organizational management knowledge management and decision making bbus 507 professor vandra l....
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Organizational ManagementKnowledge Management and Decision
Making
BBUS 507Professor Vandra L. Huber, DBA
Session 1: Course Introduction
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Agenda
Administrative matters and course objective
Course Requirements
Exercise: BARNGA
Today’s topic: Definitions & Knowledge Management Models
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Administrative Matters Contact information on syllabus
Office hours: By appointment
Course materials:
- Course pack available from Kinkos, Bothell-Everett Highway
- Additional materials distributed by me
Honor code issue
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Honor Code Prepared and on time for all simulations Do not show your confidential case
instructions to the other parties. Do not make up facts or information
that materially change the power distribution of the exercise
Do not borrow notes or discuss roles outside of class.
Class discussion stays in class
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Attendance/Participation Policy
You will be penalized one letter grade on final course grade, if you:
Fail to participate in more than one exercise or case discussion
Arrive after 10 minutes of the beginning of class;
Are unprepared or not present to obtain simulation assignments for the next class (don't ask me to email them to you)
Must inform me of absence 48 hours in advance.
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Grading Class Participation 20%
Professionalism 5% On time No complaining or whining Ethical behavior Respect for others
Out of Class Project Participation 10% Qualitative Team Project Survey 5%
Team Project 40% Project outline 5% Oral presentation 10% Final Written Report 25%
2 Individual Assignments 40% Knowledge debriefings Case Analyses
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Knowledge Management Basics
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Origins ofKnowledge Management
IT TrackKnowledge = Objects
People TrackKnowledge = Process
Organizational
Level
Re-engineering
Organizational
Theorists
Individual Level
AI -Specialists
Psychologists
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What is knowledge?
Knowledge is the combination of data and information to which is added expert opinion, skills and
experience, to result in a valuable asset which can be used to aid
decision making.”
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Four Stages of Learning
Stage 1 Data + Relevance + Purpose
Stage 2 Information + Application
Stage 3 Knowledge + Intuition
Stage 4 Wisdom (Tacit Knowledge)
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Hierarchy of Knowledge Skill
Ability to act according to rules which depend on feedback from a non-social environment.
Know-How Includes skill and is the ability to act in social contexts.
Knowledge Includes know-how + the ability of reflection. Implies the ability of know-how within a
certain domain and the ability not only to submit to the rules but also by reflection influence the rules of the domain or the tradition.
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Test Your Tacit Knowledge Shut your eyes. Then
try to touch the tip of your nose with your index finger. At the same time, concentrate hard on what you are doing and on where your arm is at all times.
Do the exercise slowly. Allow a minimum 20 seconds for it.
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Test Your Tacit Knowledge Now, explain to the
person sitting next to you exactly how you did the exercise, describe how you held your index finger, every movement your arm was doing, all different angles, all the way up to your nose.
Was it easy to describe in words how you did the exercise?
Why or why not
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Two Types of Knowledge Explicit Knowledge is articulated in formal
language Grammatical Statements Mathematical equations Specifications Manuals
Tacit Knowledge is personal knowledge embedded in individual experience
Personal beliefs Emotion Perspective Experience Intuition
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Item 2 represents tacit knowledge
InvoiceDate_______
To:_______________ _______________
Item Description of Service, Parts, etc.
Cost
Item 1 Hitting pipe with hammer $1.00
Item 2 Knowing which pipe to hit and where to hit it
$9,999.00
Please remit within 30 days
Total $10,000.00
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What is knowledge management?
"Knowledge Management embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings to improve organizational capabilities”
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Why Knowledge Management Because we want superior performance
and competitive advantage For innovation and to avoid decline To improve quality and customer
relations To increase our ability to manage change For energized committed work force To expand boundaries and to engage in
community
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Competitive Advantage Of the Firm
Lies in its… Ability to create, transfer,
assemble, integrate and exploit knowledge assets
Knowing-Doing Gap Difficulties arise not in accessing
knowledge But in utilizing knowledge
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Knowledge Economy In WAIndicator Ran
kScore
Overall 2 86.21
Aggregated Knowledge Jobs 5 13.24%
Managerial, Professional and Tech Jobs 14 27.7%
Job Churning (New start-ups and failures combined)
10 21.3%
High Tech jobs as a share of total employment 9 6.6%
“Gazelle” Jobs with 20% growth for 4 or more years
1 16.5%
On-line population % of adults with access 7 61.3%
Initial public offerings (weighted by number and value)
1 11.78%
Patents per 1,000 workers 9 1.03%
R&D Industry investment as a % of Gross State Product
11 2.25%
Venture capital investment as a % of GSP 5 1.34%
Progressive Policy Institute, Washington, D.C. 2002
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Knowledge Versus Service
KnowledgeProblem solving non routine problemsSmallerCreativeAdhocracyHigh EducationNo economies of scaleEconomy of scope in intangible assets
ServiceServicing Routine
ProblemsBigger
ProductiveHierarchy
People IntensiveLow Education
Economies of Scale
High Customer Adaptation Low
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Tangible and IntangibleAssets of Knowledge Organization
Cash
Accounts Receivable
Computers, Offices
Human Capital
Information Capital
Organizational Capital
Tangible
Intangible
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Models of Knowledge Management
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Human Capital
Information Capital
Organizational Capital
Organizational Systems
TransformationsInputs
Stakeholder Expectations
Strategy/Vision, Mission, Values
Information
Outputs
Satisfied Stakeholders (Customers, Public, Policy
Makers)
Profitability
System Effectiveness
Employee Satisfaction
/Performance
External Environ ment
Knowledge Management Processes
Business & Economic Environment
Competitors Social Values/ Community Environment
Legal/ Public Policy Environment
Constraints and Opportunities
Technology
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ROCE
CustomerLoyalty
QualityQuantity
EmployeeSkills
Balanced Scorecard’sExplore Cause-and-Effect
RelationshipsFinancial
Customer
InternalBusinessProcess
IntangibleAssets
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SourcesFormal and informal Networks
Internal and External Acquisitions
UsesQuality of Problem Solving/
Decision Making
OutcomesInnovation
Market/ FinancialPerformance
Individual and organization’s
ability to absorb information and
turn it into know how
New organizational knowledge flows from activities and decisions
Process of KnowledgeCreation and Innovation
Which Firm Operates
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Total Systems Model
Strategy
Human Capital
Information
Capital
Organizational Capital
Vision
Leadership
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Human Capital KnowledgeProfessional Knowledge Rules Programs Manuals
Organizational Knowledge Strategy Making Marketing Human Resources Accounting
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Personal Mastery
To learn, grow, and achieve personal mastery that fuels and provides substance to all learning organizations is the basic human need.
No organization can truly be a learning organization without its individual members being free to learn.
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High
Low
Human Capital
Professionals Leaders
Supporters Managers
Low Organizational Knowledge High
Pro
fess
ion
al
Know
ledg
e
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Informational CapitalSystems Collecting knowledge Organizing knowledge Distributing knowledge Securing/Protecting knowledgeDatabases Harvesting Data Storing Data Divergent – Free to all Convergent – Reviewed by expertsNetworks Intranet Internet Global
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Informational CapitalDatabase Subsystems Allows managers and employees to share the right
information in a timely and efficient manner
Organizational Language Subsystem Allows understanding of the meaning of things Decoding & Codifying into usable data for others Systematic language that allows people to recognize the
deeper meaning
Networks Retrieve and acquire information and knowledge from internal
and external sources
Transfer Subsystem Transfers information between individuals or creates new
knowledge
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Four Fold Focus Generating
Identifying desired content proactively Getting people to contribute ideas.
Evaluating based on contributions
Organizing Selection and refinement of material Distillation of material Chunking data into knowledge objects
7 plus or minus 2 tidbits of information SME review, certify & bless material
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Four Fold Focus Developing
Organized so it can be represented, retrieved and used
Navigational tools, user interfaces, Position and linkages among elements Divergent versus convergent processes
Difusing and Distributing Insuring its use internally and externally Training and rewarding Choice between “push” or “pull” systems
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Organization Capital
The capacity to manage human intellect -- and to transform
intellectual output into a service or a group of services
embodied in a product – is fast becoming the critical executive
skill of this eraJames Brian Quinn
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Organizational CapitalCorporate Brand Image ReputationCulture Organizational GlobalLeadership Development Strategic FocusTeamwork Integration Knowledge Sharing
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Culture A shared set of enduring
meanings, values and beliefs that characterize an organization, national, ethnic, and other groups and orient behavior.
Includes: Behavior Patterns Values and Norms Rules, Concepts and Assumptions
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Process of Knowledge Creation
Capturing“Holding On”
Transacting“Exchanging Knowledge”
Bestowing“Sharing”
Indwelling“Looking With”
KnowledgeIndividual Social
Care
H
igh
Lo
w
George von Krogh, California Mgt Review, 1998
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Leadership Having a definitive leadership
brand Embedding formal and informal
leaders through the organization (Up, down and across)
Establishing development programs for leaders
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Alignment Individual actions are directed
towards achieving high level objectives Understanding of strategy Sense of urgency Clear line of sight between vision and
behavior and reward Empowerment
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Teamwork (knowledge sharing)
Development of communities of practice
Ensuring communication of best practices
Common global system of knowledge sharing
Integration of employees
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Concluding Thoughts
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Knowledge Nuggets All organizational learning (knowledge) is
leveraged in delivering business advantage to the customer
Knowledge Management focuses on Intangible Assets:
Human Capital Informational Capital Organizational Capital
“Learn Once, Use Anywhere!”
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Knowledge Nuggets
Tacit Knowledge is critical and resides most often in the heads of individuals.
Knowledge is enmeshed with its use.
The flow of knowledge is as important as the stock of knowledge.
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Knowledge Nuggets Experimentation is pivotal to
knowledge generation Technological should not be
substituted for human interaction A fundamental intermediate
purpose of knowledge management is to create a shared context
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Knowledge Nuggets Knowledge management requires
organizational commitment. Planning and decision-making Internal customer service Technology Financial Time
The knowledge life cycle consists of multiple stages:
Knowledge Generation Knowledge Organizing Knowledge Generating Knowledge Diffusing Knowledge Reusing
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Hmmm…
Do You Agree or Disagree? Knowledge never can be
transferred. We can only transfer information.