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KNOWLEDGE MANAGEMENT Modelos y Estrategias de Implementación en la Gestión del Conocimiento

KNOWLEDGE MANAGEMENT Modelos y Estrategias de Implementación en la Gestión del Conocimiento. Ph.D. Augusto Bernuy Alva E-mail: abernuy@usmp.edu.pe. CONTENT. Organizational Estructure II. Decision Making KMCluster KM Project. 2. I. Organizational Estructure.

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KNOWLEDGE MANAGEMENT Modelos y Estrategias de Implementación en la Gestión del Conocimiento

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  1. KNOWLEDGE MANAGEMENT Modelos y Estrategias de Implementación en la Gestión del Conocimiento Ph.D. Augusto BernuyAlva E-mail: abernuy@usmp.edu.pe

  2. CONTENT • Organizational Estructure • II. Decision Making • KMCluster • KM Project 2

  3. I. Organizational Estructure A number of business actions are needed to generate an appropriate environment and infrastructure for knowledge creation, transfer and application. Do we need a Knowledge Transfer Unit?

  4. I. Organizational Estructure Teams ? Communities ? Groups ? "I think, therefore I exist"

  5. I. Organizational Estructure What we can do?

  6. I. Organizational Estructure Information systems consist of three layers: operational support, support of knowledge work, and management support. Operational support forms the base of an information system and contains various transaction processing systems for designing, marketing, producing, and delivering products and services. Support of knowledge work forms the middle layer; it contains subsystems for sharing information within an organization. Management support, forming the top layer, contains subsystems for managing and evaluating an organization’s resources and goals.

  7. I. Organizational Estructure Public affairs(e’fer): asuntos publicos A knowledge management structure: At the heart of each global practice, a leader ensures the knowledge management of the practice and we staff our client assignments with a "best-team" approach.We have experts to meet any client's needs and most of the time our service to them requires the mobilization of multiple practice areas.The organization maximizes local knowledge, regional support and global strength

  8. I. Making Decision What Happens When Decisions Must be Made Quickly – Can KM Help? How are decisions made that involve: • Whom to hire? (A quiéncontratar) • Which vendors to use? • What kind and how many programs to plan? • What platform to use on an organization’s computers, e.g. Microsoft, Linux, etc. • All the decisions that go into planning for a new building or a renovation.

  9. I. Making Decision problem recognition

  10. I. Making Decision Collection Navigation Value to Organization Repositories Best Practices Reports Documents Presentation Slides Tips Active Knowledge Transfer Expert Knowledge Base Contact Links Expert Assistance as Needed Communities of Practice Index Organizational Learning Decision Making Tools Profiles for Customization Pushed Reports & News Collaboration Tools Communication Codification Claire R. McInerney, Ph.D. Rutgers, the State University of New Jersey USA

  11. I. Making Decision Choosy about Choices • Decision making is a knowledge intensive activity with knowledge as its raw materials, work in process, by products and finished goods.

  12. The Digital City http://www.accc.ca/eng/services/rkc.htm We believe in the knowledge society. Knowledge is important as a competitive factor. We need to learn more about how to manage knowledge in the future

  13. Small group discussion: • Sayname and whatpaperswerereview • Say objetives and conclusion • Saywhatwasthemethod • Nextweek: think in yourpossibleprojetc and readsomething of thestate of the art

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