The building block approach by Probst et al. is probably the most famous knowledge management concept in Germany. The authors describe their knowledge management concept as a practical approach towards knowledge management. The concepts consist of different knowledge management building blocks that influence each other (Figure 5).
The arrangement of the building blocks is divided into an inner and outer cycle. The outer cycle contains the classic elements of management theory, knowledge goals and knowledge evaluation. These building blocks determine which goals the company wants to achieve and how achievement is measured and evaluated. The inner cycle describes how the company, starting from the knowledge goals, manages to create and save rele-vant knowledge for usage. These building blocks are the knowledge management activi-ties knowledge identification, knowledge acquisition, knowledge development, knowledge distribution / sharing, knowledge utilization and knowledge retention. The building blocks are related to each other and before a measure in one building block is implemented the influences on the other buildings blocks should be considered.
For the knowledge goals the current organizational goals should be expanded by specif-ic knowledge goals. Knowledge goals should be set for the three different management goal levels. On the normative goal level, the framework conditions for a knowledge-oriented organizational culture have to be set. The mission statement of the company is playing an important role in this context and should be extended by a knowledge man-agement mission statement. In addition the support of top management should be as-sured. On a strategic level the goals for the target skill set for knowledge m...
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...t for the systematic han-dling of knowledge. Most influencing factors could be considered within the building block approach and all important knowledge activities are included. Moreover, the au-thors provide several case examples in their book. On the other hand, the concept does not provide an implementation model for the knowledge management concept. A knowledge management audit is not considered either. In contrast to the spiral of knowledge concept by Nonaka, the building block approach focuses on explicit knowledge and does not offer instruments how to manage and leverage tacit knowledge. In general for SMEs the concept is applicable because it is easy to under-stand, but as it does not provide an implementation model. Without a guideline for the implementation the effort significantly increases for SMEs and could therefore be re-garded as to complex by SMEs.
For more than 25 years, The Little Black Book of Project Management has been introducing project managers to the incredibly effective and logical project management skill and methods to help them achieve their goal. This book has been flooded with very nee project management techniques as well as the latest standards of the Project management body of Knowledge (PMBOK) .accepted by PMI (Project Management Institute).
The findings of this research had shown both the progress of BIM implementation that have taken place over the years and at the same time the limitations to BIM usage in the management of projects. In the view of the limitations, this researcher is of the opinion that certain steps can help to improve the efficiency and effectiveness of BIM implementation in construction projects. The research results had suggested that BIM is applicable and beneficial to all stakeholders in all phases of construction projects. It is also found that BIM have collaboration, legal and implementation problems of which this researcher recommends as follows;
Knowledge management in the healthcare domain may be regarded as an integration of formal techniques and methods in order to ease the utilization, dissemination, preservation, development, identification, acquisition and creation of the diverse aspects of the knowledge assets of the healthcare organization (Bordoloi & Islam, 2012). Delivery of excellent healthcare services requires optimal knowledge management and thereby having an established knowledge management process aids to enhance the process performance. Past studies analyzing the importance of knowledge management in healthcare depict that this process is far more complicated in the healthcare domain. This is mainly as a result of diverse perspectives on knowledge management with reference to objective facts, social norms and personal values. Such perspectives are in constant conflict with the creation, normalization and application of knowledge especially in the healthcare sector. According to Nicolini et al. (2008), there has been inherent focus mainly on three basic knowledge management themes in the healthcare sector. Applying knowledge management in the healthcare sector needs to find out certain mechanisms suiting a particular healthcare establishment. This paper will discuss the strategies and the application framework of knowledge management in healthcare units with special emphasis on hospitals.
Change process is very crucial for the organization to stay competitive in the market according to (Todnam, 2005). New technologies are emerging, the consumer habits are changing dynamically, and many new developments are taking place. Thus, the organizations have to continuously change so that they may be able to obtain cost effectiveness advantages by adopting these new technologies, increase their market share by being responsive to changing customer habits and be able to grab new opportunities by staying abreast about the new developments that are taking place. Many theories have been proposed for managers so that they may be able to manage the change process.
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
In today's business it is in the best interest of companies to have project managers. Common sense isn't always easily accomplished. Anyone who's ever worked on a project in a technical setting knows this. Indeed, much of working with others consists of solving unexpected problems and learning from mistakes along the way. Knowing this and having the proper tools a project manager will be able to manage and complete the most intense project out there.
When starting construction on a new building, there are plenty of things that can and will go wrong. You will start to lay out the plumbing and find that it clashes with a wall or beam that cannot be moved. To finish your project, you must take more time and more money to adjust to the new layout. Another scenario is the owners won’t let you start construction because they can’t see the end result or where the specific design implements that had asked for are located. For the past few decades the architecture, engineering and construction (AEC) industry has been looking for a solution to this problem. Projects would be set back due to design oversights. Without anything to predict these problems before they happen, these little setbacks were a common occurrence. Once building information modeling (BIM) was born, it was like their prayers had been answered. The future was here.
This wider definition relates the application of knowledge to the wider processes of business practices i.e. the production and promotion of goods and services. Further it indicates how technological de...
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
With proper knowledge management systems, any organizations, network or individual can productively carry out their operations and programs in pursuant of organizational goals and objectives. It focuses on “doing the right thing” instead of “doing things right”. Knowledge management is a framework within which the organization views all its processes (Malhorta, 2003). In this view, all organizational processes involve creation, dissemination, renewal and application of knowledge toward organizational survival, growth and development. Consequently, this ability of knowledge management will empower decision-makers in organization to come up with strategies and techniques on how to carry o...
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
Problem-solution organization refers to the process of identifying a problem, analyzing it, coming up with a variety of possible viable solutions and finally choosing the best. Many organizations use either two or three organizational approach in problem solution organization. In two organizational format a problem as well as respective solution is outlined. In three organizational formats the problem, available solutions and the ideal solution are outlined. The problem-solution format is preferable for policy presentations in most organizations.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
The concept of Student Information Management System (SIMS) is one that continues to elicit mixed reactions. Its application appears limited by a number of factors. Whitley, Gal, and Kjaergaard (2014) connotes that SIMS faces challenges in acceptability due to the kind of information being stored, personal identification information being stored in the system and the identity of people accessing this information. Ngoma (2009) explores the level of success student information system, a subset of SIMS. Findings from Ngoma’s expedition indicate that many institutions tend to have a negative attitude towards implementation of such projects. Their evaluation mechanism on application of this technology is tied to the level of improvement of the institution especially student performance (Sun & Benton 2008; Chong 2014).