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1. Created a setting for sharing knowledge: access to knowledge breeds more knowledge and the best KM techniques ensure that everyone's involved. Try an open meeting policy. 2. Eliminate commun
The problem is not that the technology-based Knowledge Management is wrong; it is necessary for acquiring and retaining information. The problem is that it usually does not go far enough; it so not su
a) "Knowledge portals" available on employees' individual desktop PCs or PDAs for easy access to all useful data in the organization. b) Software that transforms text and numbers into charts and grap
a) Browsers, which search through corporate intranets. b) Agents, software that seeks out information. c) "Knowledge maps," indices that classify information and help users determine the location of
a) Data warehouses, data marts, and assorted databases b) Document management programs c) Electronic directories of "experts," such as corporate yellow pages and expert systems that compile informat
a) Computer network, including LAN, WAN or internet access. b) E-mail.
Knowledge management as acquiring and storing information: treating knowledge as a tangible asset, this approach to KM mainly employs technology, specifically information technology, to acquire and st
1. It helps to serve customers well as companies know about them enough if they manage the knowledge efficiently. 2. It reduces the cycle time of business. 3. Through knowledge management, companies
Two general trends have emerged to represent Knowledge Management in the literature and actual practice: I. Tangible knowledge assets captured and retained in organization structures and systems. For
I. Creating and populating a repository of in-house knowledge II. Measuring the dollar-value of chunks of knowledge III. Facilitating the transfer of knowledge IV. Creating a knowledge sharing envi
"Knowledge is information that changes something or somebody - either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action." L
The concepts for developing these different views of organizational learning come primarily from three sources: 1) The articles the authors see an organization as a culture and the juxtaposition of o
Much of the literature of this learning, seems to be following in the tradition of learning theories and taking a psychological or individual perspective on the phenomenon. There is a debate about whe
The role of Information System in the organization as primarily serving organizational memory, in my view, IS can serve the other three processes (knowledge acquisition, information distribution, and
The leader's role in this is of a designer, teacher, and steward who can build shared vision and challenge prevailing mental models. He/she is responsible for building organizations where people are c
In my view, organizational learning is just a means in order to achieve strategic objectives. But creating a learning organization is also a goal, since the ability permanently and collectively to lea
1) Focuses mainly on the cultural dimension, and does not adequately take into account the other dimensions of an organization. To transform an organization it is necessary to attend to structures and
The following characteristics appear in some form in the more popular conceptions: Learning Organizations, 1) Provide continuous learning opportunities. 2) Use learning to reach their goals. 3) Li
Is is an organization in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really care about. Why should organizations care?
This poses many challenges and opportunities. For example, at a macro level, property ownership arrangements vary widely in different countries. So does the availability of natural resources and compo
There is no denying the fact theta they would economy is becoming global in character barriers to trade between different countries have been reduced to a great extent. India which is also a member of
Specifically, internationalization of business presents at least four challenges: 1) Globalization affects an increasing number of managers and professionals, 2) Internationalization puts a premium
Growing internationalization of business has its impact on people management. The amazement is required to cope with problems of unfamiliar laws, languages, practices, competitors, attitudes, manageme
Based on the trend analysis, the filliping future prospects of Organizational Behavior can be inferred: 1. Organizational Behavior has reached the status of identifiable fields of study and applicati
1) Declining productivity and the Japanese threat: the challenge is to reverse declining trends: ensuring better interplay between management approaches and techniques, and employees. 2) Revolution i