All entries for April 2010

April 25, 2010

The board members and presenters

I feel like this presentation has the most significant impact on me among all the ones I have done recently, for I learnt and experienced how to conduct a quite professional presentation that can be used in the future career. In the professional presentation, I think, the most important elements are plan and data, which include the specific method to collect the data as well as the reliability of these data. Besides, the bargain part in this presentation is quite interesting which I enjoyed a lot.

Acting as a broader, it is vital to precisely define what this presentation show present. Another paralleled importance is to understand what the customers really want to get from it. When Paul asked the questions, I was astonished by the well-rounded questions and the very specific ones .Because when we saw the data (some percentage) on the journal at first, we were just considering whether it can be used on the case of Waverider or not. After the comparison, we deemed that they are quite suitable. However, we miss the point that how much we spent on the case to reach the result of JIT. But from the point of the customers, it is the essential part that how much they may cost to gain that return. We have learnt that the business can only be successful when the merchants stand on the customers' view points, yet I found that I only did so when I was a real customer, for many times. All this appreciation seems a little bit late for this presentation, but I am convinced that this will bring me a lot of broaden thinking ways in the future and coming career.

Create culture for sharing knowledge

I think the difficulty is how to motivate everyone. If employees realized share knowledge may gain more benefit for now and future, the culture of share knowledge may have been created already. But how long may spend on creating a culture for an organization? ''Toyota set up factory in USA, which has the same management strategy and same managers from Japan, but the performance only achieve about 70%(yet even 70% was not worse than other competitors), 'but to gain same performance as Japanese TOYOTA factory may take about 10 years'Said by Toyota's manager  -from<< the machine changed the world>> Wolmack, J'' it is not easy to create or change culture from my point. For SMEs it will be more difficult, since this kind of organizations concentrate on more finance performance than other long-term profit, even though sharing knowledge may assist to increase performance, which has been proved as a right viewpoint. Setting up information system (use hardware and software) for stuffs to find useful information may be more helpful than a working handbook, but is that what share knowledge really means?

In my mind, sharing knowledge creates a vision about people have willing to help each other when they are trapped in problem during the daily work. Because when people meet the problems that may be the best time to push or lead them to learn. However, training and meeting helps to gain knowledge and working information is also useful. But the most effective approach to share knowledge may be people. Hence, creating a culture based on people may long term strategy while Peter Senge¡'s definition of learning organization is a vision or philosophy, which I don't think it may bring benefit in a short period of time.

April 23, 2010

Share knowledge– who is going takes advantages

Everyone understands the benefit of sharing knowledge, but the question is: does every one easy to share knowledge with each other? I do not think so, some ideas may be shared if you don't know the information may hurt others profits or they have same/parts of responsibilities. But what If some knowledge keep a person has strong competitive force in a particular area? Will he share, or not?

In an organization, sometimes the workmates or same level managers may competitor or protensail competitors. Someone has skills can solve more problems in his job he may keep advantages and secure his job. Sometimes he may gain more profits from it. If he shares the experiences and knowledge with others then he may same with others. If he still wants to keep advantages he needs to learn more for that. That means doing more works and keep them for not to share. So how to create an environment for people to share knowledge without these considerations is a real problem?

If share knowledge he will get bonuses, then how to measure?

If everyone does the same thing and get same salary then who dose the extra work?

One example to implement KM

There is an example to implement the KM into an organization. A leader trained their stuffs in an training center, at beginning the stuffs are very happy to be trained. But after one month, the training center informed the leader that his stuffs do not like to come, for only few people come this week. When the leader asked the stuffs why they don't like to learn the new things, The stuff said: they have go there 4 days a week after job, when they come from training center they have to cook and serve the family which is so tried. But the leader still wants them to learn. Therefore if they don't go there, the staffs will have penalty such as some money from salary. The result is that the stuffs want to leave the company after three mouths.

Going to a consultant company, the ideas they gave is stop training and give bonus. But the bonuses only give to people who passed the tests, the contents of the tests is about training. And training only set up once a month. After 3 months, the stuffs demands for more lessons to learn. And the profits of the company increased.

That is a good example to think how to implements KM or other strategy in the organization. Same times need more "reasonable and just"

Leadership influences implementation knowledge management

Leadership in my opinion is just like a car: it can drive you fast but also can drive you to a wrong direction. A leader's influence may be huge. Like the sentence of "The science and technology is the primary productive force."----Xiao ping. Deng: same as any other famous person, some words people can remember from them. Some ideas and knowledge can easily share. But if the leader wants to prohibit to share the knowledge or even influence people to do worth things (when them doing it, they may think that is right), it still works, like "Hitler".

In an organization or company, only "influences" may not enough, strategy and policy have to set up for it. But the importance is that the leader of an organization has to know whether the knowledge management can bring benefit.

Knowledge is wealth.

I remember I learned Marxist philosophy in my university before coming UK. About what is "productivities" that include 3 main parts: human labor/workers, means of labor/tools, subject of labor/Waverider

Workers have right to produce and use the tools, choose and exploit the subject of labor. The human labor/workers are the key factor of productivities. There have two elements in human labor/ workers, one is body power and other one is brains. In nowadays, the machines are instead of simple tools, therefore the power of human labor mainly come from the brains and knowledge.

As we all know that, "The science and technology is the primary productive force."----Xiao ping. Deng

April 2010

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