INOVAÇÃO APLICADA

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Nov 6, 2013 (3 years and 11 months ago)

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Chapter 14

Managing Knowledge

Applying Innovation

By David O’Sullivan and Lawrence Dooley

© Sage Publications 2008

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Reflections



Why is motivation so important in innovation?



Give an example of intrinsic and extrinsic motivation.



What is the difference between gain sharing and
profit sharing?



Explain the performance appraisal system.



How is the need for new skills implemented in a
performance


appraisal system?



How are individual goals related to organizational
goals?

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Activities

[Discussion of selected student
‘Activities’ from previous chapter]

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Learning Targets



Explain the concept of knowledge and knowledge
management


Understand the various stages of knowledge
management



Describe the difference between personalization and
codification



Explain the different depths of knowledge



Explain why organizations need employees to “care
why”



Show ways in which people can collaborate in sharing
knowledge



Describe how collaboration can be enhanced through
effective meetings


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Defining Knowledge


Knowledge is defined as information,
together with individual judgment
that can lead to informed decisions.


Knowledge is embodied in:


People


Culture


Procedures and routines


Systems and processes


Information systems

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Knowledge Hierarchy

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Knowledge Management


The process of managing information, then
making it available to people so that they
may exercise judgment in the decision
-
making process


Process consist of:


Generating and acquiring knowledge


Representing and codifying knowledge


Storing and retrieving knowledge


Sharing and distributing knowledge


Transferring and embedding knowledge

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Background


Organizations utilize less than
20% of their knowledge




If your company knew half as
much as it knows it would be
twice as productive






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Stages of Knowledge Management

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Knowledge Sharing


To share knowledge appropriately, it has to
be translated from tacit to explicit
knowledge



Principal transfer mechanisms include:


Socialization


Externalization


Combination


Internalization

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Codification and Personalization


Personalization of knowledge involves the
exchange of knowledge and experience
between individuals through human contact


Codification of knowledge involves using
forms, databases, etc. to allow storage and
retrieval from the organization’s
information systems.


The two approaches are not mutually
exclusive

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Codification and Personalization of
Knowledge

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Depth of Knowledge


Know what


Know how


Know why


Care why

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Depth of Knowledge across Teams

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Collaboration

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Knowledge Management Tools


Support the management of knowledge
generation, codification, and sharing in
order to enhance decision making.


KM Tools include


E
-
mail and Web portals


Content management systems


Document management systems


Search engines


Relational and object databases


Workflow systems


Customer relationship management


Data mining and data warehousing

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Collaborative Portals


Collaborative portals are computer
-
based systems used to generate,
represent, store, access, and retrieve
information in a distributed
asynchronous way across an
organization.

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Types of Portals


Horizontal Portals


Target the entire Internet community


Google, Yahoo, MSN and AOL


Vertical Portals or ‘vortals’


Specific areas and community members


Enterprise Information Portals (EIP)


e
-
Business (Extranet) Portals


Personal (WAP) portals


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Major Functions of Portals


Sharing information


Search and navigation


Document management


Personalization


Automatic Alerts


Task management and workflow


Integration of applications

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Portlets or WebParts


Web components


Platform independent Java Servlets


Microsoft Sharepoint WebParts

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Portal Vendors

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Concepts, Hierarchy & R’Ships


Concepts


E.g. Organisation


Goals


Indicators


Hours per Unit



Value


Relationships


Related


Type of Relationship


Context of relationship


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Lists

Individuals
Name
Job Title
Andrew Kelly
IT Analyst
Breda Mooney
HR Manager
Danny Mulryan
General Manager
David Noone
Engineering Manager
Gary O'Halloran
Training Manager
James Fogarty
Purchasing Manager
John Sheehan
Quality Coordinator
Mary Roche
Finance Controller
Michael Clark
Manufacturing Supervisor
Stewart O'Neill
Materials Manager


Activities
Group
Title
A0
Operate SwitchIt Ireland
A1
Manage SwitchIt Ireland
A2
Plan & Control Manufacturing
A21
Plan & Control Materials
A22
Plan & Control Production
A23
Assure & Control Quality
A3
Support Operations
A31
Provide Personnel Systems
A32
Control Accounting Systems
A33
Provide Engineering Systems
A34
Provide Information Systems
Statements
Group
Title
Status
Mission
Efficient manufacture of innovatively produed switchgear solutions

Competencies
Machinests and Machining expertise

Competencies
Low tax location and ease fo market access

Strengths
Global Organisation
:)
Strengths
World Class Manufacturing Facility
:(
Strengths
Skilled Workforce
:)
Strengths
Low Employee Turnover
:|
Weaknesses
High Insurance premium
:)
Weaknesses
Lack of inter department communication
:|
Weaknesses
Frequent product returns due to quality issues
:)
Threats
Increasing Manufacturing Costs
:(
Threats
Competition from new low cost entrants
:)
Threats
Lack of capital for new projects
:|
Threats
Global downturn continueing
:)
Opportunities
New government design grants
:|
Opportunities
E-Commerce Opportunities
:)
Opportunities
University Graduates
:(



Requirements
Group
Title
Responsible
Status
Parent
Improve Cost Structure (300k)
Mary Roche
:)
Parent
Greater Utilisaton of Assets
Danny Mulryan
:(
Parent
Pilot Corporate ERP System
Andrew Kelly
:)
Customers
Reduced Lead Times
Michael Clark
:|
Customers
Increased Flexibility
Michael Clark
:)
Customers
Greater Quality and Reliability
Stewart O'Neill
:|
Employees
Opportunity to Learn on the Job
Gary O'Halloran
:)
Employees
Greater discretion and responsibility
Breda Mooney
:(
Regulations
Health and Safety Compliance
Luke Davenport
:)
Regulations
Environmental Compliance
David Noone
:|
Community
Local Sponsorship
Breda Mooney
:)
Suppliers
Faster Payment Times
Stewart O'Neill
:|
Suppliers
More Accurate Forecasting
Stewart O'Neill
:|




Objectives
Group
Title
Responsible
Status
Capacity
Employ low risk strategy towards capacity expansion
Mary Roche
:)
Capacity
Improve capacity analysis techniques
David Noone
:(
Capacity
Improve man-power flexibility towards capacity changes
Michael Clark
:)
Capacity
Explore Make vs Buy Opportunities
Stewart O'Neill
:|
Responsiveness
Collaborate on development of more accurate forecasts
Danny Mulryan
:)
Responsiveness
Explore manufacture-to-order processes
Michael Clark
:|
Responsiveness
Reduce order delivery times
Stewart O'Neill
:)
Responsiveness
Improve dealer and supplier partnerships
Stewart O'Neill
:(
Organization
Migrate towards flatter and leaner organisation
Danny Mulryan
:)




Columns

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Relationships

Relationships
Objectives
Plan & Control Manufacturing
Plan & Control Materials
Plan & Control Production
Assure & Control Quality
Provide Personnel Systems
Control Accounting Systems
Provide Engineering Systems
Provide Information Systems
Employ low risk strategy towards capacity expansion
Improve capacity analysis techniques
Improve man-power flexibility towards capacity changes
Explore Make vs Buy Opportunities
Collaborate on development of more accurate forecasts
Explore manufacture-to-order processes
Reduce order delivery times
Improve dealer and supplier partnerships

Activities
Relationships
Objectives
Improve Cost Savings
Increase Delivery Performance
Reduce Absenteeism
Defects per Unit
Reduce Warranty per 1000 units per month
Reduce Manufacturing Lead Time
Employ low risk strategy towards capacity expansion
Improve capacity analysis techniques
Improve man-power flexibility towards capacity changes
Explore Make vs Buy Opportunities
Collaborate on development of more accurate forecasts
Explore manufacture-to-order processes
Reduce order delivery times
Improve dealer and supplier partnerships

Indicators
Relationships
Objectives
Install Robotic Welding
Redesign Assembly Line
Investigate ERP System
Develop Workgroup Procedures
Restart Sports and Social Activities
Implement Innovation Training
Implement eAuctions on selected items

Employ low risk strategy towards capacity expansion
Improve capacity analysis techniques
Improve man-power flexibility towards capacity changes
Explore Make vs Buy Opportunities
Collaborate on development of more accurate forecasts
Explore manufacture-to-order processes
Reduce order delivery times
Improve dealer and supplier partnerships

Projects
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Applied Innovation
-

Lists

ACTIONS
Ideas
Problems
Proposals
Initiatives
Deployment
Portfolio

ACTIONS
Ideas
Problems
Proposals
Initiatives
Deployment
Portfolio

RESULTS
Exceptions
Reports

RESULTS
Exceptions
Reports

GOALS
Statements
Requirements
Strategies
Standards
Indicators
GOALS
Statements
Requirements
Strategies
Standards
Indicators
TEAMS
Teams
Workgroups
Leaders
Reviews

TEAMS
Teams
Workgroups
Leaders
Reviews

RESOURCES
Models
,
Tutorial
,
Archive
,
Advisor
,
Selector
,
Information
,
Services
,
Customize
COMMUNITY
Notices
,
Policies
,
News
,
Links
,
Forum
,
Library
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Applied Innovation
-

Lists

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Example of KM system

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Types of Meetings


Various levels of meeting related to
the management of the innovation
process take place across the
organization. They include:


Innovation workshops


Innovation team meetings


Steering group meeting


Project team meeting


Individual review meeting

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Summary



Explain the concept of knowledge and knowledge
management


Understand the various stages of knowledge
management



Describe the difference between personalization and
codification



Explain the different depths of knowledge



Explain why organizations need employees to “care
why”



Show ways in which people can collaborate in sharing
knowledge



Describe how collaboration can be enhanced through
effective meetings

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Search Online


www.microsoft.com/sharepoint


www.bscw.com


www.wikipedia.org



[keyword: collaboration software]



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Activities

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Copyright

Copyright © 2009 Sage Publishing, Inc. All rights
reserved. Reproduction or translation of this work
beyond that permitted in Section 117 of the 1976
United State Copyright Act without the express
written permission of the copyright owner is unlawful.
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to the Permissions Department, Sage Publications,
Inc. The purchaser may make back
-
up copies for
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these programs or from the use of the information
contained herein.