Sunday, June 14, 2009

What is Knowledge Organization



Knowledge Organization (KO) is about activities such as document description, indexing and classification performed in libraries, databases, archives etc. These activities are done by librarians, archivists, subject specialists as well as by computer algorithms. KO as a field of study is concerned with the nature and quality of such knowledge organizing processes (KOP) as well as the knowledge organizing systems (KOS) used to organize documents, document representations and concepts.

The narrow and the broader meaning of the term
In the narrow meaning Knowledge Organization (KO) is about activities such as document description, indexing and classification performed in libraries, bibliographical databases, archives and other kinds of “memory intuitions” by librarians, archivists, information specialists, subject specialists, as well as by computer algorithms and laymen. KO as a field of study is concerned with the nature and quality of such knowledge organizing processes (KOP) as well as the knowledge organizing systems (KOS) used to organize documents, document representations, works and concepts. Library and Information Science (LIS) is the central discipline of KO in this narrow sense (although seriously challenged by, among other fields, computer science).

In the broader meaning is KO about the social division of mental labor, i.e. the organization of universities and other institutions for research and higher education, the structure of disciplines and professions, the social organization of media, the production and dissemination of “knowledge” etc. A book such as Oleson & Voss (1979) The Organization of knowledge in modern America, 1860-1920 is an example of the study of knowledge organization in the broad sense. We may distinguish between the social organization of knowledge on one hand, and on the other hand the intellectual or cognitive organization of knowledge. The broad sense is thus both about how knowledge is socially organized and how reality is organized. The uncovering of structures of reality is done by the single sciences, e.g. chemistry, biology, geography and linguistics. Well known examples are the periodic system in chemistry and biological taxonomy. Generalized theories about the structure of reality, such as the theory of integrative levels first advanced by Auguste Comte belong to the philosophical disciplines “metaphysics” and “ontology”.
While Library and Information Science (LIS) is the central discipline concerned with KO in the narrow sense of the word, other disciplines such as the sociology of knowledge, the single sciences and metaphysics are central disciplines concerned with KO in the broader sense of the word. The importance of regarding the broader field of KO is related to the question about how KO in the narrow sense can be developed.

Regards

MZA

Enterprise Knowledge Portal Architecture and Infrastructure

When we are designing a web portal architecture and infrastructure it is very important to understand what are the activities and tasks to perform. Before we go further what we need to have is the portal program plan which elaborate the activities and task related to the portal architecture and infrastructure.

Below are some of the key activities and task to share with
  • determine enterprise knowledge portal scope
  • document high level enterprise knowledge portal requirement including resources
  • review the portal documentation
  • establish a management framework
  • analyze business objectives
  • define mission statement
  • define goal
  • establish communication plan
  • secure the portal core resources
  • define work process
  • define technologies
  • define technique
  • define reporting requirement.....
to be continued...

Tuesday, June 9, 2009

ICT Management PTM F44 Pada 12-16 Oktober 2008

Kursus: 'ICT Management' Kursus Functional Pegawai Teknologi Maklumat (PTM) Gred F44
Tempat: Institut Tadbiran Awam Negara, Kampus Wilayah Selatan, Kluang Johor.
Peserta: Pelbagai Agensi Kerajaan (Malaysia)


Kandungan Kursus
  • Knowledge Management
  • Public Sector Information System Strategic Planning

Bengkel Knowledge Management 24-28 November 2008

Tajuk: Knowledge Management Implementation
Peserta: 10 Agensi Kerajaan (Malaysia)
Tempat: National Institute of Public Administration (INTAN)
Jangkamasa Kursus: 5 Hari



Kandungan Bengkel:
Module 1: Understanding KM (2 hari)
Module 2: Knowledge Management Implementation ( 2 hari)
Module 3: Knowledge Management and ICT (1 hari)

Saturday, May 23, 2009

How to Introduce New Knowledge to Learners

6 Steps
  1. Guide learners in identifying and articulating what they already know about the topics.
  2. Provide learners with ways of thinking about the topic in advance.
  3. Ask learners to compare the new knowledge with what is known.
  4. Have learners to keep notes on the knowledge addressed in the unit.
  5. Help learners to represent the knowledge in nonlinguistic ways, periodically sharing these representations with others.
  6. Ask learners to work sometimes individually, but other times in cooperative groups.

Regards

MZA

Top Knowledge Enterprise Award Continued..

Google

Google's mission is to organize the world's information and make it universally accessible and useful. The company, founded in 1998, operates one of the most popular, and powerful, Internet search engines, offering targeted search results from more than 8 billion Web pages. The site, which ranks results based on a proprietary algorithm, attracts an audience of more than 80 million people in English-speaking markets; Google also offers search results in 35 other languages. The company generates revenue through ads that are targeted by keywords. Google had 2004 revenues of $3.2 billion and employs 3,000 people.

Google is recognized in this year's North American MAKE study for its strong corporate knowledge-driven culture, knowledge-based products/services/solutions, and maximizing the value of the company’s enterprise intellectual capital. This is the first time that the company has been recognized as a North American MAKE Winner.

General Electric

GE is a diversified manufacturer of transportation equipment; appliances; lighting, electric distribution and control equipment; nuclear reactors; medical imaging equipment; and plastics. The company also is one of America's largest financial services companies, and has media interests including NBC television. The company employs over 300,000 people and had 2004 annual sales of $152.4 billion.

In this year's North American MAKE study, General Electric is recognized for its strong corporate knowledge-driven culture (1st place), and developing knowledge workers through senior management leadership. GE is a three-time North American MAKE Winner.

Hewlett-Packard

Hewlett-Packard is a leading global provider of IT products, technologies, and solutions and services to consumers and business. HP's strategy is to offer products, services and solutions that are high-tech, low-cost and deliver the best customer experience. The company employs 150,000 people and does business in more than 170 countries. Revenues reached $79.9 billion for the fiscal year that ended October 31, 2004. HP annually spends $4 billion on research and development.

"Collaboration and knowledge management are key components of Hewlett-Packard's business operating strategy," said Anne Murray Allen, director of Knowledge & Intranet Management within HP's Global Operations and IT organization. "We recognize the importance of being able to tap into the brain power of the entire HP organization while working virtually around the globe. We continue to look at ways to better expand and leverage HP's collective knowledge assets. The goal of HP's overall KM strategy is to make HP employees the most connected, informed, and productive in the world."

HP is recognized in the 2005 North American MAKE study for its knowledge-based products/services/solutions, and collaborative enterprise-wide knowledge. Hewlett-Packard is a three-time North American MAKE Winner.

IBM

IBM is a leading provider of mainframe computers, servers, storage systems and peripherals. The company also is a leader in information technology solutions and consulting, and business process outsourcing. IBM employs over 350,000 people and operates in almost country in the world. In 2004, IBM had global sales of $96.3 billion.

IBM is recognized in the 2005 North American MAKE study for developing knowledge workers through senior management leadership, and collaborative enterprise-wide knowledge. IBM is a four-time North American MAKE Winner.

McKinsey & Company

McKinsey & Company, founded in 1926, is perhaps the most knowledge-oriented firm within the global management consulting industry. McKinsey is not the largest consulting company in the world ($3.5 billion in annual revenues and 11,500 staff working in 80 offices in 40 countries), but it is among the most profitable and many consider that it has the strongest brand image. McKinsey & Company spends at least 10% of its annual revenues on managing and sharing knowledge.

In this year's North American MAKE study, McKinsey is recognized for developing knowledge workers through senior management leadership, and maximizing the value of the company's enterprise intellectual capital. McKinsey is a four-time North American MAKE Finalist and three-time North American MAKE Winner.

Microsoft

Microsoft is a leader in software and Internet technologies for personal and business computing. The company, established in 1975, also is expanding into the mobile communication and entertainment markets. Headquartered in Redmond, Wash., Microsoft has annual sales of $38.8 billion, subsidiary offices in more than 60 countries and employs over 57,000 people worldwide.

Microsoft is cited in the 2005 North American MAKE study for its collaborative enterprise-wide knowledge sharing, organizational learning, and transforming enterprise knowledge into shareholder value. Microsoft is a four-time North American MAKE Winner.

SAIC

Founded by Dr. J. Robert Beyster and a small group of scientists in 1969, SAIC now ranks as the largest employee-owned research and engineering firm in the United States. SAIC is dedicated to delivering best-value services and solutions based on innovative applications of science and technology. SAIC had 2004 annual sales of $7.2 billion; the firm and its subsidiaries employ more than 42,000 people in over 150 cities worldwide.

"SAIC is very proud to be recognized as one of the Most Admired Knowledge Enterprises in North America. We believe leveraging our collective know-how and experience is key to our performance as a leading systems and solutions company, creating sustainable advantage through innovative applications of technology and domain expertise," said Kent Greenes, SAIC chief knowledge officer and senior vice president. "We use enabling processes and technologies such as communities of practice, routine learning tools, and relevant knowledge repositories to harness the power of learning and turn science into solutions. One of our most powerful enablers is our culture. This provides tremendous motivation for our scientists and engineers and fuels the sharing of lessons learned to solve our customers' most important business and mission critical problems."

SAIC is recognized in the 2005 North American MAKE study for its knowledge-based products/services/solutions, delivering value based on customer knowledge (1st place), and transforming enterprise knowledge into shareholder value. SAIC is a two-time North American MAKE Finalist. This is the first time that the company has been recognized as a North American MAKE Winner.

Southwest Airlines

Southwest Airlines, founded in 1971, has expanded its low-cost, no-frills, no-reserved seats approach to air travel throughout the United States to serve 60 cities in 30 states. Southwest offers ticketless travel to minimize back-office costs and operates its own reservation system. A top-10 US airline, Southwest has enjoyed 32 straight profitable years. The company employs 32,000 people and had 2004 annual sales of $6.5 billion.

This 2005 North American MAKE Winner is recognized for its strong corporate knowledge-driven culture, and delivering value based on customer knowledge. This is the first time that Southwest Airlines has been recognized as a North American MAKE Winner.

3M

3M, founded in 1902, is a diversified technology company with leading positions in transportation; display and graphics; health care; safety, security and protection; electro and communications; industrial business; and consumer and office equipment and supplies. More than one-half of 3M's $20 billion annual revenues are derived from outside of the United States. The company employs 67,000 people, working at 132 plants and 189 sales offices worldwide.

3M is recognized as a 2005 North American MAKE study for its strong corporate knowledge-driven culture, and delivering value based on customer knowledge. 3M is a two-time North American MAKE Winner.

2005 North American MAKE Finalists

A total of 24 organizations were selected this year as North American MAKE Finalists (in alphabetical order):

- Accenture
- Amazon.com
- Apple Computer
- APQC
- Buckman Laboratories
- ChevronTexaco
- Dell
- Dow Chemical
- eBay
- Fluor
- Ford Motor Company
- General Electric
- Google
- Hewlett-Packard
- IBM
- Intel
- McKinsey & Company
- Microsoft
- Nalco
- Raytheon
- SAIC
- Southwest Airlines
- 3M
- Xerox

MAKE Research Program

Teleos, an independent knowledge management and intellectual capital research company, administers the Most Admired Knowledge Enterprises (MAKE) study program. The KNOW Network is a Web-based global community of organizations dedicated to networking, benchmarking and sharing best knowledge practices leading to superior organizational performance.

The MAKE research program consists of the annual Global MAKE study - the international benchmark for best practice knowledge-driven organizations - and MAKE studies for Asia, Europe, North America, India and Japan.

regards

-MZA-

Thursday, April 30, 2009

Top Knowledge Enterprise Award

The winners of the 2005 North American Most Admired Knowledge Enterprises (MAKE) study, conducted by Teleos in association with The KNOW Network, are (in alphabetical order): Buckman Laboratories, Dell, Fluor, General Electric, Google, Hewlett-Packard, IBM, McKinsey & Company, Microsoft, Raytheon, SAIC, Southwest Airlines and 3M.

A panel of North American Fortune Global 500 senior executives and internationally-recognized knowledge management and intellectual capital experts chose the 2005 North American MAKE Winners. The panel rated organizations founded and headquartered in North America against a framework of eight key knowledge performance dimensions which are the visible drivers of competitive advantage. The 2005 North American MAKE Winners have been recognized as leaders in:
  • creating a corporate knowledge-driven culture
  • developing knowledge workers through senior management leadership
  • delivering knowledge-based products/solutions
  • maximizing enterprise intellectual capital
  • creating an environment for collaborative knowledge sharing
  • creating a learning organization
  • delivering value based on customer knowledge
  • transforming enterprise knowledge into shareholder value
According to Rory Chase, managing director of Teleos, "These organizations have been recognized as North American leaders in effectively transforming enterprise knowledge into wealth-creating ideas, products and solutions. They are building portfolios of intellectual capital and intangible assets which will enable them to out-perform their competitors in the future."

Business leaders, analysts and investors constantly ask: "What are the economic and competitive advantages of pursuing a business strategy based on knowledge leadership?" Based on the findings of the 2005 North American MAKE study, the benefits are tangible and significant. One of the clearest metrics to demonstrate this fact is Total Shareholder Return (TSR). Last year, the TSR for the 2005 North American MAKE Winners was 35%, more than double that of the US Fortune 500 company median (15.5%).

Overall 2005 North American MAKE Winner - Raytheon

Raytheon is an industry leader in defense and government electronics, space, information technology, technical services, and business aviation and special mission aircraft. The company had 2004 annual sales of $20.2 billion and employs 80,000 people worldwide. Raytheon is managing corporate knowledge to achieve its stated 2005 goal of being "a customer focused company based on performance, relationships, and solutions."

Don Ronchi, Vice President, Raytheon Six Sigma, and Chief Learning Officer, said: "We are most grateful to be honored with the MAKE Award for 2005. Achieving first place among the sophisticated knowledge sharing companies in the world is wonderful recognition for our Knowledge Management Community of Practice and the thousands of Raytheon employees who have worked so hard over the last several years to ensure that any of the know-how that exists across our great company is available to the single employee who needs to tap into knowledge that will solve a customer's problem today."

The 2005 overall North American MAKE Winner is recognized for developing knowledge workers through senior management leadership (1st place), and transforming enterprise knowledge into shareholder value. Raytheon is a three-time North American MAKE Finalist and a two-time North American MAKE Winner (2004, 2005).

2005 North American MAKE Winners

The remaining 2005 North American MAKE Winners are (in alphabetical order):

Buckman Laboratories

Buckman Laboratories, located in Memphis, Tennessee, is a leading manufacturer of specialty chemicals for aqueous industrial systems. The company was founded in 1945 on its unique ability to create and manufacture innovative solutions to control the growth of microorganisms. Today the company provides complete specialty chemical solutions for the pulp and paper, water treatment, and leather markets. The company has annual sales of $429 million, produces 500 different products, and employs over 1,400 people working in more than 90 countries.

"We are pleased to receive the MAKE Award for 2005," said Kathy Buckman Gibson, Chairman of Buckman Laboratories. "Our continued success as a company is directly related to our ability to share knowledge throughout our organization and with our customers. To ensure customer satisfaction, we developed key business processes that focus on the creation and sharing of knowledge with our customers. These processes have allowed Buckman Laboratories to attain an unprecedented level of intimacy in our customer relationships, which has contributed to significant growth over the last couple of years."

Buckman is recognized in this year's North American MAKE study for its collaborative enterprise-wide knowledge sharing and organizational learning. Buckman Laboratories is a four-time North American MAKE Winner (including twice overall winner).

Dell

Michael Dell founded Dell in 1984 on a simple concept: selling computer systems directly to customers. With annual sales of $49.2 billion and employing over 57,000 people worldwide, Dell is now the world's leading computer systems provider. It designs, builds and customizes products and services "one at a time" to meet its customers' requirements. The company's global strategy is to be "the premier provider of products and services, including those that customers require to build their information technology and Internet infrastructures."

This 2005 North American MAKE Winner is recognized for its knowledge-based products/services/solutions (1st place), maximizing the value of the company's enterprise intellectual capital (1st place), and transforming enterprise knowledge into shareholder value (1st place). Dell is a three-time North American MAKE Winner.

Fluor

Fluor is one of the world's largest publicly owned engineering, procurement, construction and maintenance services organizations. Fluor's primary objective is to develop, execute and maintain projects on schedule, within budget, and with excellence. Fluor, with 2004 annual sales of $9.4 billion, maintains a network of offices in more than 25 countries across 6 continents.

Alan Boeckmann, Chairman and CEO, Fluor Corporation, said: "Fluor's ability to collaborate and execute global projects depends on sharing knowledge across Fluor's entire enterprise. We recognize knowledge sharing as a guiding principle of the Corporation and a key factor in the success of our projects. We are pleased that our efforts have been recognized as a MAKE Winner."

John McQuary, Vice President, Knowledge Management & Technology Strategies Organization, added: "A global company does not just mean you have offices around the globe. It means you collaborate and create knowledge and processes that are shared across the enterprise."

In this year's North American MAKE study, Fluor has been noted for maximizing the value of the company's enterprise intellectual capital, collaborative enterprise-wide knowledge sharing (1st place), and delivering value based on customer knowledge. Fluor is a two-time North American MAKE Finalist. This is the first time that the company has been recognized as a North American MAKE Winner.


regards

-MZA-

Wednesday, April 29, 2009

Revisit-Understanding Information System ll

A complete information system should contain the following components: hardware, software, database, trained personnel, network and procedures.

  • Hardware: a set of devices such as a processor, monitor, keyboard, and printer that accept data and information, processes them, and displays them.
  • Software: a set of computer programs that enable the hardware to process data.
  • Database: an organized collection of related files, records, etc. that stores data and the
  • associations among them.
  • Network: a connecting system that permits the sharing of resources among different computers.
  • Procedure: the strategies, policies, methods, and rules for using the information system.
  • People: the most important element in information systems: include those persons who work with the information system or use its output.

Let’s look at all components in a successful computer-based information system (CBIS) that was deployed in pharmaceutical giant GlaxoWellcome Inc. The successful application of CBIS requires an understanding of the business and its environment, as well as an understanding of the business problem to which the CBIS is to be applied. When GlaxoWellcome revealed that a combination of two of its drugs, Epivir and Retrovir, was effective in treating AIDS, doctors began writing prescription en masse almost overnight. Such a big demand could have resulted in lower inventories to pharmaceutical wholesalers and shortage. But thanks to GWis (GlaxoWellcome Information System) market analysts were able to track the size and sources of demand and generate reports within hours. The result: Wholesalers around the world never ran out of Epivar and Retrovir.

GWis is the data warehouse application with decision support system relational online analytical processing (ROLAP) technology. GWis works directly with data stored in a relational database management system, integrating internal data with data from external sources. The application was implemented in GlaxoWellcome’s marketing analysis department. So users can analyze sales, inventory, and prescription data for drugs on the fly, helping GW streamline its distribution process and cut operational costs. An additional IS benefit is that users can access information from various databases and computers. They no longer create local databases on their PCs that ultimately interfere with data integrity or require IT support.

Computer software falls into two broad classes: system software and application software. The principal system software is known as the operating system. It manages the hardware, files, and other system resources and provides a systematic and consistent means for controlling the computer, most commonly via a graphical user interface (GUI). GWis software was built with MicroStrategy Inc. included data warehouse with DSS tools and database management. As usual big companies own various software packages. GWis is indeed database oriented system. Typical examples of databases include customer records and product catalogues, for GWis these are drugs sold, inventory, prescription data and so on. People who are supposed to use this system are primarily market analysts, but it can be accessed by managers as well and data warehouse application for pharmacists or wholesalers.

The internal records that are of immediate value to marketing decisions are: orders received, stockholdings and sales invoices. These are but a few of the internal records that can be used by marketing managers, but even this small set of records is capable of generating a great deal of information. Below, is a list of some of the information that can be derived from sales invoices.
  • Product type, size and pack type by territory
  • Product type, size and pack type by type of account
  • Product type, size and pack type by customer (wholesaler)
  • Average value and/or volume of sale by territory
  • Average value and/or volume of sale by type of account
  • Average value and/or volume of sale by sales person or wholesaler
By comparing orders received with invoices an enterprise can establish the extent to which it is providing an acceptable level of customer service. In the same way, comparing stockholding records with orders received helps an enterprise ascertain whether its stocks are in line with current demand patterns.

System can also include knowledge based tools: guidelines for prescriptions of certain drugs, previous marketing research and expertise. GWis transmits information through telecommunication network such as Internet. Various computer network configurations are possible, depending on the needs of an organization. Organizational IS are becoming more complex and advanced over time and its procedures, regarding use of IS, do the same. Whereas marketing research is focused, market intelligence is not.

A marketing intelligence system is a set of procedures and data sources used by marketing managers to sift information from the environment that they can use in their decision making. This scanning of the economic and business environment can be undertaken in a variety of ways that can cause a new ethic policy or policy for protection of sensitive information. GW has set a strategy for the IT organization design and management the disparate date sources.

regards

-MZA-

Revisit-Understanding Information System l

An information system (IS) is a computerized system that, collects, processes, stores, analyzes and, disseminates information for a specific propose. This process is defined as an information processing cycle (IPC). The information processing cycle consists of four operations: input, process, output, and storage. Raw data retrieved from the environment and delivered to the computer is called input. After the computer receives data from the input device, it will manipulate, refine, and process the data to produce useful information for users. This step is called processing.

After data has been refined and manipulated into useful information, it is displayed to the end users as output. Finally,the information needs to be stored for future uses. All four processes make up the information processing cycle. Input consists of raw facts (data),while information is a collection of facts organized or processed in such a way that it has additional value for further usage. The information that is organized and processed to convey understanding,experience, learning, and expertise forms knowledge, which has a high value. All enterprises which have been in operation for any period of time have a wealth of information.

However, this information often remains under-utilised because it is compartmentalised, either in the form of an individual entrepreneur or in the functional departments of larger businesses. That is, information is usually categorised according to its nature so that there are, for example, financial, production, manpower, marketing, stockholding and logistical data. Often the entrepreneur, or various personnel working in the functional departments holding these pieces of data, do not see how it could help decision makers in other functional areas. Similarly, decision makers can fail to appreciate how information from other functional areas might help them and therefore do not request it. Information system can link all this subsystem into unique system where needed data, information or knowledge would be easily accessed.

As information itself has value, commerce often involves the exchange of information (and knowledge), rather than tangible goods. Information is valuable and useful because it can help decision makers. For example, investors are using information to make multimillion-dollar decisions, and financial institutions employ information to transfer millions of dollars. Retailers use information to control inventory and process orders. Information technologies are constantly changing our society, our ways of doing business, and our lives. To fully understand what an information system is and how it works, it is necessary to examine its components. to be continued..

Ref: Information System Management (download here)

regards

-MZA-

Friday, April 24, 2009

Knowledge Implementation Framework



You can use this framework as a guideline to implement KM in your organisation. I would like to here some comments on the framework or any suggestion or add up to it.

Regards

-MZA-

Knowledge Management Issues in Public Sector


[The Malaysian Environment] Apply to Any Organisation.

There are a number of key issues surrounding the implementation of KM in public sector. Beckman (1999) commented that there are some concerns among practitioners that KM might experience the same fate as past management paradigms such as artificial intelligence, business re-engineering and total quality management as problems and issues have to be resolved quickly enough before people loose interest.

What we should know before the idea of the implementations are:
  1. measurement of the KM readiness in the organisation
  2. study what is the knowledge management success factors in the organisation
  3. find out what is the level of understanding on KM from Up to bottom and;
  4. get the holistic view of the organisation behaviour

Someone might argue that the organisational profile, approach and practice, drivers and technology resources are the main factor or the contributor to the implementation and readiness, the answer is yes but, this is not all about the factor rether this is about the successful antecedent to the implementation itself.

Regards

-MZA-

The Challenge in Knowledge Management

The challenge of knowledge management can be best viewed as three-fold:
  1. the management of explicit knowledge using techniques such as those used in the discipline of information resources management;
  2. creating the environment in which people can develop and share knowledge; a common approach for this is that of “communities of practice”.
  3. the conversion of tacit knowledge to explicit knowledge
p/s: the issues of culture, leadership, infostructure, governance and etc will be add on to this...

Regards

-MZA-

Explicit and Tacit Knowledge

There are many types and forms of knowledge e.g. facts, know-how, specific skills, procedural knowledge etc. A common portrayal is that of a knowledge hierarchy that goes from data (facts and figures) to information (data + interpretation) to knowledge (information + used) to wisdom or intelligence (knowledge with insight). For practical purposes the most important distinction is that between explicit and tacit knowledge, a distinction first elaborated in some detail by Michael Polyani.

According to Nonaka and Takeuchi explicit knowledge is that which:

“can be expressed in words and numbers and can be easily communicated and shared in the form of hard data, scientific formulae, codified procedures or universal principles”

whereas tacit knowledge is:

“highly personal and hard to formalize. Subjective insights, intuitions and hunches fall into this category of knowledge.”

Thus, explicit knowledge (or information) in organisations is typically found in documents and databases, while tacit knowledge is that which is in the heads of people. Many knowledge management programmes have over-emphasized the approach of converting tacit knowledge into explicit knowledge. This approach has generally proved futile, since no database can replicate the years of experience of a knowledgeable individual or know (through judgement) which information to apply in a specific situation. The best that can be done in most cases is to make some tacit knowledge explicit, and provide pointers to the experts who will be able to put such knowledge into context and help those wanting to apply it.

Regards

-MZA-

Knowledge Management Slides Presentation



For those who what my slide presentation but forget to get it form the PC, i have make it available for you, please use it, modify and dicussed (teach) with others.

Regards

-MZA-

Some Fact to Share With You - All



This videos is about what had happened and whats is still happening...did you believe that the top 10 in demand jobs in 2010 did not exist in 2004....what cause all this.

This is the knowledge revolution!

Regards

-MZA-

MTCP Knowledge Management 2009

The Activities (Videos)

Assemble PC


Wolf Whistle


Playing Guitar


I don't have the making pizza video and would love to have it, can someone please upload it, or share it with me...thank you guys.

Regards

-MZA-

MTCP Knowledge Management 2009

One of the Socialization ( Tacit to Tacit) Technique.










On the 20th and 21st of April 2009, the National Institute of Public Administration (INTAN) has conducted a Knowledge Management Workshop for MTCP participant.

The MTCP was established in 1980, to promote and facilitate technical assistance to participating developing countries. The programme consolidates various forms of thchnical cooperation in areas where Malaysia has the experience and expertise. The MTCP implemented by INTAN is based on the fact that the development of a country depends on the quality of its human resources. Such human resouces quality can be best be achieved through training. Presently, the MTCP covers 136 developing countries. A total of 3,181 participants have been trained under the programme at INTAN

Above are some of the training photos. I wish you all (the participant) the best and have a safe journey home but remember what i said. KM is a journey and the need to sharing knowledge is very crucial. I invited you'll to participate in my blog to exchange ideas and even to continue our discussion here in my 'knowledge asset blog'.

I still remember Ahmed, Alfred (active participant), Muhsin, Nagla, Paul (Penghulu), Yati (Pizza), Khu, Izzani, Zakaria, Setho (our MC), James, Phou, Nasiba, Nan, Namgay, Merriam and many more...for those who i did not mention the name....don't think that i don't remember you...you are all in my TACIT knowledge :)

INTAN can be contacted through www.intanbk.intan.my

Regards

-MZA-

Definition of Knowledge Management

There are numerous definitions of knowledge management. The following definition is based on a synthesis of case material and interviews with Chief Knowledge Officers:

“the explicit and systematic management of vital knowledge and its associated processes of creating, gathering, organizing, diffusion, use and exploitation, in pursuit of organisational objectives.”

The underlined words are important:
  • Explicit - unless something is made explicit it frequently does not get properly managed. Thus, although some management of knowledge is found in virtually every organisation, including small and medium-sized enterprises, its benefits are only consistently realized if it is explicitly managed.
  • Systematic - this helps create consistency of methods and the diffusion of good practice. Systematization also lends itself to automation, leading to additional efficiencies in handling explicit knowledge.
  • Vital - every conversation and every new document in an organisation adds to the organisation’s knowledge pool. Judgement must be applied as to which knowledge is critical, and therefore worth managing in a more formalized way.
  • Processes - as well as being an important dimension of management and business processes, knowledge processes are important in their own right.

The main processes are knowledge sharing (of existing knowledge), knowledge creation and knowledge conversion (innovation).

Regards

-MZA-

What is Information?

Many people are confuse between data, information and knowledge. I give an example for that, If you look at a traffic light, there is three(3) colour which is Read, Yellow and Green. The three(3) colour is simply a Data, but for those who know the meaning of the colour which is Red=Stop, Yellow=Standby(Danger) and Green=You Can Go Now, then the meaning of the colour is the Information.

In a formula form. Information=Data + Interpretation (Human)


Regards

-MZA-

What is Knowledge?

Think of an Internet Library, Google for example. All the information you might require is packed onto its databases. That information will stay on the database, quite useless unless it is used. Once used by being comprehended by a surfers and, by that surfers, added to all of the other information and experience that the surfers has build-up in life - it becomes knowledge.

Knowledge is not information and it is not data. Knowledge is what is KNOWN.

In a formula form. Knowledge = Information +Used (Human)

Regards

-MZA-

Outcomes of Knowledge Management

Knowledge Management is not itself a goal, it is a tool that enables organisations to operate efficiently and must be aligned to an oragnisation's strategic focus. Knowledge Management (generally referred to as "KM") can enhance an organisation's effectiveness by:
  • Promoting innovation by encouraging staff to share ideas;
  • Facilitating the flow of ideas within an organisation;
  • Improving customer service through improved response time;
  • Streamlining operation and reducing costs through the elimination of redundant or unnecessary processes; and
  • Improving staff retention rates by recognising the value of employee’s knowledge and rewarding it.
Regards

-MZA-

Start Up-Knowledge

In most organisations there are two types of knowledge assets. The first is information that the organisations hold and this can include business plans, client’s lists and databases. As a good rule of thumb this information can be stored either electronically or on paper.

The second and much more elusive asset is the skills, knowledge and experience that is in the heads of employees, which is offer the most valuable asset that an organisation holds. The major difficulty with unlocking this value is to work out an effective methodology to recognize, generate, share and manage that knowledge.

This blog has been developed to assist organisation/individual or groups to identify the knowledge based assets and strategies for sharing that knowledge across the organisation

Regards

-MZA-