All 6 entries tagged Kbam
April 28, 2012
This goes beyond as one of the feedback points we raised during the module review.
and i must thank Paul for correcting what i intended to say, engaged and not committed. the point is of the group, team members, colleagues in a department or let's leave it to teams where a joint co-ordinated effort of quality work is required not to mention the time limitations. team needs to act as such, although they are aware of the obvious but still need to remind themselves of the task at hand and the responsibility which lies on their shouldlers.
At times the obvious is not obvious, the division of tasks leads to arguments and then at other occassions there is too much communication but no positive result. these among other important factors such as 'creating a vision for the task ahead and a structure', it can also be that these are formed by the combined ideas of all the team members but then someone needs to also capture the big picture. A Leader is born, may it be within a team and/or in life, but a leader has been born, a person who apart from his vision and his creative force to bind people, inlfuence them and lead forwards but also a person who is willing to take responsibility of all those who so believe in him. A responsibility which requires to manage at all times, and yes he does have to.
A Leader is also assumed to take into consideration the task of getting feedback from his members in order to see the 'big picture' of the task progress and further this also involves unlocking their motivation in order for them to feel ownership in the task and contribute more effectively...
Now there are situations where team members are committed but not engaged, they are already unwilling to to contribute but agree to work at the minimum compliance level.
No matter how much a leaders tries to unlock their motivation, if they begin falling even blow the minimum compliance level, when all knowledge fails. What do you do then?
April 27, 2012
so I recalled a discussion we had during the CBE module regarding management systems. I recall correctly that at certain stages I was blindly supporting ISO and could not accept that EFQM could be a better system than this.
I remember we also had a presentation/seminar regarding this and I still did not believe so.
this was only after the module had ended that during the post module period I found the comprehensive details about EFQM and that it involves quite more than what I gave it credit for.
I realize today, that ISO is merealy a small tool infront of a management system with such a level of magnitude, EFQM is a system which involves a range of strategies, theories in order to make an excellent organization in all levels of the organization.
April 26, 2012
although we have left out the People Management in KM & AM.
I believed, found throuh research that it is indeed the People Management which leads to the maximum utilization of Knowledge management.
Further than that, i believe now what one colleague of mine said earlier during the LE module that Leaders are those who have followers. Although there is certain degree to which i agree now, i firmly believe that a leader cannot achieve the vision he so professes without a dedicated management team which is there to follow, a leader needs support as he cannot at times (generally most of the times) carry out all individual minute details of the process.
I currently am experiencing this concern once again, the same issue i dealt with during my under-grad.
A leader not being able to provide a strategy, and followers not assisting in the development of a strategy.
Furthermore, followers not following for no particular reason.
Followers requiring extensive time to understand the problem at hand.
Followers not coming with solutions but rather more problems which they foresee.
It is more important to choose a team which supports and follows than it is to pursue an idea all alone
April 23, 2012
i have always admired what my father taught me, may it be informal discussions where we bring about our own point of views or when he would transfer a lesson from his life.
this was waay back, when i was child that my father inculcated this habit in my personality of noticing things. it's the way he mentioned that you should observe everything around you, question how things are and evaluate why they are the way.
Later as i grew up, he gave me another lesson.
"be alive, throughout your life"
Little did i know that this was all a part of a bigger lesson which he let me dissolve in my personality through years of practice and that too when i was still a child.
Today, while Paul introduced us to the workshop the headline caught my eye "Unclear and present danger".
it quickly brought me to think about the dangers we are not expecting, anticipating while following the daily routine of our lives. That our observation leads to create a model inside our mind about the daily dangers which can be anticipated unconsciously if we integrate them in our model.
And although the workshop dealt in identifying and labelling a few processes with duly given names, stages, errors and factors etc. i consider that observation on a routine basis and an innate habit can lead to fully utilizing the mind in identifying the dangers.
an example of which can simply be that managers observe and question their sub ordinates on the maintenance procedures, they don't miss out on inquiring about all the necessary points and also regarding a few of those which are not in the maintenance schedule list but have been observed by the team.
April 19, 2012
it has been quite a while since i read more about the ISO standards and i would say without doubt that it was Paul who introduced us to the EFQM model, the MBNQA and the Deming Prize as well. Managements systems far more powerful and complete that it felt as if my eyes had been shut for a long time. But then, this certain lack of general knowledge was due to the region i belong to.
Going through the introductory stages of Knowledge Management and asset based KM i seem to create a similarity between the procedures and the standardization process of the ISO 9001:2008 and KM.
During the stages of the ISO 9001:2008 implementation, processes, techniques are to be created (or written as they are being followed) and then furthermore maintained in order to share knowledge which has been created. At certain instances, the knowledge is evaluated and procedures are reduced to increase efficiency (this does not happen in a minute but involves the management and quality department, follows a number of stages before such a thing can happen).
Does ISO standards implementation emcompass a certain degree of Knowledge management?
April 18, 2012
my apologies, firstly to myself and secondly to the leader which resides within me.
I was unable to make it to the KBAM introduction lecture which i missed due to health issues...
but i had to justify myself that i would still make it to the discussion and indeed did with some reading from the webnotes provided. To my surprise what seemed to be an interesting module turned out to be one where immense research would need to be carried out in order to come to some mature discussion stage.
i have noticed and so have a few other colleagues of mine that there is a certain lazyness in the air, colleagues are in that stage of 'getting it done now' and not following the appropriate process which is required by every individual module in it's individualistic manner.
KBAM requires a lot of background study and it is pertinent for all the members of the group or a group to mutually understand the basics underlying the concept. one should remember despite dozens of books, journals and articles there hasn't been a definite agreeable definiton of Knowledge Management. This fact means there will be further detailed, different and distinctive concepts which will we all will come to know of.