Transcript Slide 1

The development of a
knowledge based
organization
Anabela Mesquita
ISCAP / IPP
Novo mesto
November 2007
Agenda
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The knowledge context
Strategic KM
The knowledge leader
Developing and sustaining a knowledge culture
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The Knowledge Context
Introduction
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Technological and social change have
reshaped our world and the way we work
We have shifted from an industrial economy
(focusing on commercial products) to a
knowledge economy (focusing on services
and expertise)
This has affected most workplaces and most
workers
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External Influences
on Organisations
Technological change
Forward planning
and analysis
Globalisation
Competition
Pressure to be
innovative and
responsive
Competition for
high performing staff
Shareholder expectations
Organisations are dynamic, vulnerable and volatile….
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The Changing Nature
of Organisations
Change management
Communication
Leadership
Evolving roles
and responsibilities
Focus on
relationship building
Teamwork
Infrastructure
Career paths
Worker motivation
Decision making
Workforce composition
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This poses many challenges for the
organisations
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How to cope with so many challenges?
How to manage knowledge?
Will the organisations need information systems
to attain these objectives?
…
…
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Knowledge Management
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Knowledge is the process of translating
information and past experience into a
meaningful set of relationships which can be
applied by an individual
Knowledge is an organisational asset: it
should be identified, managed and valued to
the same degree as other assets
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Knowledge Management (cont'd)
Knowledge as an asset
 Explicit knowledge can be documented,
categorised, transmitted, demonstrated… It
can be accessed by other people even if the
knowledge source is absent
 Tacit knowledge draws on the accumulated
experience and learning of an individual. It is
hard to reproduce or share with others
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Knowledge Management
Sources of Organisational Knowledge
Experience
Advice
Individual
Knowledge
Organisational
Knowledge
Learning
Errors
External Sources
Corporate
Knowledge
History
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Knowledge Management
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Strategic Knowledge assists with taking the
organisation toward its desired future goals
Closely linked to the organisational focus
May be different in each organisation
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Knowledge Management: an
Emerging Concept
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The management of knowledge to enable its
definition, identification, capture, organisation
and dissemination across the organisational
community
Knowledge management is dependent on
effective leadership and a collaborative
culture
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Knowledge Management
Values
Organisational
Priorities
Systems and
Policies
Organisational
Knowledge
Organisational
Activities
Employee
Capabilities
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Strategic Knowledge
Management
Introduction (2)
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Organisations need to understand how
knowledge operates, and who possesses
strategic knowledge
Organisational knowledge needs to be
identified and carefully managed to ensure its
contribution is maximised
Knowledge work is an increasing component
of workplaces
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Knowledge Workers
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Apply their personal knowledge to work
problems or situations
Regularly build on existing knowledge
Use their heads, more than their hands
Valued for their intellectual contributions
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Organisational Knowledge
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Know what
Know who
Know how
Know why
Know where
Know when
Know if
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Phases of Knowledge
Development
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Knowledge evolves and grows with use and
re-use — it is dynamic in nature
Organisational knowledge draws on collective
and individual contributions of those within
the workplace
Five phases of organisational knowledge
creation can be identified
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Phases of Knowledge
Development
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Phases of Knowledge
Development
Sourcing
Abstraction
Conversion
Diffusion
Development
and Refinement
Knowledge Sourcing
 The process of identifying and drawing
together the various sources of
knowledge relevant to an issue
 Provides a rich and accurate
foundation for the formation of new
knowledge
 More sources: better basis for
knowledge creation
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Phases of Knowledge
Development (cont'd)
Sourcing
Abstraction
Conversion
Diffusion
Development
and Refinement
Knowledge Sourcing
 Potential knowledge sources include:
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Knowledge held by individuals
Expert sources (e.g. consultants,
theory)
Organisational records
Prior experience
External sources (e.g. libraries, case
studies)
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Phases of Knowledge
Development (cont'd)
Sourcing
Abstraction
Conversion
Diffusion
Development
and Refinement
Knowledge abstraction
 The development of principles, theories
and concepts to guide the construction
of new knowledge
 Experts work differently to novices in
this stage
 Effective knowledge development relies
on reflection and careful consideration
of these insights
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Phases of Knowledge
Development (cont'd)
Sourcing
Abstraction
Conversion
Diffusion
Development
and Refinement
Knowledge conversion
 The process of converting the theories,
principles and concepts to the actual
problem or context
 Codified knowledge: recorded and
accessed through organisational
systems
 Embodied knowledge: held by
individuals
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Phases of Knowledge
Development (cont'd)
Sourcing
Abstraction
Conversion
Diffusion
Development
and Refinement
Knowledge diffusion
 The dissemination of knowledge once
it is converted and applied
 Sources include communication
media, modeling of new practices and
demonstrations of new procedures
 New knowledge is best diffused when
it can build on the existing knowledge
of the individual
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Phases of Knowledge
Development (cont'd)
Sourcing
Abstraction
Conversion
Diffusion
Development
and Refinement
Knowledge development and
refinement
 Organisational knowledge constantly
evolves
 Organisations are challenged by the
need to maintain the currency and
relevance of their organisational
knowledge sources and applications
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Knowledge Management
Infrastructure
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Systems and processes which support the
creation and management of organisational
knowledge
3 main forms of infrastructure:
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Managerial
Technical
Social
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Managerial Infrastructure
Managerial
Technical
Social
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Managerial support for knowledge workers
Formal management processes which are
applied
Impact strongly on the resourcing, decisionmaking and innovative practices which are
allocated to knowledge management
Management can facilitate or hinder knowledge
management
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Managerial Infrastructure
(cont'd)
Managerial
Technical
Human resource management (HRM)
Social
 The processes which facilitate effective
recruitment, retention, development and
nurturing of staff
 Align individual staff member’s efforts
with the organisational priorities through
appropriate practices and strategies
 HRM operates at all levels within
organisations
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Technological Infrastructure
Managerial
Technical
Social
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Technical and information management
systems
Assist with the recording, transmitting
and sharing of information and
knowledge
Includes library and information services
and records management strategies
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Social Infrastructure
Managerial
Technical
Social
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Enabling social and professional
interchange between organisational
members and other stakeholders
Strongly influenced by the values which
are emphasised within the organisation
Knowledge management can assist with
developing social capital across the
organisation
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The Knowledge Leader
Introduction (3)
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Knowledge leaders play an important role in
building effective knowledge communities
They ensure the knowledge vision and
concepts are translated into real activities
and practice
There are many different knowledge leaders
within a knowledge community
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Generic Attributes of the
Knowledge Leader
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Strategic visionary
Motivator
Communicator
Change agent
Coach, mentor, model
Learning facilitator
Knowledge executor
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Specific Knowledge
Leadership Roles (cont'd)
Core Leaders
 Manage staff and resources within local
operational units
 Put the strategic vision into practice
 Act as gatekeepers
 Need to see the value of knowledge
management
 May experience conflicting loyalties
 Reality check
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Developing and Sustaining
a Knowledge Culture
Introduction (4)
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A major goal of knowledge management is to
encourage a knowledge culture: where
everyone recognises and accepts knowledge
sharing as a desirable behaviour
Knowledge management is strongly
influenced by the culture which operates in
an organisation
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Organisational Cultures
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The collective perceptions, beliefs and values
of employees in the workplace
Learning about the culture is derived from
stories, observations and experiences in the
workplace
Strongly influence retention and productivity
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Organisational Cultures (cont'd)
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Cultural influences include:
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Past patterns and history
Teamwork
Climate and morale
Information flows across the community
Supervision quality
Leadership
Workplace interactions
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Effective Knowledge Cultures
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Open and communicative
Encourage sharing
Tolerant
Collaborative
Trusting
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Implicit values
of a knowledge culture
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Effective Knowledge Cultures
(cont'd)
Knowledge culture principles
 People are more important than systems
 Public encouragement of knowledge sharing
 Advocacy and support for good knowledge
practice
 Values adopted by all staff members
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Knowledge culture enablers
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Influences that contribute to the creation of
an effective and positive knowledge
community
Ensure alignment of core values,
organisational structures, systems and
processes
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Knowledge culture enablers
(cont'd)
Core values
 Collaboration
 Communication
 Interaction
 Innovation
 Adaptation
 Learning orientation
 Trust
 Sharing and valuing of knowledge
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Knowledge culture enablers
(cont'd)
Structural support
 Organisational structure
 Transparent decision making
 Information access
 Problem solving
 Communication channels
 Human resource management
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Knowledge culture enablers
(cont'd)
Enacted Values
 Models
 Leaders
 Opportunities to collaborate
 Encouragement to collaborate
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Knowledge culture enablers
(cont'd)
Interaction with colleagues
 Quality of interaction
 Focus of interaction
 Mentorship
 Team behaviour
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Supporting Knowledge
Management through
Human Resource
Management Practice
Introduction (5)
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Human resource management (HRM) is a
powerful structural mechanism where
knowledge management is encouraged
We will explore the elements of HRM which
guide and stimulate the development of an
effective knowledge culture
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Structural Support for
Knowledge Management
Human Resource Management (HRM)
 The organisational processes and systems
which assist with staff recruitment, selection
and management
 Provides guidance as to the required work
activities, behaviour and values
 Supports employees from when they are
recruited to when they leave the workplace
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Structural Support for
Knowledge Management (cont'd)
Human Resource Management
 Staffs the organisation with people who
have appropriate knowledge and expertise
 Ensures the work undertaken fulfils the
organisation’s goals
 Develops systems and processes that
encourage good practice
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Structural Support for
Knowledge Management (cont'd)
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HRM Supports knowledge management by:
 Recognising the strategic value of
knowledge
 Defining knowledge competencies
 Valuing knowledge and learning
 Integrating knowledge into HRM processes
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Structural Support for
Knowledge Management (cont'd)
Organisational
Structure
Organisational
Learning
&
Performance
Evaluation
Staffing
Management Development
& Review
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Structural Support for
Knowledge Management (cont'd)
Organisational
Structure
Staffing
Organisational
Learning
&
Performance
Evaluation
Management Development
& Review
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Organisational Structure
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Decision making
Communication
Hierarchical processes
Workplace structure
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Organisational Structure (cont'd)
Functional Structure
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Organisational Structure (cont'd)
Divisional Structure
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Organisational Structure (cont'd)
Matrix model
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Organisational Structure (cont'd)
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Organisational structure elements include:
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Flat structures
Transparent processes
Strong communal values
Balance individual and community
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Structural Support for
Knowledge Management (cont'd)
Organisational
Structure
Staffing
Organisational
Learning
&
Performance
Evaluation
Management Development
& Review
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Staffing
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Workforce planning
Core competencies
Recruitment and selection
Induction and acculturation
Work context management
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Workforce Planning
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Strategic shifts in workforce roles and
requirements
Staffing trends within the organisation
The overall placement of new staff
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Workforce Planning (cont'd)
Defining core competencies
 Work skills, behaviours and capabilities
required of all employees in an organisation
(e.g. interpersonal skills)
 Encourages flexible and adaptive employees
 Recognises dynamic nature of knowledge
work
 Encourages development of competencies
which support the organisation
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Workforce Planning (cont'd)
Selection and Recruitment
 The recruitment of new staff, based on a
rigorous and carefully considered process
 Goal: good person — job fit
 Includes well-managed selection interviews
and practices
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Selection and Recruitment
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Selection and Recruitment
(cont'd)
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Workforce Planning (cont'd)
Induction, orientation and acculturation
 Orientation: Providing new employees with a
sense of the wider organisation, including its
knowledge priorities.
 Induction: Assisting new employees to settle
into their local work community and to adapt
to the specific systems.
 Acculturation: Supporting the adoption of the
organisational values and culture
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Workforce Planning (cont'd)
Work context management
 Safety and health
 Workloads
 Work culture
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Structural Support for
Knowledge Management (cont'd)
Organisational
Structure
Staffing
Organisational
Learning
&
Performance
Evaluation
Management Development
& Review
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Performance Management
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Clarifies organisational priorities and the
individual’s role in supporting those
Defines the ways in which people should
work and interact
Performance standards
Performance management processes
Feedback provision
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Rewarding High-achieving
Knowledge Workers
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Intrinsic motivation: personally derived
satisfaction
Extrinsic motivation: rewards provided by the
organisation
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Structural Support for
Knowledge Management (cont'd)
Organisational
Structure
Staffing
Organisational
Learning
&
Performance
Evaluation
Management Development
& Review
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Learning and Development
Individual learning
 Knowledge communities encourage ongoing
learning and development
 Provision of opportunities to expedite learning
and development
 Workshops and seminars
 Programmes
 Action learning
 E-learning
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Learning and Development
(cont'd)
Succession planning
 Protects and preserves the organisational
memory
 Unique knowledge transferred and retained
 Challenge: identifying the existing memory
holders, potential recipients and the best
strategy
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Learning and Development
(cont'd)
Learning transfer
 The transfer of learning from a formal
learning context to the workplace
 Capacity to transfer will depend on
encouragement, ease of transfer, time to
practice, leadership support
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Structural Support for
Knowledge Management (cont'd)
Organisational
Structure
Staffing
Organisational
Learning
&
Performance
Evaluation
Management Development
& Review
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Organisational Evaluation and
Review
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Monitor organisational well-being and cultural
issues
Exit interviews
Performance measures
Organisational redevelopment
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