All entries for June 2016

June 29, 2016

29/06/2016

Title:
THE FIFTH DISCIPLINE- THE ART AND PRACTICE OF THE LEARNING ORGANIZATION (Peter M. Senge, 20014)
Rating:
Not rated

SUMMARY OF DISCIPLINES OF THE LEARNING ORGANIZATION

l Personal Mastery.

It is the mental foundation of an organization. It means every member should understand their goals, be concentrate and keep patient. The stronger willingness on study that members have, the stronger organization will be.

l Systems Thinking.

Systems thinking require member have a clear big picture of the long-term development of the company. It leads people to view things as a whole, which help people to have better analysis both for static and dynamic.

l Mental Models.

Improving mental models is quite complicated, because it asks members to express what they really think in their heart, and encourage open mind and brain storming. Hence, the suggested solutions here can be workshop?

l Building Shared Vision.

It requires all members share a same value and goals. With the help of the shared vision, people will have more passion in work.

It contains three dimensions: personal vision, team vision, organization vision.

l Team Learning.


According to different members’ characters, different member can learn what they want during the working process. Deep conversation is preferred. Personal views are encouraged. In addition, team learning is more important than personal learning. Members should be united. (Similar to Building shared vision)


Overall review: The most important concept I learn from the five disciplines of the learning orgnization is about "attitude" on learning. It is a critically intangible value for the organization. "Working while learning" is more than just enjoying your job. It is more about a sense of fulfilment of your life. This five disciplines are a very high level situation that requires employees and employers to keep this mindset all life long. I think the difficulty for utilizising this concept in China is most employees are busy in earning a living and they do not have the luxury or unable to realize the importance of the learning orgnazation. However, recently, more and more SMEs in China with young leaders show the potential of utilizing the five disciiplines of the learning orgnazations.


June 07, 2016

June 07 2016

Title:
Notes of Knowledge Management in Theory and Practice
Rating:
5 out of 5 stars

KM for Individuals, Communities, and Organizations

Knowledge management provides benefits to individual employees, to communities of practice, and to the organization itself. This three-tiered view of KM helps emphasize why KM is important today (see Figure 1-6).

For the individual, KM:

■ Helps people do their jobs and save time through better decision making and problem solving.

■ Builds a sense of community bonds within the organization.

■ Helps people to keep up to date.

■ Provides challenges and opportunities to contribute.

For the community of practice, KM:

■ Develops professional skills.

■ Promotes peer-to-peer mentoring.

■ Facilitates more effective networking and collaboration.

■ Develops a professional code of ethics that members can follow.

■ Develops a common language.

For the organization, KM:

■ Helps drive strategy.

■ Solves problems quickly.

■ Diffuses best practices.

■ Improves knowledge embedded in products and services.

■ Cross-fertilizes ideas and increases opportunities for innovation.

■ Enables organizations to stay ahead of the competition better.


■ Builds organizational memory.


June 03, 2016

Aella's note (03/06/2016)

Title:
Successful Knowledge Management Projects
Rating:
5 out of 5 stars

Notes and ideas I generated from the paper "Successful Knowledge Management Projects" (Thomas H., David W. and Michael C., 1988)

1. Well-organized documentation is a must.

2. Build an expert networks to support NPI.

3. More communication & Build knowledge transfer team.

4. Enhance knowledge environment by increasing awareness of knowledge.

5. Create a “decision audit” program.

6. Limitation: heavy workload

7. Managing knowledge as other asset on balance sheet. Ex: audit intellectual capital

In addition, try to take advantage of effective use of knowwledge assets over time.

9. Develop a knowledge-friendly culture. Ex: formal & face-to-face knowledge transfer program

(Limitation: do not provide insights into how to allocate knowledge management resources)

10. Key success factors of knowledge project:

-Link to economic performance or industry value

-Technical and organizational infrastructure

-Standard and flexible knowledge structure

-Knowledge-friendly culture!

-Clear purpose and language

-Change in motivational practices

-Multiple channels for knowledge transfer

-Senior management support

Reference

Thomas H., D., David W., D. and Michael C., B. (1988). Successful Knowledge Management Projects. Sloan Managemenl Review, pp.43-56.


June 01, 2016

June 1st 2016

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