Knowledge Management Session 4 Managing Knowledge

coilcruelManagement

Nov 6, 2013 (3 years and 10 months ago)

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1

Knowledge Management

Session 4

Managing Knowledge


28. februar, 2006


2

Agenda





Managing Knowledge


Discussing the concept of management



3

Managing Knowledge (1)

The concept of management:


Elusive by not being related to its
underlying practices and ideologies


Management = controlling, governing, and
steering.


’Management’ in this course is intertwined
with the notions of organisation and
administration.

4

Managing Knowledge (2)

A continuum of managing:

Planning,

Control

Facilitation,

Motivation,

Self
-
realisation

Supervision

Delegation

Inspiration

5

Managing Knowledge (3)

The relationship between the manager and
the managed:


Subject


object (marionette)


One way


Commands


Subject


subject (towards equality)


Interaction


Reciprocity

6

Managing Knowledge (4)

Factors pervading the practice of
management
:



The practice and rhetoric surrounding the
practice of management


The historic age in which management is
practiced


What is being managed

8

Managing Knowledge (6)

Scientific Management:


Aim: to improve productivity.


Means: standardisation and separation of the
planning of the work and the execution of the
work.


Result: Performance increase and discontented
workers



9

Managing Knowledge (7)

Contemporary notions of management:


To control AND to enable


New work order or new wave
management:


Promoting autonomous, auto
-
surveilled
workers


Managers have only indirect influence


Managers are no longer in charge but turn into
coaches, mentors, facilitators, discussants.


The manager as the boss is a dying species.

10

Managing Knowledge (8)

Three critical management tasks:

1.
Managing the retention and attraction of
knowledge (workers)

2.
Managing the creation of knowledge

3.
Managing the exploitation of knowledge


!

Links back to organising
knowledge and knowledge
processes

11

Managing Knowledge (9)

1. Managing the retention and attraction of
knowledge (workers):


Incentives: Opportunity for self
-
realisation,
payment rewards, career improvement


Motivation: An attractive work environment and
fullfillment (what ever that might be)


Empathy: Creating emotional bonds between
manager and employees. ’One big family’



12

Managing Knowledge (10)

2. Managing the creation of knowledge:


Identifying knowledge


Criteria and sources


Setting up the framework for enabling knowledge
creation


Autonomy, creativity, ’slack’, networking


Overcoming barriers of


’sticking to the routine’, resistance to change, fear of
failure


Selecting the ’right’ projects to support


Implementing the idea.

13

Managing Knowledge (11)

3. Managing the exploitation of knowledge:


Knowledge must be qualified and identified.


Criteria, Processes and Players


Knowledge must go through a process that
ensures its efficient integration into the
company’s activities.


Rules, Routines and Sequencing


Processes involved: applying and making
knowledge accessible


Databases, systems (explicit knowledge)


Apprenticeship (tacit knowledge)

14

The Concept of Knowledge Management
Revisited (1)


The concepts of
knowledge and
management
are both old.
But the concept
of knowledge
management is
quite new.

The becoming of knowledge management:

15

The Concept of Knowledge Management
Revisited (2)

The Oxymoronic Nature of KM:


The management of knowledge is different
from the management of other resources


Knowledge is not tangible.


It remains elusive, concealed by language
barriers and the cognitive and perceptual
limitations of the human body (Styhre, 2003)


Management is not an unambiguous set of
principles.


It comprises a great number of techniques,
practices, beliefs, and so forth.

16

The Concept of Knowledge Management
Revisited (3)

The Oxymoronic Nature of KM

(cont.):


Knowledge management is best thought
of as a loosely coupled patchwork of
activities and ideas.

17

The Concept of Knowledge Management
Revisited (4)

Alvesson & K
ä
rreman (2001):

Key points:


’Not just a passing phase’


IT vs. People approach


Tendency in the literature to slide towards either
knowledge or management


The concept of knowledge:


Inconsistent, vague, broad, two
-
faced and unreliable


The concept of management


Often treated as self
-
evident or unproblematic

18

The Concept of Knowledge Management
Revisited (5)

Alvesson & K
ä
rreman (2001):


Types of management according to two
modes of intervention:


Co
-
ordination (orchestrating)


Control (specifying, monitoring and
evaluating)


On two domains of intervention:


Normative (targeting the minds of people)


Behavioural (targeting the work processes)

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The Concept of Knowledge Management
Revisited (6)

Types of management:

Co
-
ordination

Control

Normative

Behavioural

Clerical

Technocratic

Socio
-
ideological

Communal

Modes of
intervention

Domains of
intervention

20

The Concept of Knowledge Management
Revisited (7)

Knowledge

Management

Four approaches to knowledge management

Linking knowledge and management:

21

The Concept of Knowledge Management
Revisited (8)

Co
-
ordination

Control

Social

Technostructural

Extended Library

Enacted Blueprints

Normative Control

Community

Modes of
intervention

Medium of
Interaction

A typology of knowledge management: