People and Process for Knowledge Management

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People and Processfor Knowledge Management

• Master of Science Program in Knowledge Management

Learning Process Culture
k. Chalermpon College of Art, Media and Technology
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Assignment

• ??????????????????????????????????
  ?????????????????????????? (????????????????)
  ?????????????????????? ???????? ??????????
• Task
• JD Job description
• JS Job specification
• ????????????????(?????)???????????????????

CAMT
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Learning

• Process in Acquiring Knowledge, Skill and
  Aptitude.
• Adaptive Learning Feed back
• ????????????????????????????????????????
• Generative Learning Feed forward
• ????????????????????????????????????????
  ???????????????? ??????????? ???????????????????
  ??????????????????????
• Human Being Love to Learn
• Leader as a designer
• ??????????????????????????????????????????????????
  ???????????? ????????
• ??????????????????????????????????????????????????
  ???????????????????

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?????????????????????????
Process
Input
Output
HR Equipment Budget Methods Procedures Environment
Core Process Support Process
Services Products Task Completed
Various inputs blended together to achieve a
specified output
CAMT
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????????????????????????????

• ?????????????? ( Task Learning )
  ??????????????????????????????????????????????????
  ????????????????????????
• ??????????????? ( Systemic Learning )
  ?????????????????????????????????????????????????
  ???????????????????????????????????????
• ??????????????????? ( Cultural Learning )
  ??????????????????????????????????? ???????
  ??????????????????????????????????????????????????
  ????????????????
• ?????????????????????? ( Strategic Learning )
  ??????????????????????????????????????????????????
  ????????????????????????????????????????????????

CAMT
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The 5th Discipline Peter Senge

• ?????????????????????????????????
• Practice ???????????????
• Principle ?????????????????????????????
• Essence ?????????????????????????

Senge, The Fifth Discipline Arts Practice of
The Learning Organization, 1990
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Personal Mastery
???????????????????????
???????? ????????????????????????????? ????????????????????????????????
??????????????????? ???????????????? ????????????????????
????????? ???????????????????????????????????????????? ??????????????????????????????
???????????? ?????????????????????????????????????????? ?????????? ?????????????????????????????????
CAMT
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Mental Model
?????????????????????????
??????????????? ??????????????????????????????? ?????????????????????????????????????????? (????????) ??????????? ????????? ????????????????????????????????
??????????????????????? ??????????????????????????????? ?????????????????????????????????????????? (????????) ??????????? ????????? ????????????????????????????????
????????????? ??????????????????????????????? ?????????????????????????????????????????? (????????) ??????????? ????????? ????????????????????????????????
???????????????? ??????????????????????????????? ?????????????????????????????????????????? (????????) ??????????? ????????? ????????????????????????????????
CAMT
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Shared Vision
??????????????????????
??????????????????????????? ?????????????? ???????????????
???????????????????????????????????????? ????? ????????????????????????? ????????????????????
???????????????????? ???????????????????????
????????????????? ??????????????? ?????????????
?????????????????????? ???????? ???????? ????????????????????
CAMT
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Team Learning
???????????????????????????????
??????? Dialog and Discussion
??????????????????????????????????????? ??????????????????????????????? ???????????????????? ????????????????????????????? conflict
?????????????????????? ????? ??????? ??????????
?????????????????? ?????????????????????????????????? ????????????????????? ????????????????????????????????
??????????????????????? ?????????????????????????????????? ?????????????
CAMT
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System Thinking
CAMT
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System Thinking
CAMT
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????????????????????????
Input Process Output
???????????????? ????????????????????????????????????? ???????????????????? ??????? ???????????????????
?????????????? ?????????????????????? ???????????? high performance
?????????????? ???????????????????????????? ?????????????????????
??????????????? ????????????????????????????????????? ???????? ?????????????????????????????????????????
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Learning Culture

• The roles of culture
• Shared values /beliefs that shape organization
  structure, companys people.
• Control systems to procedure norms
• Reducing monitoring costs
• Lead to many different competitive advantages
• Customer service best service
• Product quality high goods quality
• High value and Innovation

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Culture

• How
• Building a strong and effective culture
• Effective culture must be
• Cultivated
• Encouraged
• Fertilized
• Maintaining an effective culture
• Storytelling
• Rallies or pep talks by top executives

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Corporate culture is..

• Way of life of the people who is working in
  each organization.
• Patterns developed by a group of people who
  had to solve the problems caused by both
  external environment and internal problems.
• These patterns will be implanted to the next
  generations in order to maintain the desired
  concepts to face with future problems.

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Why corporate culture ?

• Nature of business
• Increase competitiveness
• Increment of employee
• To make the employee think and behave in the same
  way

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CCG Corporate Culture
D H A B I T
D - Dedication
H - Hands on
A - Adaptive
B - Brotherhood
I - Innovative
T - Trust
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Dedication
Willing take full responsibility of assigned
work and assist others to achieve defined
objectives with proper time management.
(????????????????)
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Hands-on
Possess in-dept knowledge required to
perform, monitor or supervise given assignments.
(???????????????????????)
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Adaptive
Readily learn and adapt to changing situations
without holding to old practices. (???????????????
??????????????????????)
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Brotherhood
Institute brotherly working environment of love,
care, compassion and encouragement. (?????????????
???????????)
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Innovative
Initiate, create and develop for continuous
improvement. (??????????????????? ? ????)
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Trust
Trust and respect each others
decision. (?????????????????????????????)
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How to implant the corporate culture

• Top leader model / Change agent
• Empowerment / Follow-up
• Encourage employee activities ( Worklay
  Work Play)
• Informal management style
• Make working place like home
• Focus on communications
• Feedback channel for employee

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McGraw-Hill International Edition 2007
Dess/Lumpkin/Eisner Nopasit Chakpitak Peter Senge
Thank You !