ASSESSMENT TASK 2

Executive Summary

Sponsors and funding bodies often need access to organizational information to keep up to
date with projects, programs or operations they are funding or supporting. The level of
access may be governed by their involvement and legislative requirements for the type of
funding involved. Freedom of information and privacy legislation in these cases relates only
to the knowledge directly affecting the stakeholder.
Other information does not have To be disclosed, particularly if the disclosure would
compromise business integrity or fiscal health.
Access can be incorporated into charter documents such as the project plan and work
contracts. To ensure that stakeholders have the ability to access the system, analysis of their
requirements needs to be carried out and appropriate training designed to ensure they
understand the procedures, policies and protocols.

We can determine the learning needs of relevant individuals by:

 Keeping and referring to training records
 Establishing what training and experience the individual already has
 Understanding and being aware of any learning disabilities and special needs
 Asking them directly.

Aims & Objectives

a) A customer relationship management (CRM) strategy can be used which is a company's

plan to use CRM software to help grow sales and improve customer service. It incorporates
an overall business strategy with input from sales, marketing, and customer service,
identifying all potential touch points that occur during the customer journey.

b) In order to avoid data loss situation, some of the following steps may help.
 Backup.
 Practice good working habits.
 Use anti-virus software and keep it updated.
 Protect against power surges with an UPS.
 Keep your machine dry in a dry, shaded, dust-free and well-ventilated area.
 Do not over-tweak your system.

c)
 Stay Current on Encryption Practices.
 Limit Access to Customer Information.
 Collect Only What's Necessary?
 Consider Destroying Data after You've Used It.
 Make Customer Privacy Everyone's Business.
 Let Customers Know Their Information is Safe.

d)
  Don't process payment until the order can be filled.
 Offer to partial ship a larger order.
 Update your website promptly.
 Consider a consolation offer.
 Encourage open conversation.
 Evaluate your inventory system.
 Evaluate the timeframe of the backorder.

The need for Knowledge management

Components of KMS:
Customer relationship management systems

Strengths:
 It allows for the consolidation of customer data and the basis for deep insights.
 It speeds-up the sales conversion process.
 It increases staff productivity, lowering time-cost.
 It allows geographically dispersed teams to collaborate effectively.
 Improves customer experience by allowing personalization and improved query
resolution.

Weakness:
 Customer experience may disapprove due to staff over-reliance on system.
 Security and data protection issues with centralized data.
 Time and initial productivity cost of implementation.
 Requires a process-driven sales organization.
 CRM may not suit all businesses

Knowledge Creation

A technique to help identify which individuals or organizations to include in your program

/project is known as a ‘stakeholder analyses. The following stages have been identified to
support the stakeholder analysis process: Identify and map internal and external
stakeholders Assess the nature of each stakeholder’s influence and importance Construct a
matrix to identify stakeholder influence and importance Monitor and manage stakeholder
relationships. Identify and map internal and external stakeholders (and partnerships) The
start of any stakeholder engagement process is stakeholder mapping. Stakeholder mapping
identifies the target groups and pulls together as much information as possible about them.
‘Stakeholders’ are by definition people who have a ‘stake’ in a situation.
How people are trained, and to what extent, will depend upon their:
 Role
 Level of authority
 Existing knowledge
 Existing experience.
Ideally, training records should be kept for all staff that detail:
 What training they have received
 When they received the training
  What further training they require
 Scheduled refresher sessions
 Areas for development
 Whether the training was successful

Ways to determine the learning needs of relevant individuals by:

 Keeping and referring to training records
 Establishing what training and experience the individual already has
 Understanding and being aware of any learning disabilities and special needs
 Asking them directly.

Knowledge harnessing & sharing

Knowledge management procedures helps the organization to store the data crated within
the organization or collected from external business environment. Knowledge harnessing
and sharing are inter related. Knowledge is harnessed through practice, collaboration and by
developing precise systems or mechanisms of storing knowledge.

Knowledge management process

a) The goal of knowledge management is to provide reliable and secure information, as well
as make it available throughout your organization’s lifecycle. There are three main
objectives of KM and they are:

Enable an organization to be more effective

Ensure all employees have clear and common understanding
Provide complete and accurate information when needed, at any given point in time

b) achieve KMS objectives:

Step 1: Identify the various business issues.
Step 2: Prepare for transition.
Step 3: Get together a dedicated team.
Step 4: Evaluate technology needs and prioritize them.
Step 5: Determine the major attributes of knowledge management system.
Step 6: Rolling out the building blocks.

Staff learning & development plans

We know knowledge is part of what makes a person's personality and passing one's
knowledge to others means enabling others to perform according tasks. Despite the fact
that it is a positive and most desired task from organizations’ point of view, people often
tend to keep their knowledge for themselves because they fear that they would not be
needed anymore after passing their knowledge to others. Without motivation and a
supporting environment, people therefore tend not to share their knowledge. And even if
people know about the necessity to share their knowledge with colleagues, they need a
certain amount of trust to do so.
This especially becomes a problem when people do not know each other, which is often the
case in today's large organizations. People tend to say then: "Why should I tell others what I
know? Shall they go and find out for themselves, as I had to do!"

The usability of knowledge further depends on the way people express it. For example, a
manager who talks to workers in a factory in financial terms may not get the message
through as the workers are usually less concern with finance.

Another problem is that people have different viewpoints on different aspects. This leads to
problems when transferring knowledge. So even if a best practice is announced, it might not
be adopted because people believe that there is no need to change anything.

There is another psychological factor which becomes important in the assessment of

knowledge, i.e. when asking people what they know. Assuming that knowledge is valued in
an organization, people might give wrong or inexact answers, because they either do not
know how well they know things or because they try to present themselves as good as. At
this point, the cultural environment established by the organization becomes very
important once again, because it drives people to certain attitudes, which can, in the
context of KM, be good or bad. Therefore, for an effective KM implementation above
discussed aspects must be taken into consideration.

Knowledge management resources

Knowledge management prevents staff from constantly reinventing the wheel, provides a
baseline for progress measurement, reduces the burden on expert attrition, makes visual
thinking tangible, and manages effectively large volumes of information to help employees
serve their clients better and faster.

Benefits are:

1.Knowledge management opens the doors to a new era of collaboration and sharing
2. Increasing company benefits with an effective knowledge management strategy

Perceived constraints & Contingency measures

As a company, our technological plan involves the collection of scientific knowledge, skills,
techniques, processes and methods required in the facilitation of creating accessible
systems in technology. Organizational behaviour issues in this context point to a variety of
issues with one primarily denoting implementation of new technology. In the
implementation of new technology, a close study of the nature of persons, groups and
structural behaviour within the organization would improve the behaviour of each
employee towards the accomplishment of organizational objectives. On the other hand,
technology helps in improvement of the efficiency of corporate operations. For instance,
beyond the standard office desktop and mobile phones, organizations get the challenge of
implementing up-to-date information systems and custom software to keep operations
running. In realization of improvements, efficient use of technology accords the company
the ability it requires in reduction of the time for completion new systems. The results
would therefore influence organizational operation much effectively.

Evaluation of Knowledge management system

More and more organizations are becoming aware of the importance of training their
employees, and the importance of technology to modern businesses means that such
training is increasingly likely to focus on IT skills. However, having the right idea is not
always enough, so it is important to approach training in a strategic way and ensure that it is
tailored to meeting your specific business needs.

1. Training courses should be matched to the specific roles of individuals and teams
In order to achieve maximum ROI from staff training, it is essential to enroll your staff in
courses which are relevant to the requirements of their role and which will help them
perform better. This is not always an easy thing to do, as many staff members use the same
software to perform completely different functions, so it can be worthwhile to book training
needs analysis.

2. Corporate culture should encourage learning and development

Learning and improvement should be celebrated in the workplace, and managers should
take an interest in the progress that their staff is making in their training. Mutual
encouragement and a company which promotes the value of training will encourage
everyone to take their training seriously and see it as an integral part of their job.

3. Give some ownership of training to employees

Allowing employees to have some input into the training strategy means that they are able
to nominate the areas which they believe would be most helpful for them. It also increases
their interest and emotional investment in the training, since it becomes their own project
rather than merely something their boss has ordered them to do.

4. Get regular feedback

Throughout the duration of a training course, participants should be giving regular feedback
to make sure that the course is meeting their specific needs. Time is valuable and it is
important to be constantly monitoring training activities so that they can be adjusted as
quickly as possible if necessary.

5. Align training with corporate goals

Training should not only be aligned with the needs of each individual and team, but with
higher level business strategy as well. The skills that are developed should be a long-term
investment that will deliver long-term benefits to the business and its customers. For
example, a manager might train one team on a new piece of software as a trial, with a
further rollout to the rest of the company if it is successful.