Knowledge Management in BusinessATKM 801

Final Presentation

Nipawan Mantalay512152002

Problem Specification

Org: an international firm in Chiang Mai, ThailandCLBS: Chiang Mai Lanna Business Services LTD

Productivity: HR developmentThai language skills/

sense of belonging in Thai society

HR manager

Expatriates24 German

and 2 French

ProblemDelay integration

Into society

How to manage intercultural activities

Alienation/Boredom/

unhappiness

Pre- maturereturn

Bare costs on

new recruitm

ent+

training

KM and the Problem

Gorelik (2005) - a framework for applying structures and processes at the individual, group, team, and organizational levels so that the organization can learn from what it knows (and acquire new knowledge if required) to create value for its customers and communities.

Nonaka (2002)- the design of processes for managing assets, working environment, vision, and leadership to maximize the value of the process of creating, sharing, and utilizing knowledge.

Kuo (1999) – the integration of internal and external knowledge at all times in order to cope with environmental changes both within and outside the organization, to solve existing problems as well as to innovate for business expansion.

knowledge management in my perspective - the knowledge creation within the organization that boosts up the performance of employees to benefit the company’s productivity arising from reaching the stage of learning organization.

Idea and Strategies

1 Double-loop learning, ArgyrisCorrecting human errors by investigate and alternate governing variablesbefore actions

2. Balance Scorecard, Kaplan and NortonLearning and Growth perspective

3. Learning in Actions, GarvinIntelligence learningLeading learning

4. Fifth discipline, SengePersonal MasteryMental models

Single- loop & Double- loop LearningChris Argyris, 1992

The term “single-loop” and “double-loop” learning - used for solvingthe defensive routine from human errors

I single-loop learning (know how) - matches are created or mismatches are corrected by changing actions

II double-loop learning (know why) - mismatches are corrected by first examiningAnd alternating the governing variables and then actions

Governing variables

Actions ConsequencesMatch

mismatch

Single-loop

Double-loop

Balance scorecardKaplan& Norton, 1992

Four perspective of measurement system

1. Financial perspective

2. Customer perspective

3. Internal Business perspective

4. Learning and Growth perspective

Strategy Map for CLBS, Chiang Mai, Thailand

Financial Perspective40%

customerPerspective10%

Internal Business Perspective20%

Learning&GrowthPerspective30%

Development of IT system

10%

EmployeeProductivity

20%

Operation process improvement 20%

24 hours Standby Operator

Service 5%

Quick response on phone 7% Well-informed

Details 7%

CustomerSatisfaction

3%

Customer Retention

3%

Old

Customer Acquisition

2%

SocialNetwork

2%

New

Europe25%

America10%

Asia5%

Turnover Rate 40%

Idea and Strategies

The Learning and growth Measurement Framework

Results

EmployeeProductivity

EmployeeProductivity

EmployeeProductivity

Enabler

Staff Competencies

Technologyinfrastructure

Climate foractions

Strategy Map Objectives Measurement InitiativesBaseline data

Target

Learning and Growth Perspective10%

L1 Developmentof IT system5%

L2 EmployeesProductivity5%

-To installIntranet within the company to shareInterculturalproblems of expatriates

-To developIntercultural skillsof expatriatesfor human Resourcesdevelopment

- numbers of expatriates whovisit and sharetacit knowledge in the site

-Numbers of Thai vocabulariesexpatriates can Remember andspeak

-Numbers of Thai cultural issues expatriates understand

0

0

0

26

500

5

-intranet installation

-Thai class using company as a classroom

-Thai buddy project

+Idea and Strategies+

Action that Require Learning

To become intercultural intelligence organization

* To train German expatriates of CLBS Thai language & culture for a better acculturation in Thai context

* To launch host language training for expatriates of CLBS

Learning in Actions

Intelligence Learning- Search language and culture

- book and journal

- Observe German employees- Thai employees

- Inquiry German employees- Thai employees

To train German expatriates of CLBS Thai language & culture

Jandt, 1995 - Language and culture are interrelated

Hurn, 2007 - local language helps social intercourse, aids understanding of cultural nuances and above all, signals a willingness to make the effort to better

understand the foreign culture

To launch Host Language Training for Expatriates of CLBS

* Intelligence Learning*

- Search/ Observation

foreign companies AUACMUwebsites

- Inquiry

Associate Professor Srivilai Ponmanee,The director of Center for Teaching Thai a Foreign Language, Department of Secondary Education, Chiang Mai University

Leading Learning

* Create Learning Forumsregular meeting on Friday noon

* Exploratory Assignment-Workshop for expatriates to share success and failure experience in intercultural communication

* Setting the Tone- Encouragement in Learning Thai - Facilitating Support for host language training

Fifth discipline, Senge

Senge, 1990 “for an innovation in human behavior, the components need to beSeen as disciplines and to practice a discipline is to be life long learner”

+ Personal mastery- Creative tension

+ Mental models – an influence on personal worldview and actions

Conclusion

A. Not a ready made theory and no one-sized fit all to problem

B. the selection of appropriate and practical one (s) to solve the company problem

C. For CLBS case= Double loop learning, growth and learningPerspective in Balance scorecard, intelligence learning and leading learningIn learning in actions and personal mastery and mental models in Fifth DisciplineBeing taken into consideration and applied to create company’s productivity

D. company’s productivity referring to the development of human resources

E. Expatriates gain Thai language and culture skill and sense of belonging to Thai society

F. prevent premature return problem as well as early resign causing the company’s increasing expenses in new recruitment and training process