Beruflich Dokumente
Kultur Dokumente
Student Name: University of Derby Index Number: Learning Centre: Course: Term: Module Title: Module Leader: Assignment Submission Due Date: Status: Harpreet Kaur a/p Gurdial Singh KUPP00210 Penang MBA 4 Information and Knowledge Management for Managers B. Kiranmayi 23 December 2012 Active
rd
I confirm that I have read and understood the University regulations with regard to referencing and plagiarism. YES NO
Note: Please read the Instruction to Upload the Assignment on OCTAL Study Portal before uploading your assignment.
Table of Contents
1.0 Introduction to knowledge management ......................................................................................... 3 1.1 Purpose of Knowledge Management ........................................................................................... 4 1.2 Role of knowledge management .................................................................................................. 5 2.0 Introduction to company chosen ...................................................................................................... 6 2.1 Companys Vision and Mission ..................................................................................................... 7 2.2 History of knowledge management in company .......................................................................... 8 3.0 Information knowledge sharing practices ...................................................................................... 10 4.0 Comparison between company and Competitor............................................................................ 10 5.0 Organization structure and culture impact..................................................................................... 14 Conclusion ............................................................................................................................................. 15 References: ........................................................................................................................................... 16 APPENDIX .............................................................................................................................................. 19
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 2
consulting companies that existed also provide strategy and advice regarding KM to the organizations that looking into this concept.
intelligence, to enhance Web publishing, to enhance transactional business processes, to manage legal property and lastly to enhance supply chain management (Teodorescu, 2006).
All the researches that have done by IDC shows that these purpose of adopt or implementation of KM are related to some activities which include creating knowledge of sharing network that facilitate a corporate knowledge culture. Besides developing knowledge in leaders, organization also is optimizing intellectual capital by producing knowledge management solutions such as codification strategies and knowledge bases, together to estimating revenue and efficiency gains resulting from knowledge management in terms of return on investment (ROI) (Liebowitz, 1999).
Many companies have become so complex that their knowledge is fragmented, extremely difficult to locate and share and therefore inconsistent, redundant and ignored throughout the decisions that drive the company. This is where a stable blueprint has to fit in. To make sure it will be effective, the developed Knowledge Management Team needs to build on a Knowledge Management blueprint. It should provide a road map for building and incrementally improving Knowledge Management system (International Business Research, 2012). It should provide for the explication of invaluable tacit knowledge that exists in the minds of its employees. Although unstated knowledge develops naturally as a by-product of action, it is more easily to exchanged, combined, distributed and managed if it is converted to explicit knowledge. It is toward this end that the Knowledge management architecture plays a pivotal role. Designing the system design is also one of the roles in KM to indicate the beginning of designing the IT infrastructure and Knowledge Management infrastructure( Lau et al, 2008). Besides that, Blue print (Knowledge Management system design) will also addresses a number of issues such as aiming for system interoperability/scalability with existing IT infrastructure of the organization, finalizing the scope of the proposed Knowledge Management system, deciding about the necessary system components, developing the key layers of the Knowledge Management architecture to meet organization's requirements. These layers of KM are user interface, authentication/ security layer, collaborative agents and
Harpreet Kaur_841122075972_KUPenang_IKMM Page 5
filtering, application layer, transport internet layer, physical layer and repositories. Building Knowledge IV management (K]VI). Building KM begins when knowledge management system is determined to be doable, affordable and practicable, with value added for company's profitability and growth. A knowledge team will representing the thinking of the firm and a knowledge developer with expertise in knowledge capture, knowledge design and knowledge implementation ensure a successful system. Discipline in good documentation, coordination and regular management review characterize the development of Knowledge Management system life cycle (Teodorescu, 2006). Lack of planning, structure and order can invite disaster. The most critical phase of the Knowledge Management system life cycle is to identifying the immediate, intermediate and long-term needs for the prospective system. This means to reviewing the knowledge core of existing employees, conducting a cost benefit analysis to determine the justification for and potential benefits of ' the candidate system: and determining the tools and the procedures to ensure completeness, accuracy, integrity and operational success of the installation. Need for KM in Organizations Knowledge management is viewed as a new and critical issue in today's management discussions (Koohang et al, 2008).
products at various levels of integration, allowing its customers the capability to create advanced computing and communications systems and products. Founded by semiconductor pioneers Robert Noyce and Gordon Moore and widely associated with the executive leadership and vision of Andrew Grove, Intel combines advanced chip design capability with a leading-edge manufacturing capability. Though Intel was originally known primarily to engineers and technologists, its "Intel Inside" advertising campaign of the 1990s made it and its Pentium processor household name (Wikipedia, 2012). Intel was an early developer of SRAM and DRAM memory chips, and this represented the majority of its business until 1981. Although Intel created the world's first commercial microprocessor chip in 1971, it was not until the success of the personal computer (PC) that this became its primary business. During the 1990s, Intel invested heavily in new microprocessor designs fostering the rapid growth of the computer industry. During this period Intel became the dominant supplier of microprocessors for PCs, and was known for aggressive and sometimes illegal tactics in defense of its market position, particularly against Advanced Micro Devices (AMD), as well as a struggle with Microsoft for control over the direction of the PC industry. The 2011 rankings of the world's 100 most valuable brands published by Millward Brown Optimor showed the company's brand value at number 58 (International Business Research, 2012) (Intel, 2012). Intel has also begun research in electrical transmission and generation. Intel has recently introduced a 3-D transistor that improves performance and energy efficiency. Intel has begun mass producing this 3-D transistor, named the Tri-Gate transistor, with their 22 nm process, which is currently used in their 3rd generation core processors initially released on April 29, 2012. In 2011, SpectraWatt Inc., a solar cell spinoff of Intel, filed for bankruptcy (International Business Research, 2012).
We do not discriminate; and, we make sure women, minorities, people with disabilities, veterans, and other diverse groups are appropriately represented. If there are concerns about discrimination, our Open Door practices encourage employees to speak up and expect a timely response (Intel, 2012).
Portal houses have 24 Playbooks covering an array of topics across practice areas, and more are in development. Amy Fox, the recently appointed as lead counsel-knowledge management, serves as project manager for in-house and outside counsel subject matter experts who create Playbooks containing useful tips on that topic. In-house departments always will consider KM to be too expensive a proposition, and MacEwen says full-blown systems can cost $2 million to $3 million. But Owen says even the small departments also can enjoy the benefit from developing KM.My advice is that it doesnt have to be some big, formal system that encompasses everything, she says. We started off small, we used the things that worked, and we looked for creative ways to evolve the system.Owen says a place to start is looking at is how department members currently share their information and thinking about how that can be built into a knowledge-sharing culture. Even sharing on a Wiki or the web is a good place to start, she says. Furthermore, avenue for smaller departments without the resources to develop a full-blown KM system is tapping into the extensive KM systems. Here is how many of the large law firms have been developed. MacEwen notes that law firms with KM systems can use them as major selling points when they allow law department clients access to the systems. One such firm, Littler Mendelson, offers a subscription service called The Littler GPS, a 52-jurisdiction online database with 24/7 access for clients to state and federal laws and regulations on employment-related topics. Scott Rechtschaffen is the Littlers chief knowledge officer give example that the firms online system can reveal that a restaurant client might be entitled to a tip credit against the minimum wage in certain states. He adds that the firms KM capabilities have become more sophisticated as the demands of the market have changed. He added and says that Years ago companies used to call us with questions like, What is the minimum wage in Arkansas? Clients dont do that anymore. They can find that on Google, he says. But Google cannot customize an answer to a clients specific request. Littlers KM system also makes the firms attorneys more efficient, Rechtschaffen says. He supervises a staff of 25 people, including 11 attorneys and five research librarians. A KM concierge desk includes an experienced KM attorney on call to respond to internal research inquiries and answer questions. When attorneys develop innovative ways to reinvent processes and deliver services, our clients cant wait for a week for an answer and the clients really appreciate it (Intel, 2012) (Wikipedia, 2012), Intel 2011 Annual Report, 2011).
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 9
McGregor. "Intel's expansion into emerging form factors, such as MIDs, with low-power products expands its list of competitors, particularly those in the ARM processor camp. Nevertheless, the statement also saying that AMD will shadow Intel's move into emerging form factors such as mobile internet devices with accelerated processing units (APUs). Both will compete with ARM in this. The analyst also says that Intels leadership will continue in computing. That doesnt seem at all surprising given the current climate. However he believes it wont be able to replicate that success in consumer electronics. Over the past few years, the number and variety of computing devices have expanded rapidly, creating a connected computing landscape that extends from the largest supercomputers and data centres to the smallest mobile and embedded devices. There are frequent product introductions, and these products are becoming increasingly capable (IBM, Global Business Services, 2012). The competitive environment in the computing industry is in a constant state of flux, as customers and collaborators in one part of our business can quickly become competitors in another. New market segments can emerge rapidly. We are focused on our strategy to expand into market segments beyond our traditional PC and server businesses including consumer electronics devices, embedded applications, smart phones, and tablets where we face several incumbent suppliers. One of our important competitive advantages is the combination of our network of manufacturing and assembly and test facilities with our global architecture design teams. This network enables us to have more direct control over our processes, quality control, product cost, production timing, performance, and other factors (Firestone et al, 2005). Most of their competitors rely on third-party foundries and subcontractors such as Taiwan Semiconductor Manufacturing Company, Ltd. or Global Foundries Inc. for their manufacturing and assembly and test needs. Intel process technology leadership that allows us to shrink the size of our transistors, optimizing power and performance characteristics and improving our ability to add more transistors and features. This leads to more powerful, energy-efficient microprocessors. We believe that as the need for computing power in smart phones and tablets grows, our ability to add transistors will become an important competitive advantage for our offerings in those market segments. Our platforms primarily compete based on performance, energy efficiency, innovative design and features, price, quality and reliability, brand recognition, and availability. Other important competitive factors include development of the software ecosystem, security, connectivity, and compatibility with other devices in the computing continuum. The ability of our architecture to support multiple operating systems, including legacy environments based on
Harpreet Kaur_841122075972_KUPenang_IKMM Page 11
x86, is an advantage in offering OEM customers operating system choices. They believe that our platform strategy to integrate multiple hardware and software technologies gives us a significant competitive advantage (International Business Research, 2012). For many years, Advanced Micro Devices, Inc. (AMD) has been our primary competitor in the market segments for platforms used in notebooks and desktops. AMD also competes with us in the server market segment along with International Business Machines Corporation (IBM) and Oracle Corporation. Companies offering ARM Limited (ARM) based designs are also attempting to expand into the notebook, desktop, and server market segments. In addition, our platforms with integrated graphics and chipsets compete with NVIDIA Corporation's graphics processors; NVIDIA has shifted some of the workload traditionally performed by the microprocessor to its graphics processor. Companies that using ARM or MIPS Technologies, Inc. (MIPS) based designs are our primary competitors in the consumer electronics devices and embedded applications market segments. In smart phones and tablets markets, we face established competitors such as QUALCOMM Incorporated, NVIDIA, and Texas Instruments Incorporated, which deliver SoC solutions based on the ARM architecture and complementary wireless technologies, as well as companies that incorporate SoC solutions that they manufacture. The primary competitor for McAfee's family of security products and services is Symantec Corporation (Lau et al, 2008)( Liebowitz,1999)(International Business Research,2012). Based on the stock review in Intel, in Tier 1 Intel Competitors are Advanced Micro Devices (AMD), International Business Machines (IBM), Sun Microsystems (JAVA). Whereby, in Tier 2 the Competitors are Micron Technology (MU), Texas Instruments (TXN), Apple Inc (AAPL). There are over 100 examples of organizations that have achieved significant benefits through knowledge management. This is included Intels competitor Texas Instruments. Texas Instruments have practice KM in their company. They achieve their KM by sharing best practice between its semiconductor fabrications plants saved the equivalent of investing in a new plant.Texas Instrument is a semiconductors industry. The headquarters are in Dallas, Texas. The company have around 59,048 employees all around the world. According to Tom Engibous (President Semiconductor Group) in 1994 saying that Texas Instruments motivation for KM is We have made good progress in executing the SC strategy outlined during the 1988 Vision 2000 process. Many of the actions taken have contributed to improved margins and from a product position, we are now well-aligned
Harpreet Kaur_841122075972_KUPenang_IKMM Page 12
with the market. However, our current margins do not permit affordable investment at a level necessary to sustain our market share. The primary reason is manufacturing performance in the wafer fabs. There exists a wide disparity in yields and capital productivity between all of our fabs and while all of us have been trying to improve each fab individually for many years the performance disparities remain. A new approach is needed. This represents the single largest area of improvement we have. The driving forces behind KM are reduction of cycle time and to free resources that would otherwise be spent rediscovering knowledge that others in TI already possess. These resources can then be focused on achieving innovation, which TI must have to attain greatness in the 21st century. Knowledge is the asset TI will use to create the next major innovation that will provide value to TIs customers. Other drivers include competition, excellence, and the changing of culture. A special challenge is getting away from the Not-Invented-Here syndrome. The resources TI has allocated to KM are as follows: 112 Best Practice Sharing facilitators world-wide (1050 percent of their time) and the Office of Best Practices (100 percent) of their time. TI-BEST (TI Business Excellence Standard) is a four-step improvement process that encourages assessment using world-class quality criteria, such as those used by the Malcolm Baldrige National Quality Award and the European Quality Award or other applicable international quality award criteria. TI-BEST includes best practice sharing (BPS) as an enabler for achieving business excellence. The goal of BPS is to provide access to all knowledge-sharing efforts taking place across TI (Wikipedia, 2012)(Intel 2011 Annual Report, 2011)(Zaremba at al, 2003). .
The four steps of TI-BEST is to Define Business Excellence (setting business priorities), to Assess Your Progress (identifying strengths), besides to Identify Improvement Opportunities (analyze gaps), and lastly to Establish and Deploy an Action Plan (transfer best practices). This process is used as a standard methodology across TI. TIs CEO said that Pockets of excellence can be discovered by self assessment. Knowledge Management is part of the Office of Best Practices. The Office of Best Practices (BP) is part of the Business & Strategic Services (CoE) Best Practice Sharing Team, Information Systems & Services Leadership Team, and the Quality Leadership Team. At this time Texas Instruments there is no formal KM model (Walczack, 2005)(Intel, 2012).
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 13
most visible symbol of culture, and they provide the most direct levers for changing behaviors needed to support knowledge management objectives (Davenport et al, 1997). Changing behaviors around knowledge use is the most direct way to alter organizational norms, which will reinforce the necessary behaviors over time. On the other hand, values should not be the focus of the change effort, since they are too deep seated, tacit, and difficult to transform, unless the CEO and other senior managers in the organization are personally driving the implementation of the knowledge strategy, believe strongly in the need to change fundamental knowledge-related values of the firm, and are willing to lead a long term culture change project (Better Trades, 2012).
Conclusion
Knowledge can be classified into two broad categories which are tacit and explicit. Tacit knowledge resides in the minds of people. The gaining of tacit knowledge is usually developed through a process of trial and error during practical experience. Explicit knowledge is formal knowledge or information. The acquisition of explicit knowledge is usually achieved by formal study through some type of education process. What really distinguishes an organization from another is not its explicit knowledge. The key to its competitiveness resides in tacit knowledge, and one of the core objectives of knowledge management is to expand the understanding and application of tacit knowledge throughout an organization. To turn personal knowledge into corporate knowledge, subjective tacit knowledge must be externalized into an explicit form of representation. Once the knowledge is externalized, it is easier to move across communication networks. Several challenges are faced by an organization in this process. The first challenge is to capture and formulate tacit knowledge into a communicable form. The second challenge is to make the knowledge easily available to the entire organization. The third and ultimate challenge is to develop an organizational culture for seeking and using tacit knowledge. Preserving this knowledge and maintaining security checks through the transferring process are additional challenges for practitioners.
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 15
References:
1. Addicott, R., McGivern, G. & Ferlie, E. (2006) Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks, Public Money & Management, 26(2), pp. 8794. 2. Aram, J.D. & Salipante, P.F. (2003) Bridging Scholarship in Management: Epistemological Reflections, British Journal of Management, 14(3), pp. 189-205. 3. Better Trades. (2012) Technology: Intel.[Online]. Available at: http://www.bettertrades.com/stock-reviews/technology/intel/1-about.asp (Accessed: 7 November 2012). 4. Davenport, T.H. & Prusak, L. (1997) Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press. 5. Dobbs, R., Madgavkar, A., Barton, D., Labaye, E., Manyika, J., Roxburgh, C., Lund, S. & Madhav, S. (2012) The World at Work: Jobs, Pay, and Skills for 3.5 Billion People, McKinsey Global Institute, pp. 1-11. 6. Firestone, J.M. & McElroy, M.W. (2005) Doing Knowledge Management, Learning Organization Journal, 12(2), pp.189-212. 7. Gunasekaran, A. & Ngai, E.W.T. (2007) Knowledge Management in 21st Century Manufacturing, International Journal of Production Research, 45(11), pp. 23912418. 8. IBM, Global Business Services. (2012) Highlights IBM Business Global Services.[Online]. Available at: http://www.vault.com/wps/portal/usa/companies/secondary/IBM-GlobalBusiness-Services?companyId=1383&element=highlights_body. (Accessed: 11 November 2012). 9. Intel 2011 Annual Report. (2011) Research and Development. [Online]. Available at: http://www.intc.com/intelAR2011/business/research/ (Accessed: 7 November 2012). 10. Intel. (2012). General Company Information. [Online]. Available at: http://www.intel.com/intel/company/corp1.htm (Accessed: 7 November 2012).
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 16
11. Introduction to Knowledge Management. (2010) Introduction to Knowledge Management. [Online]. Available at: http://www.unc.edu/~sunnyliu/inls258/Introduction_to_Knowledge_Management. html. (Accessed: 10 November 2012). 12. International Business Research. (2012) International Business Research. [Online]. Availabe at: www.ccsenet.org/ibr (Accessed: 5 November 2012). 13. Jakubik, M. (2008) Experiencing Collaborative Knowledge Creation Processes, The Learning Organisation, 15(1), pp. 2-25. 14. Koohang, A, Harman, K. & Britz, J. (eds.) (2008) Knowledge Management: Research and Application. California: Informing Science Press. 15. Lau, A.H.L, Lau, H.S. & Wang, J.C. (2008) How A Dominant Retailer Might Design A Purchase Contract For A Newsvendor-Type Product With PriceSensitive Demand, European Journal of Operational Research, 190(2), pp. 443458. 16. Liebowitz, J. (1999) Building Organizational Intelligence: A Knowledge Management Primer. New York: CRC Press. 17. Lytras, M.D. & Pouloudi, A. (2003) Project Management as a Knowledge Management Primer: The Learning infrastructure in Knowledge-Intensive organisations: Projects as Knowledge transformations and Beyond, The Learning Organisation, 10(4), pp. 237-250 18. Teodorescu, D. (2006) Institutional Researchers as Knowledge Managers in Universities: Envisioning New Roles for the IR Profession, Tertiary Education and Management, 12(1), pp. 75-88. 19. Wikipedia. (2012) Knowledge Management. [Online]. Available at: http://en.wikipedia.org/wiki/Knowledge_management (Accessed: 8 November 2012). 20. Wikipedia. (2012) Intel. [Online]. Available at: http://en.wikipedia.org/wiki/Intel (accessed: 7 November 2012). 21. Walczack, S. (2005) Organizational Knowledge Management Structure, The Learning Organisation, 12(4), pp. 330-339.
Harpreet Kaur_841122075972_KUPenang_IKMM Page 17
22. Zaremba, M.B. & Morel, G. (2003) Integration And Control Of Intelligence In Distributed Manufacturing, Journal of Intelligent Manufacturing, 14(1), pp. 2542.
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 18
APPENDIX
Appendix 1.1
Appendix 1.2
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 19
Appendix 1.3
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 20
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 21
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 22
Harpreet Kaur_841122075972_KUPenang_IKMM
Page 23