Same about project management. Combining processes, people and technologies is an art, not a craft. But there’s another phase of the subject. Those management possibilities that failed once due to lack of communication, now are open. This is no more a problem but a difficulty.

Lets take a look at what’s called business of the future. What are its features. How to succeed in the world of constant speed-up. In the world where market transparency and complexity are constantly growing.

The members of «Enterprise 2.0 2008» conference say this way about Business 2.0 features:

1. Flat organization: there’re minimum layers between the top-management and common workers
2. Ease of organization flow
3. Agility: minimum bureaucracy
4. Flexibility: how quickly your company adapts to external changes
5. User-driven technology
6. Bottom up: control and information flows often originate from any layer
7. Distributed: team is distributed both geographically and in time. Teams are global.
8. Fuzzy boundaries, open borders: there’re no definite departments inside a company
9. Transparency: your company state is always visible from outside

10. Information systems are emergent, and not forced from top-management
11. Folksonomies replace taxonomies. It’s no use making people think the same you do.
12. Simple. Nothing to add here.
13. Open: the best description is given by Jonathan Nolen, hope it helps
14. Works on demand: for each new request, company invents new solutions. I recommend checking an intersting article about business-on-demand.
15. Short time-to-market cycle

Seeming simplicity of new organization is actually based on complexity of people and technologies. When saying ‘people’ I mean, new business is possible only when people characteristics are very high. Responsibility, creativity, communication skills, inner mobility. People become more demanding to themselves and business creates new people. The technology aspect of new business is: all those innovations become possible with new communication and knowledge management techniques.

But this is still not a difficulty. Difficulty lies in combining people and technology growth. It comes out that ideally technology should be one step ahead of people. Technology as a way to transmit achievements from more advanced participants to other. It’s like two endpoints of same spring. In such a way business system evolves.

OK, what do we have on the intellectual systems market that
1. Solve project management automation tasks
2. Empower managers’ flexibility in building teams and processes
3. Create an environment for knowledge sharing in a team
Let me note that these three things are connected with one another and support each other. There are systems that solve each of the problems perfectly. But only one.
Corporate Wikis for knowledge storing and sharing; ERP and «professional» project management tools like Microsoft Project; standard development and management methodologies. GTD programs are good for short-term teams that gather for one project (some communication management systems look like it’s GTD for teams, yes).
The balance between complexity of all those three tasks and usability is a challenge for many software companies: SalesForce, BaseCamp, Zoho.
You may review a comparison of well-known systems, I don’t want to stop on this issue right now.
Balanced solution that includes all needs of ‘business 2.0′ still does not exist. So many companies are now trying to build their own technical basis for growth.
We at NewtonIdeas were dissatisfied with those possibilities current systems provide. Thus we are constantly looking at top-edge developments in this field, and consider our 8 years experience in IT and business. And built our own, where we put principles of Enterprise 2.0 in the way we understand it.
So, that’s what drives us at developing Comindwork – a system for project management, team communication and knowledge sharing. Three-in-one and a bit more.

Most of the enterprises use the Knowledge Base Software for managing the information and data related to their employees and their customers. Most of the enterprises emphasize on the importance of a Knowledge Base Software which really helps them enhancing the customer experience and satisfaction level. By using Knowledge Base Software they can set sophisticated privilege levels for data access. Users can access Knowledge Base Administrators to get answers to their queries.

Knowledge Base Software products integrate digital asset management, content aggregation, and distribution. They allow users to maintain and access critical digital assets in a proper workflow and under appropriate heads, making it easier for other users to search. Some companies offer systems with document management, business process automation, and portal content access. Some advanced products available on the market integrate many pieces of records management, Web publishing, imaging, workflow, knowledge management, and collaboration software. The collaboration module allows people within and outside an organization to participate in sharing documents and tasks as well as communicating through discussion threads.

Benefits for Enterprises

Knowledge base system improves operational efficiency of an enterprise. These systems along with the exceptional customer services help to reduces costs associated with customer interactions and ensure customer loyalty with the timely customer support. This helps to increase revenues and Enhances agent productivity of an enterprise. Knowledge base systems provide an integrated solution for Customer support by sharing interaction histories, customer and company data and common tools across all communication paths, providing a positive experience for the customer.

Share Knowledgebase Resources

Knowledge base software makes the best use of an enterprise’s resource. It helps create, organize, and generate common responses and other key information in Knowledge base Software. Knowledge base software system also makes sure the delivering of consistent messages across self-service and assists service channels and increases first contact resolution.

Quickly Process Inquiries Using the Knowledge Base Customer Interaction Hub

All the communication passes through the knowledge base interaction center for queuing and routing purposes and to show a customer’s interaction in a single view.

Drive Ongoing Improvements with Robust System-wide Reporting
Knowledge base software enables management for continuous agent and team performance improvement. Management can do this quite conveniently by accessing in-depth analytical dashboards and big-picture strategic reports.

Integrate with 3rd party systems to maximize Knowledge base CIM
Knowledge base software can also be integrated with 3rd party system and other back office applications that help in service speed and quality.

Watch the video related to Knowledge Management

Nick Milton of www.knoco.com discusses the need for a complete and closed lessons loop, where new knowledge is converted into action. Blog at http

Help answer the question about Knowledge Management

do you know if there is a sign on bonus for information management/ knowledge operations?
i am active duty but if i enlist do you know if there is a sign on bonus?

About Author

KbLance.com is a PHP Powered Knowledge Base Software that allows users to easily create and maintain a FAQ, documentation system, or complete support knowledge base. For more information . Please check out Kblance website at www.kblance.com

Human Resource has a fundamental role in the Knowledge Management movement, means Human Resources (HR) processes — corporate education, performance management and nurturing (sharing, doing and caring) culture — have a key role in the development of the knowledge-based enterprise.

Before we discuss the role of Human Resources in Institutionalising Knowledge Management in an organization, we will draw briefly, what Knowledge Management is all about.

For example: One of our Knowledge Management initiatives in Hindustan Lever Limited. (HLL) — The packaging community, so that seasoned Human Resources professionals could come up with their own additional ideas / views on how best to harness Human Resources processes to successfully implement Knowledge Management in an organization.

KNOWLEDGE:

When we use the term “knowledge” we are going beyond mere facts and data , or “Information”, important through this is. We can think of knowledge as what is learnt from information & experiences.

Generally, three main categories of knowledge are distinguished:

Explicit – that can be articulated, captured and exchanged. This includes information, experiences, and insights; that which we interact with every day through the written word and the Internet.

Tacit - which is embedded in the experience and wisdom of individuals and leads to decisions and advice, but which is difficult or impossible to articulate in any coded form.

Relational - the knowledge of how to work with specific people; an understanding of what matters to them and the way in which they operate.

KNOWLEDGE MANAGEMENT:

Sustainable competitive advantage a firm has comes from what it “collectively knows,” how efficiently it uses what it knows and how readily it “acquires and uses new knowledge,” in short by becoming a Knowledge Driven Organization. Knowledge Management (KM) provides an enabling framework to derive this advantage. It helps institutionalize processes to fully leverage the “collective knowledge” in an organization.

Knowledge management refers to all systematic activities for creation and sharing of knowledge so that knowledge can be used for the success of the organization. Knowledge Management processes provide a framework for connecting people to people and people to information, to develop and share distilled learning’s and best practices.

WHY KNOWLEDGE MANAGEMENT?

In this competitive knowledge economy, our most valuable asset is the Knowledge Asset. It is often said that, in this economy it is not what “we own,” but “we know” that would give us the competitive advantage.

Baruch Lev reports that today’s investments are 6 to 1 in an organization’s intangible assets — 90 percent in such knowledge-intensive industries as Microsoft and America on Line (AOL).

Knowledge Management provides an enabling framework to leverage “collective knowledge.” When Knowledge Management becomes “the way we work,” it helps us deliver on strategic priorities and business goals — growth, innovation, speed of response, quality of response, faster time to market, strengthen organizational learning, protect functional and operational excellence in a dis-aggregated organizational structure.

COLLECTIVE KNOWLEDGE:

Leveraging “Collective Knowledge” involve,

• Working in collaborative teams, capturing and sharing knowledge and delivering business excellence.
• Developing and sharing “best practices.”
• Faster replication of innovations through faster movement of knowledge through the organization.
• Acquisition and sharing of “new knowledge.”
• Creating an environment that is comfortable to the idea of openness, knowledge sharing, and risk of failure as well as rewards for success. Managing organizational learning.

KNOWLEDGE MANAGEMENT PROCESSES:

Knowledge Management in the process through which firms create and use their institutional or collective knowledge.

It includes three sub-processes as follows:

Organizational learning: The process through which the firms acquire information and / or knowledge;

Knowledge production: The process that transforms and integrates raw information into knowledge, which in turn, is useful to solve business problems; and

Knowledge distribution: The process that allows members of the organization to access and use the collective knowledge of the firm.

BARRIERS FOR IMPLEMENTING KNOWLEDGE       MANAGEMENT:

v     Conceptual / mindset related issues:

We need to create a culture of sharing. Often knowledge is seen as power and in a competitive environment there could be a tendency to hoard knowledge. Key to success of Knowledge Management is creation of knowledge sharing culture and elimination of organizational and cultural barriers for communication. We should move from “hoarding of knowledge to gain power” to “sharing of knowledge to gain power.”

v     Operational issues:

The typical executive is already hard pressed for time. He has no time for an additional initiative, if it is seen as a diversion from focus on immediate results. So, it is important to integrate Knowledge Management into existing business processes in the organization and embed into workflow. Knowledge Management should not be seen as a separate initiative, but should be integrated into current workflow as a more effective way to achieve business results.

THE ROLE OF HR IN INSTITUTIONALIZING KM IN AN ORGANIZATION:

As can be seen from the above, knowledge management is essentially a people related discipline, with focus on strengthening collaborative team effort to leverage collective knowledge of the enterprise.

HR has a pivotal role to play in the KM movement. Key HR processes — Corporate Education, Performance Management and nurturing (sharing, doing and caring) culture, have a very significant role in the development of the knowledge-based enterprise.

Talent management, which is the domain of HR and knowledge management are closely interrelated. While Talent Management focuses at individual level — recruitment, training, skill and competency development and career planning of an individual, knowledge management focuses on people at collective level, how to leverage the collective knowledge of the enterprise, through Mentoring and knowledge sharing and collaborative team working.

KM should be developed into a key competency of the people.

HR PROCESSES AND PRACTICES   IMPACT THE KNOWLEDGE SHARING IN A FIRM:

Let us briefly examine some of the HR processes and practices that should be aligned to strengthen knowledge management.

At the stage of induction of new executives into the organization, coaching and mentoring systems are meant to transfer knowledge; exposure during training to variety of functions, units and geographical locations helps knowledge awareness / transfer.

Employees will benefit from “Mentorship,” not only during the initial months but also for a long time after that. The role of the mentor in the later period would be to challenge the executive to look beyond the obvious, look for past learning and base decisions on a more informed platform.

JOB ROTATIONS: Well-planned job (role) rotations across geographical locations and businesses in a firm help not only people development, but also provide an important vehicle for transfer of knowledge and best practices, even though an organization cannot obviously depend on this as the main source of knowledge transfer.

NETWORKED ORGANIZATION: A networked organization with people playing multiple roles, being part of multiple teams — a vertical team (Business / category) as well a horizontal team (function / knowledge domain), and is the way forward to effectively “leverage collective knowledge” of an enterprise. HR should play a key role in developing such a networked organization, through sponsorship and or facilitation of knowledge communities (teams), cutting across formal organizational silos.

TRAINING: Learning and knowledge are inter-linked. Knowledge strategies should encompass learning initiatives and knowledge initiatives need to converge with training initiatives. A Company’s training program needs to focus on functional and business specific skill development programs as well as competency development focused programs.

Knowledge communities (Teams), as the owners and users of the knowledge, should play an active role in developing suitable course material for the functional and business specific courses.

Knowledge management cannot be practiced without a clear focus on “learning” within the organization.

CULTURE CHANGE: Leveraging collective knowledge is possible only when people value building on each other’s ideas and sharing their insights. Much of this shaped by the culture of the organization. In some cultures, where knowledge is seen as power, knowledge sharing may be seen to be in conflict with the individual’s personal interests (individual excellence / competitive advantage). Therefore, institutionalization of Knowledge Management requires HR to focus on managing the culture change / mindset of the people to strengthen collaborative team working and knowledge sharing.

HOW DO WE CREATE A KNOWLEDGE SHARING CULTURE?

Realign incentive and reward program:

“People do not do what you tell them, but what you measure them for.” HR needs to institute a system of rewards and recognition, training and performance development practices — activities that reinforce the discipline of sharing, documenting knowledge and reuse of others’ ideas with pride to achieve business goals.

People in business most often behave in a way that increases their career opportunities, or recognizes their achievement. Most organizations reward individual effort or task achievement. They reward something done in a crisis, but most incentive programs do not reward avoiding a crisis. The best KM practitioners reward employees for learning, sharing and collaborating.

Some of the steps HR could implement are:

Institute Team awards to recognize and reward excellent collaborative team effort, which has strongly contributed to business results. Ensure high visibility for teams which have excelled in knowledge capture / sharing to deliver business excellence. Many companies have found such team awards very useful in building up the enthusiasm and commitment to collaborative team working and knowledge sharing in the initial years, even though after a while, they might have discontinued these once they moved beyond the need for such awards, once the knowledge sharing is embedded into the culture.

Leadership commitment is further evidenced by the Knowledge Masters Award, which recognized excellence in knowledge creation and use. This prestigious award recognized employees whose knowledge mastery best exemplified the culture of balancing innovation with reuse; and contributed to significant and measurable business impact. The nominations for these awards were accompanied by written stories of why the individuals were being nominated. The stories not only reflected the growing understanding for the concepts and application of knowledge management but also provided stories that demonstrated the business value of knowledge sharing.

HR SHOULD BE THE CATALYST FOR CULTURE CHANGE:

We are in the process of launching few key initiatives for culture change, to firmly establish the “the enterprise culture,” on the bedrock of our “values” — Truth, Courage, Action and Caring. HR has been a key enabler in the process so far in helping articulate the behaviors and big-ticket action plans.

HR will also be a key facilitator in implementing a company wide communication of value behaviors. Team excellence workshops and process improvement (speed, simplicity and excellence) workouts are among the key initiatives that will soon be launched by HR to support the culture change. These culture change initiatives will strongly support our efforts to become a stronger knowledge driven company, committed to business excellence.

Develop “Knowledge Pull” — a grassroots desire among employees to tap into their company’s intellectual resources. HR can impact this through — training and practices that reinforce this desire.

Some of the steps that HR could take to this end are:

v     Learning from experience (actively searching for others ideas, willingness to discuss failures and openness to feedback)

v      Developing others (commitment to share insights, help others shine, focus on future)

v      Team commitment (promoting cooperation and trust, open and active participation in team projects, task forces, communities of practice / Networks, upholding team’s ideas and proposals).

CONCLUSION:

Transformation into knowledge driven organization is essentially a people related issue. HR has a key role to play in nurturing and strengthening knowledge management through “learning initiatives” and “culture change initiatives.” HR is best placed to play the role of an effective facilitator, and give positive reinforcements for Knowledge Management through organizing visible knowledge sharing events and strengthening skill and competency development of employees.

Watch the video related to Knowledge Management

An overview of a plan to deploy knowledge management professional development to NYC schools.

Help answer the question about Knowledge Management

How can you quantify the benefits of knowledge management systems?
how can you formulate a research methodology in quantifying the benefits of kms?

what questions will you include in a questionnaire with regards to quantifying kms benefits?

About Author

R.MANJU SHREE
Faculty
Department of Management Studies
Tamilnadu College of Engineering
Coimbatore, Tanilnadu
India

Having an accessible and secure way to get the most value out of your company’s information is what enterprise search and knowledge management is all about. In this digital content age, enterprise search not only creates faster workflow for your company, it also allows for new products to be created because the accessibility of previously created content is now availablePreviously, content that was once buried or un-searchable is now found easily through separate searchable content collections. With an easy user-friendly system of a search bar, a person can effortlessly perform custom search within the company’s entire contentbase as well as connecting to outside sources. Instead of spending countless hours re-creating valuable content, companies can query content within their database and others to retrieve all data related to that text, no matter if it is text, images, graphs or video.

Even the smallest footnote can be found with an XML content server.An XML content server acts as a platform for people creating content applications. The top XML content servers use XQuery as the language to communicate with the server while allowing companies to apply extensions for advance text search and transactional updates. For publishing companies, insurance and government agencies, XML content servers with detailed, enterprise search is helping these organizations reuse and repurpose their information thus, saving time while creating a profit. Endless Possibilities With New Knowledge Management Content Servers with Enterprise Search· Instead of spending countless hours re-creating valuable content, companies can query content within their database and retrieve all data related to that text, no matter if it is text, images, graphs or video. · Even the smallest footnote can be found with an XML content server.

· In this digital content age, enterprise search for organizations not only creates faster workflow for your company, it also allows for new products to be created because the accessibility of previously created content is now available.

Companies who invest in such a platform are finding ways to compete in the digital publishing world, where the days of modern publishing are diminishing. Knowledge management is accessible through enterprise search. Instead of applying an Internet search browser to your organization, that is already flooded with content, apply your company’s own browser- accessible to only qualified personnel and cut your search time by more than half and witness the results yourself.

Watch the video related to Knowledge Management

North Star – NRCan Knowledge Management Vision

Help answer the question about Knowledge Management

how to implement knowledge management in a company? what are the steps needed?
ive been appointed as the new CKO (cheif knowledge officer) of a company. this is the first time the position is created.
the company never had a CKO or any one who is in carge of knowledge management.

About Author

About the author: Melissa Peterman is a web content specialist For Innuity. For more information about enterprise search or knowledge management , go to www.marklogic.comMarklogic.

INNOVATIONS IN EDUCATION – KNOWLEDGE MANAGEMENT

ABSTRACT

This paper seeks to identify knowledge management concepts that relate to the implementation of Knowledge management Practices in education and also in collaborative arrangements.  It also discusses about the challenges facing in higher education in India and the concept of Knowledge management in education and the new trends of education.  It also explains about the Knowledge management and types of Knowledge management and their trends and new innovations of Knowledge management in current education scenario. Educational trends and tasks are towards more learner- centered materials.  In response to these trends, colleges and universities are offering new courses at a distance and forms traditional delivery.  The effort to share the most recent understandings about Knowledge management in education is the changing roles and challenges for higher education. The increased productivity required by faculty are driving forces for the development of more diverse and efficient teaching method.

INTRODUCTION:

Knowledge management in education is the collection of processes that govern the creation, dissemination and utilization of knowledge.  In one form or another, knowledge management has been around for a very long time.  Practitioners have included philosophers, priests, teachers, politicians, scribes, Liberians etc., Knowledge management is not “A technology thing” or a “Computer thing” if we accept the premise that Knowledge management is concerned with the entire process of discovery and creation of knowledge then we are strongly driven to accept that Knowledge management is much more than a “Technology thing” and that elements of it exist in each of one Jobs. Knowledge management comprises a range of practices used by organizations to identify, create, represent and distribute knowledge.  It has been an established discipline since 1995 with a body of university courses and both professional and academic journals dedicated to it. Knowledge management is frequently linked to the idea of the learning organization .Knowledge management refers to a range of practices used by organizations to identify the higher levels of innovations in education. The sharing of knowledge in industry, colleges , universities and, almost any institution in this country will make reference to the capturing of knowledge. 

DEFINITION

            “Knowledge management is the discipline of enabling individuals, team and entire organizations to collectively and systematically create, share and apply knowledge to better achieve their objectives”

 Knowledge management education is the process of constructivity using the information and knowledge that is inherent to any organisation –be it a school, university or multinational company.  In order to enhance its performance, its management and its operations.  This process of learning to know what we know is one that has brought great benefits.  Particularly to many commercial organizations.

MAARTEN SIERCHUIS: -

Knowledge analysis: In knowledge analysis we model a knowledge source in such away that we can analyse its usefulness, its weakness and its appropriateness within the organization. Knowledge analysis is a necessary step for the ability to manager knowledge. Within knowledge Analysis we can use knowledge modeling and knowledge acquisition techniques.

ROBERT TAYLOR:-

The vital importance of knowledge in business has always been recognised but, up until now, organisations haven’t felt able to manage it because they understood neither the problems and the opportunities nor the strategies and solutions. This picture is gradually changing as models, methods, tools and techniques for effective knowledge management are becoming available and as organisations realise the importance of knowledge and thinking to their capacity to adapt to the changing world.

WHAT IS KNOWLEDGE MANAGEMENT? : –

 A proposition that responsiveness and innovation can be improved through the leveraging of collective wisdom and experience.

 “Knowledge Management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.”

 This proposition is supported by:

• New process specific to the management of knowledge
• Organizational structures that create accountability for km
• Applications that support km processes
• Enabling technologies

THE CHALLENGES FACING HIGHER EDUCATION IN INDIA : –

 Expansion of Higher Education in India :

 The success stories of ‘green revolution’, ‘space technology’, ‘nuclear energy’ and ‘information technology superiority India has achieved’ -  we owe these all to  the higher education system as it evolved during 60 years of India’s independence.  It can not be denied that it is Indian higher education system that to a significant extent has contributed to India rising to become the World’s second fastest growing economy, the World’s third largest economy, fastest growing mobile phone market, owner of the largest bandwidth capacity and contributing second largest portion of scientists and engineers in the world.  

 Expansion with Equity :

 India has experienced appreciable growth in the number of institutions of higher education during last six decades and particularly since 1990.  This growth has already been because of expansion of number of State Universities and institutions deemed to be Universities.  The period since 1990 has also seen the emergence of private Universities.  The expansion of central universities has rather been slow and skewed in terms of regional distribution.    It also mentioned that a significant majority of Universities, particularly managed by the state governments ate affiliating in nature.  Given the current number of universities in the country the burden of affiliating colleges per University is unmanageably high and incongruous, in some cases the number of colleges affiliated to a University runs as high as many hundreds.  Thus despite appreciable growth in number of universities there is scope rather need for further expansion in the number of universities and also colleges.

 Inclusiveness and Equality :

The participants in the Diversity, Inclusiveness, and Inequality track represented a great deal of diversity themselves and included faculty and students from a rich variety of research institutions, private liberal arts colleges, and community colleges. While participants engaged issues and strategies in each of the three substantive area—diversity, inclusiveness, and inequality in education (DIIE)—the bulk of our conversations focused on diversity and inequality.

Quality and Excellence :

Ensuring quality education demands structural and institutional reforms in addition to committing enhanced financial resources. Imparting quality education would entail better infrastructure; greater use of ICT; teaching and learning in smaller groups; granting autonomy to the faculty, department and individual teachers. But more than that, imparting quality education requires ‘faculty development’ or what many call ‘faculty recharge programmes’ so that the faculty does not go stale, it retains its vibrancy and dynamism in doing research, in learning, and innovating and in devising new methods of teaching.

 In the modern technological world quality education has become a necessity. Governments all over the world are appointing committees and commissions to bring in excellence in education. Curricular are being revised and improved to include more and more relevant knowledge in the curricula of schools and colleges.

 Funding of Higher Education :

 The importance and need of setting up these new institutions of higher and professional education can hardly be ignored, but investing in existing facilities and institutions should be no less a priority.

Fee hike suggested by many can hardly bring the required resources.  We by no means are suggesting that fee need not be rationalized.  In addition it is suggested that there is need for building a robust and strong private – public partnership for funding and improving the quality of higher education.  We have no hesitation in endorsing the suggestion as we see the practical and mutual advantages to private houses, industries on one hand and the higher education institutions and recipients of higher education on the other.  For example, the Universities and research institutions can do the research and innovations which may provide competitive edge to Indian industry and industry may provide on the site based experience to students. 

Academic and Administrative Reforms :

Unlike expansion, equity/inclusiveness and quality/excellence, where efforts are in making, the policies concerning reforms in the arena of academics, administration and governance are already well formulated and publicity announced. 

While these recommendations about credit system, semester system, more of international assessment and less written examination component, teachers evaluation by students, inter-institutional mobility etc have been generally accepted, quite a few of them have not been implemented and operationalised as yet.  Some of these have been tried and failed while some others have been implemented on selective basis.  As a result there is a lot of institutional variations in admission, examination, faculty and governance related practices.

Role of Private Education :

The spread of higher education was achieved through active state support whereby public funding was considered necessary in order to provide equitable opportunities of higher education to all.  It has, however, been a proclaimed policy of the country to also encourage private investment in higher education so long as they are driven by charitable and non-profit motives.  While universities have largely been in the public domain, India has had a history of having large number of colleges established and maintained by private management.  In recent times, the private self-financing institutions colleges and other degree awarding institutions have gained prominence.  At the same time, there has also been witnessed a tendency among the public funded institutions to start and run courses on self-financing basis.   More recently, the private universities, either under state legislature or through the deemed university mode have also come to be established.

Internationalization of Education :

The issues concerning internationalization of higher education can be discussed into two broad heads, which represent two broad dimensions of the issue. The first aspect deals with the demand for opening Indian higher education for international service providers while the second aspect deal with the internationalization of Indian higher education. Going abroad for higher education has long been the most cherished goal for students of underdeveloped and developing countries.  While most foreign students were known for their diligence and dedication and were often a source of pride for their universities, they were seldom seen as a source of revenue. But things have changed a great deal in the post WTO/GATS regime.

 Developing countries are now seen as a market for higher education and foreign universities from other countries are competing each other to increase their market share.  As the demand for opening the higher education sector in India for international service providers is increasing, the issue of providing appropriate regulatory framework for international education providers is under consideration of the government.  Effective regulatory mechanism is required to ensure quality higher education with equity and accountability. It was also felt that Indian universities and colleges should be permitted to form strategic alliances with international universities and other institutions of repute and that universities in India should be permitted to take up collaborative research with foreign universities but the arrangements should be such where Indian counter parts share Pattern Rights  and copyrights.

 CONCEPT OF KNOWLEDGE MANAGEMENT IN EDUCATION: –

• Education for Knowledge
• Education for Information
• Education for Skills
• Education for Employment
• Education for Livelihood
• Education for Empowerment
• Education for Social and National Development

 KEY TASKS INVOLVED IN EDUCATION FOR:

 KNOWLEDGE MANAGEMENT

 A. MICRO-LEVEL MANAGEMENT OF TASKS:

• Course structuring and study material preparation
• Distribution and presentation of study materials
• Communication between educational actors (student-faculty, student-student)
• Performing instructional assignments, either alone or group-based
• Performance assessment

B. MACRO-LEVEL MANAGEMENT OF TASKS:

• Organisation of the whole educational process
• Organising and managing information and knowledge flows within the educational organisation
• Keeping track of performance of students, faculty, courses, curriculum, and of the (allocation of) available knowledge resources
• Monitoring results in terms of goals and standards
• Dynamic changing of the educational program as feedback to discrepancies between goals and standards and obtained performance results.

 KNOWLEDGE MANAGEMENT FOCUS :

“The focus on knowledge management is on ‘doing the right thing’ instead of doing things right’. It provides a framework within which the organization views all its processes as knowledge processes and all business processes involve creation, dissemination and application of knowledge towards organizational sustenance and survival”. 

 KNOWLEDGE TYPES:

 It contains two types they are ;

• Explicit knowledge
• Tacit knowledge

EXPLICIT KNOWLEDGE

• Objective, rational, technical
• Easily documented
• Easily transferred / taught / learned

TACIT KNOWLEDGE

• Subjective, cognitive, experiential learning
• Hard to document
• Hard to transfer / teach / learn
• Involves a lot of human interpretation

KNOWLEDGE MANAGEMENT PROCESS : -

The process of Knowledge Management applicable to schools, colleges and universities. Some would argue that sharing knowledge is their reason of being. If that is the case, then the higher education sector should be replete with examples of institutions that leverage knowledge to spur innovation, improve services, or achieve operational excellence. However, although some examples exist, they are the exception rather than the rule. Knowledge Management is not a new field, and experiments are beginning to mature in higher education.

I believe there is tremendous value to higher education institutions that develop initiatives to share knowledge to achieve business or organizational objectives. What are the basic concepts of knowledge management, how the trends, and how it might be applied in higher education and whether higher education is ready to embrace it or not, we will know through this article.

NEW TRENDS IN KNOWLEDGE MANAGEMENT: -

Several trends will shape the field of knowledge management in the not-too distant future (even now):

• Emerging technology solutions
• The convergence of knowledge management with e-business
• The movement from limited knowledge management projects to more enterprise wide projects
• Increasing use of knowledge management to enhance innovation
• Increasing use of tacit knowledge (rather than explicit knowledge)

INNOVATIVE SKILLS OF KNOWLEDGE MANAGEMENT IN CURRENT EDUCATION SCENARIO: -

Using knowledge management techniques and technologies in higher education is as vital as it is in the corporate sector. If done effectively, it can lead to better decision-making capabilities, reduced “product” development cycle time (for example, curriculum development and research), improved academic and administrative services, and reduced costs. Consider the number of faculty and staff who possess institutional knowledge. For example, what institution does not have a faculty member who has led successful curriculum revision task forces? Or a departmental secretary who knows how to navigate the complex proposal development or procurement processes? Or a researcher who has informal connections to the National Science Foundation? Or a special assistant to the president who has uncovered (or generated) useful reports that individual deans or department chairs could use to develop their own strategic plans?

Relying on the institutional knowledge of unique individuals can hamper the flexibility and responsiveness of any organization. The challenge is to convert the information that currently resides in those individuals and make it widely and easily available to any faculty member, staff person, or other constituent. An institution wide approach to knowledge management can lead to exponential improvements in sharing knowledge—both explicit and tacit—and the subsequent surge benefits.

Is higher education ready to embrace knowledge management? A key ingredient in an institution’s readiness to embrace knowledge management is its culture—the beliefs, values, norms, and behaviors that are unique to an organization. Informally, it is the unwritten rules or “how things really get done.” Higher education is moving from the old culture that considers, What’s in it for me?” to a new culture that says, “What’s in it for our peoples?” And it is developing a culture that is ready to embrace knowledge management.

CONCLUSION: -

Innovations in knowledge management will improve the standards of all the institutions, develop the performance of students in all faculties and by which the progress of a nation can be viewed nakedly.  Knowledge management refers to a range of practices used by organizations to identify the higher levels of innovations in education. The sharing of knowledge in industry, colleges, universities and, almost any institution in this country will make reference to the capturing of knowledge.  By developing the knowledge management, the nation’s economy increases and can compete in the global scenario.

Article by:

X.Queen Shanthana Mary

M. Phil Scholar,

Department of management studies & research,

Karpagam University,

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Google Tech Talks June 4, 2008 ABSTRACT Successful knowledge management results in a competitive advantage in today’s information- and knowledge-rich industries. The elaboration and integration of emerging web-based tools and services has proven suitable for collecting and organizing intellectual property. Due to an increasing information overload, information and knowledge visualization have become an effective method for representing complex bodies of knowledge in an alternative fashion by …

Help answer the question about Knowledge Management

Is Bachelor of Information and Knowledge Management GOOD?
I have searched google and here and don't get any results, so I guess someone here should know the answer or are currently doing this course. How is this course compared to Bachelor of management? What income should I expect compared to other business degrees?

Thanks!

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Article Source: ArticlesBase.com – Innovations in Education – Knowledge Management

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Nick Milton of www.knoco.com discusses the need for a complete and closed lessons loop, where new knowledge is converted into action. Blog at http

Help answer the question about Knowledge Management

how to implement knowledge management in a company? what are the steps needed?
ive been appointed as the new CKO (cheif knowledge officer) of a company. this is the first time the position is created.
the company never had a CKO or any one who is in carge of knowledge management.

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Talent Management has started to leverage greatly on learning and knowledge management approaches to enhance the performance of talents. Many learning platforms are incorporating online learning or e-learning as delivery channels. This has greatly impacted how knowledge information is managed as well.

Learning Management System or LMS is software for delivering, tracking and managing training. A complete LMS or learning management system tracks both online learning and physical training attended by the learner. More dynamic systems are developed with the learner’s KPIs or Key Performance Indicators incorporated within. Linking directly to the learner’s KPIs would give the evaluator better gauge of the learner’s ability to apply what was learnt, thereby indicating the Learning ROI or Learning Return On Investment.

This ties in well with the measurement of expected learning outcomes. Companies who have the budget would leverage on the the LMS or learning management system to semi-automate the learning process and manage the efficiency of each training program.

Benefits of the LMS is that it tracks the learning progress of the learner, with reminders to complete select programs applicable to the learner’s work requirements and progression path. When used as a talent management tool, the linking of KPIs or key performance indicators to the learning outcomes are most crucial as it forms part of the overall evaluation or appraisal system of work performance.

Closely intertwined within the LMS learning management system is the hosting of online learning or e-learning programs. Online learning or E-learning is most effective for access of static information which the learner previews the background and foundation of the topic in discussion.

As discussed, the LMS is capable of tracking both online learning and physical training programs. Blended with both forms of learning, it greatly enhances the learning curve of the learner.

Despite issues comprising of external factors which could render the measurement of Learning ROI less accurate, there are schools of thoughts supporting this trend. Many companies with the budget do leverage their Talent Management performance evaluation process on online learning and measuring the Learning ROI.

Stay tuned for the next articles featuring Talent Management on Compensation and Succession Planning.

Watch the video related to Knowledge Management

Nick Milton of www.knoco.com discusses the need for a complete and closed lessons loop, where new knowledge is converted into action. Blog at http

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Customer Care: Who knows about Information Management interation with Training and Knowledge Management?
Im setting up a Project focusing on improvments in the part of Information- and Knowledge Management for the 1600 Callcenter Agents. Im searching for benchmarks and references of companies that have an information management (based on a portal solution?) that is integrated with the companies knwolegde management ant the training management. Im interested to see which mix of changes in the area of processes, it-systemes and organisation you made to get a low first contact resolution rate at technically dificult questions and low skilled employees (nice combination isn't it?).

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Yoshiko Choy has 17 years of business & marketing experience in Locals & MNCs, holds an Executive MBA, is a Platinum Ezine Author and an avid internet marketer. Read more at Talent Management categroy. And Learn the latest business & marketing management trends
at BusinessFast4ward.com

INTRODUCTION:

Human Resource has a fundamental role in the Knowledge Management movement, means Human Resources (HR) processes — corporate education, performance management and nurturing (sharing, doing and caring) culture — have a key role in the development of the knowledge-based enterprise.

Before we discuss the role of Human Resources in institutionalizing Knowledge Management in an organization, we will draw briefly, what Knowledge Management is all about.

For example:  One of our Knowledge Management initiatives in Hindustan Lever Limited. (HLL) — The packaging community, so that seasoned Human Resources professionals could come up with their own additional ideas / views on how best to harness Human Resources processes to successfully implement Knowledge Management in an organization.

KNOWLEDGE:

When we use the term “knowledge” we are going beyond mere facts and data , or “Information”, important through this is. We can think of knowledge as what is learnt from information & experiences.

Generally, three main categories of knowledge are distinguished:

Explicit – that can be articulated, captured and exchanged. This includes information, experiences, and insights; that which we interact with every day through the written word and the Internet.

Tacit - which is embedded in the experience and wisdom of individuals and leads to decisions and advice, but which is difficult or impossible to articulate in any coded form.

Relational - the knowledge of how to work with specific people; an understanding of what matters to them and the way in which they operate.

KNOWLEDGE MANAGEMENT:

                      Sustainable competitive advantage a firm has comes from what it “collectively knows,” how efficiently it uses what it knows and how readily it “acquires and uses new knowledge,” in short by becoming a Knowledge Driven Organization. Knowledge Management (KM) provides an enabling framework to derive this advantage. It helps institutionalize processes to fully leverage the “collective knowledge” in an organization.

Knowledge management refers to all systematic activities for creation and sharing of knowledge so that knowledge can be used for the success of the organization. Knowledge Management processes provide a framework for connecting people to people and people to information, to develop and share distilled learning’s and best practices.

WHY KNOWLEDGE MANAGEMENT?

In this competitive knowledge economy, our most valuable asset is the Knowledge Asset. It is often said that, in this economy it is not what “we own,” but “we know” that would give us the competitive advantage.

Baruch Lev reports that today’s investments are 6 to 1 in an organization’s intangible assets — 90 percent in such knowledge-intensive industries as Microsoft and America on Line (AOL).

Knowledge Management provides an enabling framework to leverage “collective knowledge.” When Knowledge Management becomes “the way we work,” it helps us deliver on strategic priorities and business goals — growth, innovation, speed of response, quality of response, faster time to market, strengthen organizational learning, protect functional and operational excellence in a dis-aggregated organizational structure.

COLLECTIVE KNOWLEDGE:

                 Leveraging “Collective Knowledge” involve,

• Working in collaborative teams, capturing and sharing knowledge and delivering business excellence.
• Developing and sharing “best practices.”
• Faster replication of innovations through faster movement of knowledge through the organization.
• Acquisition and sharing of “new knowledge.”
• Creating an environment that is comfortable to the idea of openness, knowledge sharing, and risk of failure as well as rewards for success. Managing organizational learning.

KNOWLEDGE MANAGEMENT PROCESSES:

Knowledge Management in the process through which firms create and use their institutional or collective knowledge.

It includes three sub-processes as follows:

      Organizational learning: The process through which the firms acquire information and / or knowledge;

      knowledge production: The process that transforms and integrates raw information into knowledge, which in turn, is useful to solve business problems; and

      Knowledge distribution: The process that allows members of the organization to access and use the collective knowledge of the firm.

BARRIERS FOR IMPLEMENTING KNOWLEDGE       MANAGEMENT:

v     Conceptual / mindset related issues:

                           We need to create a culture of sharing. Often knowledge is seen as power and in a competitive environment there could be a tendency to hoard knowledge. Key to success of Knowledge Management is creation of knowledge sharing culture and elimination of organizational and cultural barriers for communication. We should move from “hoarding of knowledge to gain power” to “sharing of knowledge to gain power.”

v     Operational issues:

                           The typical executive is already hard pressed for time. He has no time for an additional initiative, if it is seen as a diversion from focus on immediate results. So, it is important to integrate Knowledge Management into existing business processes in the organization and embed into workflow. Knowledge Management should not be seen as a separate initiative, but should be integrated into current workflow as a more effective way to achieve business results.

THE ROLE OF HR IN INSTITUTIONALIZING KM IN AN ORGANIZATION:

                   As can be seen from the above, knowledge management is essentially a people related discipline, with focus on strengthening collaborative team effort to leverage collective knowledge of the enterprise.

HR has a pivotal role to play in the KM movement. Key HR processes — Corporate Education, Performance Management and nurturing (sharing, doing and caring) culture, have a very significant role in the development of the knowledge-based enterprise.

Talent management, which is the domain of HR and knowledge management are closely interrelated. While Talent Management focuses at individual level — recruitment, training, skill and competency development and career planning of an individual, knowledge management focuses on people at collective level, how to leverage the collective knowledge of the enterprise, through Mentoring and knowledge sharing and collaborative team working.

KM should be developed into a key competency of the people.

HR PROCESSES AND PRACTICES   IMPACT THE KNOWLEDGE SHARING IN A FIRM:

Let us briefly examine some of the HR processes and practices that should be aligned to strengthen knowledge management.

At the stage of induction of new executives into the organization, coaching and mentoring systems are meant to transfer knowledge; exposure during training to variety of functions, units and geographical locations helps knowledge awareness / transfer.

Employees will benefit from “Mentorship,” not only during the initial months but also for a long time after that. The role of the mentor in the later period would be to challenge the executive to look beyond the obvious, look for past learning and base decisions on a more informed platform.

JOB ROTATIONS: Well-planned job (role) rotations across geographical locations and businesses in a firm help not only people development, but also provide an important vehicle for transfer of knowledge and best practices, even though an organization cannot obviously depend on this as the main source of knowledge transfer.

NETWORKED ORGANIZATION: A networked organization with people playing multiple roles, being part of multiple teams — a vertical team (Business / category) as well a horizontal team (function / knowledge domain), and is the way forward to effectively “leverage collective knowledge” of an enterprise. HR should play a key role in developing such a networked organization, through sponsorship and or facilitation of knowledge communities (teams), cutting across formal organizational silos.

TRAINING: Learning and knowledge are inter-linked. Knowledge strategies should encompass learning initiatives and knowledge initiatives need to converge with training initiatives. A Company’s training program needs to focus on functional and business specific skill development programs as well as competency development focused programs.

Knowledge communities (Teams), as the owners and users of the knowledge, should play an active role in developing suitable course material for the functional and business specific courses.

Knowledge management cannot be practiced without a clear focus on “learning” within the organization.

CULTURE CHANGE: Leveraging collective knowledge is possible only when people value building on each other’s ideas and sharing their insights. Much of this shaped by the culture of the organization. In some cultures, where knowledge is seen as power, knowledge sharing may be seen to be in conflict with the individual’s personal interests (individual excellence / competitive advantage). Therefore, institutionalization of Knowledge Management requires HR to focus on managing the culture change / mindset of the people to strengthen collaborative team working and knowledge sharing.

HOW DO WE CREATE A KNOWLEDGE SHARING CULTURE?

Realign incentive and reward program:

“People do not do what you tell them, but what you measure them for.” HR needs to institute a system of rewards and recognition, training and performance development practices — activities that reinforce the discipline of sharing, documenting knowledge and reuse of others’ ideas with pride to achieve business goals.

People in business most often behave in a way that increases their career opportunities, or recognizes their achievement. Most organizations reward individual effort or task achievement. They reward something done in a crisis, but most incentive programs do not reward avoiding a crisis. The best KM practitioners reward employees for learning, sharing and collaborating.

         Some of the steps HR could implement are:

Institute Team awards to recognize and reward excellent collaborative team effort, which has strongly contributed to business results. Ensure high visibility for teams which have excelled in knowledge capture / sharing to deliver business excellence. Many companies have found such team awards very useful in building up the enthusiasm and commitment to collaborative team working and knowledge sharing in the initial years, even though after a while, they might have discontinued these once they moved beyond the need for such awards, once the knowledge sharing is embedded into the culture.

Leadership commitment is further evidenced by the Knowledge Masters Award, which recognized excellence in knowledge creation and use. This prestigious award recognized employees whose knowledge mastery best exemplified the culture of balancing innovation with reuse; and contributed to significant and measurable business impact. The nominations for these awards were accompanied by written stories of why the individuals were being nominated. The stories not only reflected the growing understanding for the concepts and application of knowledge management but also provided stories that demonstrated the business value of knowledge sharing.

HR SHOULD BE THE CATALYST FOR CULTURE CHANGE:

We are in the process of launching few key initiatives for culture change, to firmly establish the “the enterprise culture,” on the bedrock of our “values” — Truth, Courage, Action and Caring. HR has been a key enabler in the process so far in helping articulate the behaviors and big-ticket action plans.

HR will also be a key facilitator in implementing a company wide communication of value behaviors. Team excellence workshops and process improvement (speed, simplicity and excellence) workouts are among the key initiatives that will soon be launched by HR to support the culture change. These culture change initiatives will strongly support our efforts to become a stronger knowledge driven company, committed to business excellence.

Develop “Knowledge Pull” — a grassroots desire among employees to tap into their company’s intellectual resources. HR can impact this through — training and practices that reinforce this desire.

Some of the steps that HR could take to this end are:

v     Learning from experience (actively searching for others ideas, willingness to discuss failures and openness to feedback)

v      Developing others (commitment to share insights, help others shine, focus on future)

v      Team commitment (promoting cooperation and trust, open and active participation in team projects, task forces, communities of practice / Networks, upholding team’s ideas and proposals).

CONCLUSION:

Transformation into knowledge driven organization is essentially a people related issue. HR has a key role to play in nurturing and strengthening knowledge management through “learning initiatives” and “culture change initiatives.” HR is best placed to play the role of an effective facilitator, and give positive reinforcements for Knowledge Management through organizing visible knowledge sharing events and strengthening skill and competency development of employees.

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An overview of a plan to deploy knowledge management professional development to NYC schools.

Help answer the question about Knowledge Management

Is Bachelor of Information and Knowledge Management GOOD?
I have searched google and here and don't get any results, so I guess someone here should know the answer or are currently doing this course. How is this course compared to Bachelor of management? What income should I expect compared to other business degrees?

Thanks!

About Author

R.MANJU SHREE
Faculty
Department of Management Studies
Tamilnadu College of Engineering
Coimbatore, Tanilnadu
India

Having an accessible and secure way to get the most value out of your company’s information is what enterprise search and <a rel=”nofollow” target=”_blank” href=http://www.marklogic.com/information/knowledge-management.html>knowledge management</a> is all about. In this digital content age, <a rel=”nofollow” target=”_blank” href=http://www.marklogic.com/information/enterprise-search.html>enterprise search</a> not only creates faster workflow for your company, it also allows for new products to be created because the accessibility of previously created content is now availablePreviously, content that was once buried or un-searchable is now found easily through separate searchable content collections. With an easy user-friendly system of a search bar, a person can effortlessly perform custom search within the company’s entire contentbase as well as connecting to outside sources. Instead of spending countless hours re-creating valuable content, companies can query content within their database and others to retrieve all data related to that text, no matter if it is text, images, graphs or video. Even the smallest footnote can be found with an XML content server.An XML content server acts as a platform for people creating content applications. The top XML content servers use XQuery as the language to communicate with the server while allowing companies to apply extensions for advance text search and transactional updates. For publishing companies, insurance and government agencies, XML content servers with detailed, enterprise search is helping these organizations reuse and repurpose their information thus, saving time while creating a profit. Endless Possibilities With New Knowledge Management Content Servers with Enterprise Search· Instead of spending countless hours re-creating valuable content, companies can query content within their database and retrieve all data related to that text, no matter if it is text, images, graphs or video. · Even the smallest footnote can be found with an XML content server.

· In this digital content age, enterprise search for organizations not only creates faster workflow for your company, it also allows for new products to be created because the accessibility of previously created content is now available.

Companies who invest in such a platform are finding ways to compete in the digital publishing world, where the days of modern publishing are diminishing. Knowledge management is accessible through enterprise search. Instead of applying an Internet search browser to your organization, that is already flooded with content, apply your company’s own browser- accessible to only qualified personnel and cut your search time by more than half and witness the results yourself.

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North Star – NRCan Knowledge Management Vision

Help answer the question about Knowledge Management

how to implement knowledge management in a company? what are the steps needed?
ive been appointed as the new CKO (cheif knowledge officer) of a company. this is the first time the position is created.
the company never had a CKO or any one who is in carge of knowledge management.

About Author

About the author: Melissa Peterman is a web content specialist For Innuity. For more information about enterprise search or knowledge management , go to www.marklogic.comMarklogic.