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Knowledge Management

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Title: Knowledge Management


1
Knowledge Management
  • Chapter 9
  • Question 27

2
What is (KM)
  • The main function of the knowledge sharing
    position would be to help champion
    organization-wide knowledge sharing, so that the
    organization knows how, information and
    experience is shared inside and (as appropriate)
    outside the organization with clients, partners,
    and stakeholders

3
Key responsibilities
  • Promote knowledge sharing through the
    organization's operational business processes and
    systems by, among others, strengthening links
    between knowledge sharing and the information
    systems, and improving integration among
    information systems in the organization, to
    facilitate seamless exchange of information
    across systems 
  • Promote collaborative tools such as activity
    rooms to facilitate sharing of ideas and work
    among internal teams and external partners
  • Provide support for the establishment and
    nurturing of communities of practice, including
    workshops, one-on-one guidance, and
    troubleshooting

4
lt Continued gt
  • Share experiences across communities of practice,
    business units, and networks on innovative
    approaches in knowledge sharing, including
    preparation of case studies.
  • Help monitor and evaluate the knowledge sharing
    program, including external benchmarking and
    evaluation programs/opportunities. 
  • Help disseminate information about the
    organization's knowledge sharing program to
    internal and external audiences, including
    organizing knowledge sharing events (such as
    knowledge fairs, site visits, interviews),
    maintaining communications on knowledge sharing
    across the organization, participation in
    orientation and training sessions, and
    preparation of brochures/presentations.

5
Required Skills
  • Communications Ability to get consensus and
    collaboration across many business units ability
    to generate enthusiasm ability to communicate
    with all levels of management and staff
    establishing straightforward, productive
    relationships treating all individuals with
    fairness and respect, demonstrating sensitivity
    for cultural and gender differences showing
    great drive and commitment to the organizations
    mission inspires others Maintaining high
    standards of personal integrity
  • Client Orientation Understands clients' needs
    and concerns responds promptly and effectively
    to client needs Customizes services and products
    as appropriate 

6
lt Continued gt
  • Drive for Results Makes things happen Is
    proactive balances "analysis" with "doing" sets
    high standards for self Commits to
    organizational goals 
  • Teamwork Collaborate with others in own unit and
    across boundaries acknowledges others'
    contributions works effectively with individuals
    of different culture and gender willing to seek
    help as needed. Influencing and resolving
    differences across organizational boundaries
    Gaining support and commitment from others even
    without formal authority resolving differences
    by determining needs and forging solutions that
    benefit all parties promoting collaboration and
    facilitating teamwork across organizational
    boundaries.
  • Learning and knowledge sharing open to new
    ideas shares own knowledge applies knowledge in
    daily work builds partnerships for learning and
    knowledge sharing 

7
Last but not least
  • Analytical Thinking and Decisive Judgment -
    analyzing issues and problems systematically,
    gathering broad and balanced input, drawing sound
    conclusions and translating conclusions into
    timely decisions and actions

8
Requirements
  • An advanced degree in business and/or social
    sciences 
  • Several years of experience with the
    organizations  operations and business tools 
  •  Familiarity with developing and delivering
    knowledge sharing programs and with the Bank's
    information infrastructure 
  • Experience in establishing effective partnerships
    within and outside the organization. 

9
References
  • ikms_newsletter/2006/05
  • www.icasit.org
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