams – session specific group for sharing knowledge on specific topics.

ThinkPlace – a forum for new ideas and problem solving.

Monthly evaluations and rewards for best contribution Collaboration Xtreme Leverage – knowledge sharing and collaboration tool for software sellers
$50 million saved pr. year.

Reduction in information search from 1 week to 8 hours Asset-management (Part 3) Knowledge view – a knowledge sharing program that targets IBM’s business consulting services.
It increase in intellectual capital sharing by 59% Asset-management Reduce the number of data centres
26 to 13 Improving the overall web structure of IBM New projects allows freedom for employees to fully express their creativity

Gives employees a sense of responsibility

Chance to improve communication skills in different departments Apple and Tim Cooks The ‘Mac Team’ worked in a separate building.

They were not allowed to talk to other employees.

Created conflict with other employees.

Lack of communication between teams Apple and Steve Jobs: Key objectives:
-Simplicity
-Elegance
-innovation Apple and Steve Jobs Apple Case Study Case Study: Apple Inc. sharing creative knowledge management involves the creation, Storage, transfer, transformation, application, embedding, and protection of organizational knowledge

Cultures can promote or hinder knowledge creation& sharing

????= Km & Culture Person Cultures:
Individualistic
Freedom of expression
Role Cultures:
Hierarchical
Power Cultures:
dominant person small group of people at the centre
Task Cultures:
encourages teamwork Culture Typologies Values and behaviours that contribute to the unique social and psychological environment of an organization
expectations,
experiences Organisational Culture Yes we can!! interpretive schemes that people use to perceive situations and to makes sense of on-going events
Religion
Affirmations Basic Assumptions Explicit or implicit conceptions that define and distinguish an individual or group characteristics:

Respect

Honest

Integrity

Caring

Trusting Values Symbols are objects, ideas or concepts that define behaviours and values of people. Artifacts: Patterned ways of behaviour acquired and transmitted mainly by symbols. What Is Culture?
Successful application of the SECI model requires awareness of the cultural context the model is set within originally before application of the organisational culture.

Harorimana (2009) highlighted the lack of responsiveness to other cultures the model has. Criticism’s of the Model To facilitate knowledge sharing in the organisation, we need to use knowledge management tools and models.

BUT within the heart of the organisation a knowledge sharing CULTURE needs to exist.

Girard (2009) explored the importance and balance of both concepts in successful knowledge management and sharing throughout the organisation. Application Explicit to Tacit Knowledge.
Individuals learn and use the new knowledge until it becomes part of their existing knowledge base.
Continues onto the Socialisation stage. Internationalisation Explicit to Explicit Knowledge.
Combining existing knowledge to create a new format of knowledge.
Database
Report
Diagrams Combination The SECI Model (Nonaka & Takeuchi, 1995) SECI Model: Knowledge Management & Culture: Looking at Apple & IBM
Presented by: Sejal Patel (09201355) Casper Rouchmann (13003100),Jade Stuttard (09201797), Rivers Mazarire (08205033). Information Systems & Knowledge Management
Girard. J. P. (2009). Building Organizational Memories: Will You Know What You Knew? Information Science Reference.
Harorimana, D. (2009). Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage. Information Science Reference. The University of the South Pacific.
Lytras. M. D, Ordóñez de Pablos. P, Damiani. E, Avison. D, Naeve. A and Horner, D.G. (2009). Best Practices for the Knowledge Society. Knowledge, Learning, Development and Technology for All. Second World Summit on the Knowledge Society. Springer.
Torun, F. (2009). Knowledge Management as Key Factor in Project Performance. GRIN Verlag oHG. Vol. 2. No. 2.
Wilde, S. (2011). Customer Knowledge Management: Improving Customer Relationship through Knowledge Application. 1st Edn. Springer.
Lashinsky. A (2012). 'Inside Apple': Adam Lashinsky on the Future of America's Most Secretive Company[online] Available at: http://knowledge.wharton.upenn.edu/article.cfm?articleid=2972) [Accessed: 4th December 2012].
Lessin, J. (2012). ‘Apple Gives In to Employee Perks’ [Online] Available at: http://online.wsj.com/article/SB10001424127887324073504578115071154910456.html?mod=WSJ_qtnews_wsjlatest [Accessed: 26th November 2012]. References Within the Global Services division -> Worldwide Asset Reuse program.

The programme captures key assets across the globe and makes sure they are available for reuse across the whole organisation.
$81 million in pure cost savings. Asset-management (Part 2) Streamlining of processes
Birth of IBM’s web infrastructure and integrated global processes The transformation process Strong stock incentive for employees thinking of leaving Apple

This decrease the level of knowledge leaving Apple Apple and Tim Cooks Maintain a high level of secrecy

Allows lower level employees to present ideas to higher management

Can be empowering for employees presenting to the CEO change KM is about cultivating or maintaining cultures that promote knowledge management goals that are consistent with the company’s overall strategy and objective through:

Communities of practice
networking Changing Culture: People located in different situations or performing different tasks do not usually encounter all of the same uncertainties. Subcultures Basic assumptions Values Artefacts Determine those things which an individual or group of people approve or disapprove Cultural Dimensions Tacit to Explicit Knowledge.
Individual to Organisation Wide.
Transformed into a Tangible form
Documents
Video
Audio Externalisation Tacit to Tacit Knowledge.
Individual to Individual
Mentoring
Shadowing
Shared Experiences Socialisation BluePages – corporate wide directory
Savings of up to $26.2million Expertise Location Apple and Steve Jobs Introduction: This presentation will cover:
The SECI Model
Culture
Apple
IBM
Full transcript