Aged corporations are companies or businesses that are no longer active or abandoned by the owner. The benefits to this option are that you could ‘pretend’ as if your business had run for many years (since normally shelf corporations for sale must have run for many years before being abandoned).

However, the bad part of the option is that the aged corporations for sale might have had a bad reputation in the past which could be the main reason why it went bankrupt. The cheapest aged corporations or aged shelf corporations need to be carefully investigated before you decide to purchase one.

In recent years, numerous pre-built open source content management systems have emerged as viable alternatives to costly proprietary products or custom-built solutions.

Simple-to-install, easy-to-use alternative, convenience, scalability and very low cost are perhaps some of the advantages of open source content management.

To understand the open source content management systems, knowledge of the Enterprise Content Management is a first criterion, since it is consistently a top-ten initiative of CIO’s in the Fortune 1000 and open source content management system is very much related to this ECM.

ECM (Enterprise content management) is a broad term and it implies the acquisition and management of both structured and unstructured content that is dispersed across a number of different repositories, often described as “information silos”.

It is a widely-recognized IT-industry term for software technology that enables organizations to create/capture, manage/secure, store/retain/destroy, publish/distribute, search, personalize, and present/view/print any digital content (e.g. pictures/images, text, reports, video, audio, transactional data, catalog, code).

Many Enterprise Content Management (ECM) systems include WCM capabilities.

WCM (web content management) in turn is the management of both structure and unstructured content that is delivered over the Internet, typically via a web site. Web Content Management includes content creation, site management, workflow, access control, and delivery.

With the advent of the new content architectures, the need for replication, federation and decentralized authority has become of utmost necessity. They are allowing each department of the organization to plan for their own needs and to utilize existing hardware at a fraction of the costs.

For this we need to have a proper content management system which is nothing but a system used to manage the content of a Web site.

The content management system is sometimes a web application used for managing websites and web content though in many cases, content management systems require special client software for editing and constructing articles.

The market for content management systems remains fragmented, with many open-source and proprietary solutions available.

Typically, a CMS consists of two elements: the content management application (CMA) and the content delivery application (CDA).

CMA deals with creation, modification, and removal of content from a Web site without needing the expertise in the relevant fields by the content manager or author.

Our interest lies on this content management application (CMA) part which is the other name of open source web content management or opencms which helps to create and manage complex websites easily without knowledge of html.

It refers to a range of technologies and techniques, including portal systems and web-based groupware.

Complex Intranet, Extranet and Internet sites can be quickly and cost-effectively created, maintained and managed by these effective technologies.

Also, complete websites with highly customized layouts and interactive functionality based on Java, JSP, XML and other technology can be created by open source web content management software available in the market.

There are so many organizations that offer true Open Source Enterprise Content Management services- Open Source Document Management, Collaboration, Records Management, Knowledge Management, Web Content Management and Imaging.

Using the open source model those organizations make enterprise content management affordable for many applications that were not possible before.

Web Application Platform, Software License, Stability and Development Activity, User Community, Documentation and Source Code, Web Standards and Accessibility and Suitability and Usability are some of the reasons why you should have open source content management systems for the growth of the company itself.

If you choose wisely, an open source CMS can provide a stable, flexible and cost-effective system that is well-suited for your content management needs.

Finally it gives you the liberty to stay in control of your content management solution.

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Time management is basically about being focused. The Pareto Principle also known as the ’80:20 Rule’ states that 80% of efforts that are not time managed or unfocused generates only 20% of the desired output. However, 80% of the desired output can be generated using only 20% of a well time managed effort. Although the ratio ’80:20′ is only arbitrary, it is used to put emphasis on how much is lost or how much can be gained with time management.

Some people view time management as a list of rules that involves scheduling of appointments, goal settings, thorough planning, creating things to do lists and prioritizing. These are the core basics of time management that should be understood to develop an efficient personal time management skill. These basic skills can be fine tuned further to include the finer points of each skill that can give you that extra reserve to make the results you desire.

But there is more skills involved in time management than the core basics. Skills such as decision making, inherent abilities such as emotional intelligence and critical thinking are also essential to your personal growth.

Personal time management involves everything you do. No matter how big and no matter how small, everything counts. Each new knowledge you acquire, each new advice you consider, each new skill you develop should be taken into consideration.

Having a balanced life-style should be the key result in having personal time management. This is the main aspect that many practitioners of personal time management fail to grasp.

Time management is about getting results, not about being busy.

The six areas that personal time management seeks to improve in anyone’s life are physical, intellectual, social, career, emotional and spiritual.

The physical aspect involves having a healthy body, less stress and fatigue.

The intellectual aspect involves learning and other mental growth activities.

The social aspect involves developing personal or intimate relations and being an active contributor to society.

The career aspect involves school and work.

The emotional aspect involves appropriate feelings and desires and manifesting them.

The spiritual aspect involves a personal quest for meaning.

Thoroughly planning and having a set of things to do list for each of the key areas may not be very practical, but determining which area in your life is not being giving enough attention is part of time management. Each area creates the whole you, if you are ignoring one area then you are ignoring an important part of yourself.

Personal time management should not be so daunting a task. It is a very sensible and reasonable approach in solving problems big or small.

A great way of learning time management and improving your personal life is to follow several basic activities.

One of them is to review your goals whether it be immediate or long-term goals often.

A way to do this is to keep a list that is always accessible to you.

Always determine which task is necessary or not necessary in achieving your goals and which activities are helping you maintain a balanced life style.

Each and everyone of us has a peek time and a time when we slow down, these are our natural cycles. We should be able to tell when to do the difficult tasks when we are the sharpest.

Learning to say “No”. You actually see this advice often. Heed it even if it involves saying the word to family or friends.

Pat yourself at the back or just reward yourself in any manner for an effective time management result.

Try and get the cooperation from people around you who are actually benefiting from your efforts of time management.

Don’t procrastinate. Attend to necessary things immediately.

Have a positive attitude and set yourself up for success. But be realistic in your approach in achieving your goals.

Have a record or journal of all your activities. This will help you get things in their proper perspective.

These are the few steps you initially take in becoming a well rounded individual.

As the say personal time management is the art and science of building a better life.

From the moment you integrate into your life time management skills, you have opened several options that can provide a broad spectrum of solutions to your personal growth. It also creates more doors for opportunities to knock on.

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Although sometimes it seems that projects take on a life of their own, the simple fact is that projects don’t manage themselves. It takes the energy and commitment of a number of people to take a project from the initial idea through inception. As more companies embrace the concept of self-directed work-teams that work on specific projects, project management, will become a more vital element of the workplace. The following checklist will help you create a successful project management office:

- Formulate and outline the project
- Break up the project into manageable tasks
- Keep the project on target and complete it on time

Getting Started
The best way to guarantee a project’s success is to start with a strong foundation. Among the questions you should ask when putting together a project kick start:

- Is this something we have done before? If so, what did we learn from the last project?
- Do we have the time and resources to do this project effectively?
- How many people will we need? What sort of expertise should they have?
- Will we need to use outside sources?
- Does top management support the project?
- How long will the project take?
- Once you’ve put together a workable project plan, you need to put an action plan together so:
- Decide how many people will be assigned to the project. Assign people on the basis of their experience and expertise.

Make sure you have a commitment from upper management regarding adequate resources (funding, staff, time, etc.). Make sure, too, that you know exactly what upper management expects in the way of a given project. Communicate your interpretation of their instructions to your supervisors, and make sure you clear up any questions or confusion before the project begins.

Set up a communication network to ensure that everyone is talking with one another; don’t allow people to work in a vacuum.

Create a schedule with specific dates by which different elements of the project will be completed. Build-in a few days to allow for unforeseen problems.

Assign someone the task of keeping records of ongoing progress during the project. This information should be shared with everyone who is working on the project.

If no one from your division has ever worked on this sort of project, consult with people from other departments, or even from other companies (when possible) to get an idea about what to expect.

The Course of the Project
Once the project is under way, there’s a strong tendency to put it on automatic pilot. This makes it harder to fend off potential difficulties, and it cuts off any creative ideas that could enhance the project. Here are some ways to keep things moving effectively through the project’s duration:

Hold regular meetings. These don’t have to be formal three-hour progress sessions – but they should give project members the opportunity to share ideas, voice concerns and ask questions of one another. Some of these meetings should include brainstorming sessions, which promote free flow of creative ideas.

Keep written records of meetings. These make people take the sessions more seriously, and they give anyone who’s unable to attend a point of reference from which to work.

Have individual workers provide you with progress reports. These should not be one-sided conversations. Share your ideas, and offer to address the individuals’ concerns and answer questions as well.

Make sure deadlines are being met. Make it clear that anyone who anticipates missing a deadline should let you know ASAP; this way, you can adjust schedules, or provide people with additional support staff or other resources.

Keep track of what is being spent on the project. Individuals should provide you with information on how much they spend. Let them know how much money they have to work with so they don’t go over budget.

If you’re working with outside contractors or people from other departments, make sure you keep them posted on the progress of the project. You should invite them to at least some of the meetings and brainstorming sessions, and be sure to solicit their opinions.

Solicit the opinions of people in the company who aren’t involved with the project. Sometimes a fresh perspective can provide the best ideas.

Keep upper management apprised of the progress you’re making. This way, you can be alerted to any potential red flags (no manager likes surprises).

The Difference Between Success and Failure
A key factor in the success of the team is its leader. The qualities of a successful project leader include:

- Conscientiousness
- Technical and organizational knowledge
- Honestly/trustworthiness
- Consistency/predictability
- Resourcefulness

When the Project Is Completed

As the project draws to a close, it’s important to remember that a completed project is not a project that is over. Here are some guidelines for dealing with the project’s completion:

Just before the project is complete, meet with the project team as a whole (and one-on-one) to make sure all the loose ends are tied before the project is submitted. Make sure everyone is given credit for contributions.

Remember you don’t have to have a glitzy presentation with video and fancy hand-outs – but your presentation should be professional. Make sure you provide neat, complete copies of your work to upper management, and make certain your presentation is well-planned and professional. A typed copy sent to the supervisor in an interoffice envelope is not enough.

Be sure to give proper recognition to team members when you present the completed project to upper management. It’s important to recognize workers in front of their peers, but they deserve recognition “upstairs” as well.

After the project is over and handed in, gather everyone who worked on it and conduct a postmortem: What were the best aspects of the project? The worst? What mistakes were made, and how can you learn from them? Did you budget, enough time and resources? Too much? Not enough? Do you need more of less outside help for the next project? Who has demonstrated expertise that had previously been ignored? How can the entire process be streamlined? Include your outside contractors and consultants in the postmortem and be sure to get their insights.

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Impact of Knowledge Management in HR practices

Introduction

            In recent years, Knowledge Management has emerged as one of the prime concerns of human resource Management (HRM) system.  Before understanding the concept of Knowledge Management, We define knowledge, which is known as information, enrichment, practical skill, acquaintance, etc.  In Knowledge Management point to view, knowledge may be defined as actionable wisdom that results facts, information and techniques in a particular field.  In HRM context, Knowledge Management is creation, distribution and utilization of knowledge at the individual group and Organizational level for the benefits of people improved and affected by it.  This paper express Emerging trends in Knowledge Management faced by HR area.

Knowledge Management:-

            Knowledge Management is a system by which business strategies is excused and create results.    In Knowledge Management there are three basic elements:

i)                    Knowledge creation

ii)                  Knowledge sharing and

iii)                Knowledge utilization

  Why Knowledge Management is important?

• Limitation of Existing initiatives
• Value of knowledge
• Minimize effort Duplication
• Sharing of Best Practices
• Enhanced Innovation

Need for Knowledge Management

1. To generate information for production increases reduction of cost of expenditure, maximizing profit through knowledgeable worker or minds of workers.
2. To improve the natural and human resources through innovative method to reach.
3. To save the Organization from critical capabilities
4. To develop the right source at right timely relevant knowledge
5. To focus the higher quality production and resource allocation
6. To ensure their survival through creation, acquire, maintain, retain and process the new ideas and innovation
7. To share strong cultural behaviours for achieve goals

The Top Five Strategies for innovative HR practices

1.             1.   Provide Job Challenges.
2.             2.   Provide an open environment and culture.
3.             3.   Give a competitive compensation.
4.             4.   Clarity of job responsibilities career paths.

            5.   Continuous training and skill up gradation.

Knowledge Management process or steps in Knowledge Management

1. Identifying the skill and its developments

2.                  Set human capital management

3.                  Human capital approaches

4.                  Responsive ability (rapid align the competencies)

5.                  Creating a knowing enterprise (applied learning Organization)

6.                  Recognition

  Knowledge Management Programme implementation:-

            Knowledge Management is a continuous process.  A Knowledge Management programme has the following elements:-

1. Define Knowledge Management strategy => includes why to share knowledge, what to

                                                                               share, with whom to share, how to share.

1. Organizing Knowledge Management programme=>includes providing budget for knowledge sharing, providing budget for knowledge sharing, choose technology for knowledge sharing, communicating the value of knowledge sharing, adopting methods of knowledge sharing and measuring performance.
2. Reinforcement for Knowledge Management => includes Introducing New incentives and Providing support for knowledge sharing
   1. Create a culture that stimulates knowledge sharing and learning
   2. Ensure that the used needs types of knowledge and system to transfers the knowledge
   3. Knowledge sharing is useful for support Knowledge Management programme
   4. To motivated to be willing to travel and share knowledge with others
   5. Experts must available and help teams to solve tough and unusual problem
   6. Different sharing system for different group of employees
   7. There should be integration of knowledge and organizational practices

Making an effective Knowledge Management  

Role of executives in Knowledge Management

1                    Establishing the need for a Knowledge Management initiative

2                    Ensuring a solid business case

3                    Steering for tangible measures

4                    Creating a frame work for Technology support

5                    Cultivating a knowledge sharing culture and

6                    Becoming the face of an internal communications strategy

Conclusion:-

            In our minds this is all about creating capacity in the management to get the business goals, which we could not hit without some new way of thinking & innovation.  Hence, the Knowledge Management is nothing but focus on information, form a team for utilizing individual knowledge into structural knowledge, make quick decisions, develop the intellectual capital etc.,  A HRM manager identify the strategy to find out human intellectuate which is possible through 3 phases.  i.e. (i) Preparation phase (ii) Acceptance  phase (iii) Commitment phase, it is nothing but identify the experts & develop their intellectual, for achieving the Organizational goal.

Information+ Experience+ insights + judgment =      “KNOWLEDGE”

“What is greater than knowledge?”

“A heart that can se and care”, whispered the soul.

References:-

(i)     Human resource Management (HRD system) by L.M.Prasad

(ii)  Knowledge Management by Sudhir Warier

(iii) Management of change and Organization development by – S.K.Bhatia

      (Knowledge organization)

(iv) The Executive roles in Knowledge Management by Carla O’ Dell

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Submitter’s (Author) detail

Name : Mr.S.Sundararajan
Designation : Faculty of Management Studies & Research Scholars
Institution : Periyar Institute of Management Studies (PRIMS)
Address : PRIMS, Periyar University, Salem – 11. Tamilnadu.
Pin: 636 011.
Tel.No (Office) : 0427-2345766 Extn.237
Mobile No : 093671 53253
E-mail : rajanmba2003@yahoo.co.in / mahaphd2007@gmail.com

When it comes to media relations or public relations, most business executives want to be on the cover of the New York Times.  However, as many politicians and CEOs will attest to, being on the cover of a newspaper or magazine may be as negative as it can be positive.  Building a relationship with the media is important, both for the major stories that can possibly happen and the minor everyday stories that happen on a regular basis.  While the media can be tricky, and even on attack mode lately, like all industries they operate on trust and relationships and establishing credibility with them is an important task.  Establishing credibility can have a profound impact upon the success of any political campaign, press initiative or marketing campaign.

It’s important to be media friendly.  Being media friendly involves being responsive, listening, answering questions and simply being available to the media should they call or contact you.  If you can position yourself as a resource, meaning if you can position yourself as someone who not only wants to get into the papers, but who can also offer important information on other stories, you can go a long way towards helping build trust with the media.

You should also be sure to give you media person or contact the tools to be helpful.  One thing the media hates is a press person who is basically a glorified receptionist, simply answering phones and passing messages along.  Having someone with quality communication skills and who has the knowledge to at least give the media a taste of what they want will make you and your company a far more attractive target for quality stories than the alternative.  Most people overlook their public relations people, but good public relations can benefit you, and offer quality reputation management.

Probably the most important tool for reputation management today is the Internet.  Using your Website, e-mail and other Internet tools will give you quality reputation management at a relatively inexpensive price.  Offering quality information on your Website, using your e-mail quickly and effectively and utilizing other Internet tools such as Digg, Twitter, Facebook and others will give you the kind of online reputation management that will benefit you in the short and the long term.

You should also embrace a policy that increases your transparency.  The media loves to report on stories where a company is seemingly hiding something, even if that isn’t the case.  If it seems like you’re unwilling to answer questions, or that you are trying to keep certain stories from hitting the press, the media will pick up on that and sometimes create a story out of thin air.  This will obviously damage your reputation.  Good reputation management sometimes involves commenting on your own mistakes and errors, and allowing your staff to admit mistakes and apologize when appropriate.  This isn’t always easy, and every once in a while someone may say too much, but if there’s nothing being hidden you won’t have to worry about a 20/20 exposé.

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Knowledge is a philosophical concept defined by Plato as a belief supported by an account or an explanation (Blair, 2002). Under the context of knowledge-view of an organization, the definition suggests that knowledge comes from firm’s increased ability to make use and sense of available information to create value for the shareholders (Leiponen, 2006). There has been a significant growth in the knowledge-based school of thought, which suggests that generating and retention of knowledge can have positive effects on the firm’s performance (Di Mattia & Scott, 1999). To manage this intangible asset to leverage firms for benefits is considered to be its core capability. Knowledge management (KM) has been aimed at capturing, integrating and using existing organizational knowledge and consequently creating a knowledge asset that can be a source of sustained competitive advantage in the long run (Brooking, 1999; Havens & Knapp, 1999). The revolution in the KM came with the rise of technology and there has been a misconception of linking IT with KM although it just facilitates the process (Papers4you.com, 2006).

The literature has divided knowledge into two major categories depending upon its nature to be codified for the use in a KM system. The structured and systematic knowledge that can be described in formal language and easily communicated and shared through formal means qualify for the explicit knowledge type (Elizabeth, 2001). It has been established that such knowledge is easy to codify in the form of databases and is seen as a base resource because of its inherent nature of easy imitation by other organizations. The other form of knowledge which has gained tremendous importance is the automatic collective behavior and is called tacit knowledge (Richard et al, 2001). Tacit knowledge, according to Sajjad et al (2005), comprises of mental models, values, beliefs, assumptions and perceptions which are deeply entranced into the intellectual capital of an organization. It has been suggested that tacit knowledge is faced with an apparent dichotomy i.e. the feature of inimitability that make it a source of sustained competitive advantage also makes it hard to capture and share within the organization to gain the potential benefits.

Therefore it can be concluded that the elusive asset of knowledge, where provides an organization with capability to undermine competition also proves to be a challenge to leverage itself (Papers4you.com, 2006). Any organization should not only look at the ‘best practices’ in the field but should customize each approach to its own unique culture and requirements to be able to successfully use KM.

References:

Blair, D.C. (2002), “Knowledge management: hype, hope, or help?”, Journal of the American Society for Information Science and Technology 53(12), 1019-1028

BROOKING, Annie (1999), “Corporate Memory: Strategies for Knowledge Management”, Intellectual Capital Series London: International Thomson Business

Di Mattia, S. & Scott, I. A. (1999), “KM: hope, hype or harbinger?”, Library Journal, 15 September, 122(15), p. 33

Elizabeth A. Smith, (2001), “The role of tacit and explicit knowledge in the workplace”, Journal of Knowledge Management; Volume: 5 Issue: 4; 2001 Research Paper

Havens, C. & Knapp, E. (1999), “Easing into Knowledge Management, Strategy and Leadership”, 27(2), p. 4

Leiponen, Aija (2006), “Managing Knowledge for Innovation: The Case of Business-to-Business Services”, Journal of Product Innovation Management, May2006, Vol. 23 Issue 3, p238-258

Papers For You (2006) “P/M/440. Tools of knowledge management”, Available from http://www.coursework4you.co.uk/sprtmgt8.htm [22/06/2006]

Papers For You (2006) “P/M/325. Knowledge management: definition of the concept”, Available from Papers4you.com [21/06/2006]

Richard T. Herschel, Hamid Nemati, David Steiger (2001), “Tacit to explicit knowledge conversion: knowledge exchange protocols”, Journal of Knowledge Management; Volume: 5 Issue: 1; 2001 Research paper

Sajjad M. Jasimuddin, Jonathan H. Klein, Con Connell (2005), “The paradox of using tacit and explicit knowledge: Strategies to face dilemmas”, Management Decision; Volume: 43 Issue: 1; 2005 Conceptual paper

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What is the difference between knowledge management and knowledge based management.?
Knowledge Management, then, is the process of transforming INFORMATION and INTELLECTUAL ASSETS into enduring VALUE.Knowledge Management involves connecting people with people and people with information. Unlike Information, Knowledge is not just a “thing” to be “managed”. It is a Capacity – of people and communities – to continuously generate and renew themselves to meet new challenges and opportunities; it is the collective knowledge of the organization.
Ok this was all about knowledge management now can u please distinguish it from knowledge based management.

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Copyright © 2006 Verena Veneeva. Professional Writer working for http://www.coursework4you.co.uk

Content management systems already became a “commodity” as products became established, and even more solutions flood the market. This is good news for customers, as it will lead to steadily falling prices, and a greater consistency of features.
Talking about future of CMS, many of the current CMS projects will fail, due to the current poor standard of implementation, and lack of understanding of usability, information architecture, knowledge management and content issues.

While CMS products are more effective and capable than ever, the continued obsession with technology-only approaches will generate far too many unsuccessful projects.
The good news is that the payoff for organisations who tackle CMS projects in a strategic way will be higher than ever, due to the technology strengths of CMS solutions.
The field of “content management” will continue to mature over the next few years, to achieve a higher level of consistency, repeatability and professionalism.
An increasing number of books and articles are being written about the discipline of content management, beyond the narrow focus on technical implementation.
These, along with the hard-learned lessons gained from unsuccessful implementations, will start to put the focus back on developing consistent and effective content management methodologies.

The move to open standards for content management systems is obviously desirable, but there seems to be few immediate moves towards this. At present, there are a handful of  protocols for communicating with and between content management systems.
Beyond this, there are no widely adopted standards for storing, structuring or managing content.

Sooner or later, there will have to be a merging and rationalisation between content management, document management and records management.
The future CMS development will come up with improved technologies for
- Reuse of content
- Quick content creation and publish without any time delay.
- Integration of various internal applications
- Improved corporate and client communication
- Integrating external system and content
- Content Aggregation & Syndication
- Multiple access and transmission
It is not yet clear, however, what form this will take, or how such a merged platform would operate. There is still much learning and experimenting to do in this area.

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Content management is becoming an increasingly popular part for internet and people who create and manage the content. Use deep web search to find more.