14-1 chapter 14 managing knowledge applying innovation by david o’sullivan and lawrence dooley ©...
TRANSCRIPT
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Chapter 14
Managing Knowledge
Applying InnovationBy David O’Sullivan and Lawrence Dooley
© Sage Publications 2008
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Reflections Why is motivation so important in innovation? Give an example of intrinsic and extrinsic motivation. What is the difference between gain sharing and
profit sharing? Explain the performance appraisal system. How is the need for new skills implemented in a
performance appraisal system? How are individual goals related to organizational
goals?
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Activities
[Discussion of selected student ‘Activities’ from previous chapter]
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Learning Targets Explain the concept of knowledge and knowledge
management Understand the various stages of knowledge management Describe the difference between personalization and
codification Explain the different depths of knowledge Explain why organizations need employees to “care why” Show ways in which people can collaborate in sharing
knowledge Describe how collaboration can be enhanced through
effective meetings
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Defining Knowledge Knowledge is defined as information,
together with individual judgment that can lead to informed decisions.
Knowledge is embodied in: People Culture Procedures and routines Systems and processes Information systems
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Knowledge Hierarchy
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Knowledge Management The process of managing information, then
making it available to people so that they may exercise judgment in the decision-making process
Process consist of: Generating and acquiring knowledge Representing and codifying knowledge Storing and retrieving knowledge Sharing and distributing knowledge Transferring and embedding knowledge
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Background
Organizations utilize less than 20% of their knowledge
“If your company knew half as much as it knows it would be twice as productive”
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Stages of Knowledge Management
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Knowledge Sharing To share knowledge appropriately, it has to
be translated from tacit to explicit knowledge
Principal transfer mechanisms include: Socialization Externalization Combination Internalization
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Codification and Personalization Personalization of knowledge involves the
exchange of knowledge and experience between individuals through human contact
Codification of knowledge involves using forms, databases, etc. to allow storage and retrieval from the organization’s information systems.
The two approaches are not mutually exclusive
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Codification and Personalization of Knowledge
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Depth of Knowledge
Know what Know how Know why Care why
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Depth of Knowledge across Teams
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Collaboration
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Knowledge Management Tools Support the management of knowledge
generation, codification, and sharing in order to enhance decision making.
KM Tools include E-mail and Web portals Content management systems Document management systems Search engines Relational and object databases Workflow systems Customer relationship management Data mining and data warehousing
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Collaborative Portals
Collaborative portals are computer-based systems used to generate, represent, store, access, and retrieve information in a distributed asynchronous way across an organization.
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Types of Portals
Horizontal Portals Target the entire Internet community Google, Yahoo, MSN and AOL
Vertical Portals or ‘vortals’ Specific areas and community members Enterprise Information Portals (EIP) e-Business (Extranet) Portals Personal (WAP) portals
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Major Functions of Portals
Sharing information Search and navigation Document management Personalization Automatic Alerts Task management and workflow Integration of applications
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Portlets or WebParts
Web components Platform independent Java Servlets Microsoft Sharepoint WebParts
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Portal Vendors
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Concepts, Hierarchy & R’Ships Concepts
E.g. Organisation Goals
Indicators Hours per Unit Value
Relationships Related
Type of Relationship Context of relationship
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Lists
IndividualsName Job TitleAndrew Kelly IT AnalystBreda Mooney HR ManagerDanny Mulryan General ManagerDavid Noone Engineering ManagerGary O'Halloran Training ManagerJames Fogarty Purchasing ManagerJohn Sheehan Quality CoordinatorMary Roche Finance ControllerMichael Clark Manufacturing SupervisorStewart O'Neill Materials Manager… …
ActivitiesGroup TitleA0 Operate SwitchIt IrelandA1 Manage SwitchIt IrelandA2 Plan & Control ManufacturingA21 Plan & Control MaterialsA22 Plan & Control ProductionA23 Assure & Control QualityA3 Support OperationsA31 Provide Personnel SystemsA32 Control Accounting SystemsA33 Provide Engineering SystemsA34 Provide Information Systems
StatementsGroup Title StatusMission Efficient manufacture of innovatively produed switchgear solutions …Competencies Machinests and Machining expertise …Competencies Low tax location and ease fo market access …Strengths Global Organisation :)
Strengths World Class Manufacturing Facility :(
Strengths Skilled Workforce :)
Strengths Low Employee Turnover :|
Weaknesses High Insurance premium :)
Weaknesses Lack of inter department communication :|
Weaknesses Frequent product returns due to quality issues :)
Threats Increasing Manufacturing Costs :(
Threats Competition from new low cost entrants :)
Threats Lack of capital for new projects :|
Threats Global downturn continueing :)
Opportunities New government design grants :|
Opportunities E-Commerce Opportunities :)
Opportunities University Graduates :(
… … …
RequirementsGroup Title Responsible StatusParent Improve Cost Structure (300k) Mary Roche :)
Parent Greater Utilisaton of Assets Danny Mulryan :(
Parent Pilot Corporate ERP System Andrew Kelly :)
Customers Reduced Lead Times Michael Clark :|
Customers Increased Flexibility Michael Clark :)
Customers Greater Quality and Reliability Stewart O'Neill :|
Employees Opportunity to Learn on the Job Gary O'Halloran :)
Employees Greater discretion and responsibility Breda Mooney :(
Regulations Health and Safety Compliance Luke Davenport :)
Regulations Environmental Compliance David Noone :|
Community Local Sponsorship Breda Mooney :)
Suppliers Faster Payment Times Stewart O'Neill :|
Suppliers More Accurate Forecasting Stewart O'Neill :|
… … … …ObjectivesGroup Title Responsible StatusCapacity Employ low risk strategy towards capacity expansion Mary Roche :)
Capacity Improve capacity analysis techniques David Noone :(
Capacity Improve man-power flexibility towards capacity changes Michael Clark :)
Capacity Explore Make vs Buy Opportunities Stewart O'Neill :|
Responsiveness Collaborate on development of more accurate forecasts Danny Mulryan :)
Responsiveness Explore manufacture-to-order processes Michael Clark :|
Responsiveness Reduce order delivery times Stewart O'Neill :)
Responsiveness Improve dealer and supplier partnerships Stewart O'Neill :(
Organization Migrate towards flatter and leaner organisation Danny Mulryan :)
… … … …
Columns
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Relationships
Relationships
Objectives Pla
n &
Co
ntro
l Man
ufa
ctu
ring
Pla
n &
Co
ntro
l Mat
eri
als
Pla
n &
Co
ntro
l Pro
du
ctio
n
Ass
ure
& C
on
tro
l Qu
alit
y
Pro
vid
e P
erso
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l Sys
tem
s
Co
ntr
ol A
cco
unt
ing
Sys
tem
s
Pro
vid
e E
ngin
ee
ring
Sys
tem
s
Pro
vid
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nfo
rma
tion
Sys
tem
sEmploy low risk strategy towards capacity expansionImprove capacity analysis techniquesImprove man-power flexibility towards capacity changesExplore Make vs Buy OpportunitiesCollaborate on development of more accurate forecastsExplore manufacture-to-order processesReduce order delivery timesImprove dealer and supplier partnerships…
Activities
Relationships
Objectives Impr
ove
Cos
t Sav
ings
Incr
ease
Del
iver
y P
erfo
rman
ce
Red
uce
Abs
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Def
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per
Uni
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Red
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War
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per
mon
th
Red
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Man
ufac
turin
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ad T
ime
Employ low risk strategy towards capacity expansionImprove capacity analysis techniquesImprove man-power flexibility towards capacity changesExplore Make vs Buy OpportunitiesCollaborate on development of more accurate forecastsExplore manufacture-to-order processesReduce order delivery timesImprove dealer and supplier partnerships…
Indicators
Relationships
Objectives Inst
all R
obot
ic W
eldi
ng
Red
esig
n A
ssem
bly
Line
Inve
stig
ate
ER
P S
yste
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Dev
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Res
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Spo
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and
Soc
ial A
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Impl
emen
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ovat
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Tra
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Impl
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…
Employ low risk strategy towards capacity expansionImprove capacity analysis techniquesImprove man-power flexibility towards capacity changesExplore Make vs Buy OpportunitiesCollaborate on development of more accurate forecastsExplore manufacture-to-order processesReduce order delivery timesImprove dealer and supplier partnerships…
Projects
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Applied Innovation - Lists
ACTIONSIdeasProblemsProposalsInitiativesDeploymentPortfolio…
ACTIONSIdeasProblemsProposalsInitiativesDeploymentPortfolio…
RESULTSExceptionsReports…
RESULTSExceptionsReports…
GOALSStatementsRequirementsStrategiesStandardsIndicators
GOALSStatementsRequirementsStrategiesStandardsIndicators
TEAMSTeamsWorkgroupsLeadersReviews…
TEAMSTeamsWorkgroupsLeadersReviews…
RESOURCESModels, Tutorial, Archive,
Advisor, Selector, Information, Services,
Customize
COMMUNITYNotices,
Policies , News, Links,
Forum, Library
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Applied Innovation - Lists
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Example of KM system
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Types of Meetings Various levels of meeting related to
the management of the innovation process take place across the organization. They include: Innovation workshops Innovation team meetings Steering group meeting Project team meeting Individual review meeting
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Summary Explain the concept of knowledge and knowledge
management Understand the various stages of knowledge
management Describe the difference between personalization and
codification Explain the different depths of knowledge Explain why organizations need employees to “care
why” Show ways in which people can collaborate in sharing
knowledge Describe how collaboration can be enhanced through
effective meetings
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Search Online
www.microsoft.com/sharepoint www.bscw.com www.wikipedia.org
[keyword: collaboration software]
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Activities
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reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United State Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, Sage Publications, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.