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Knowledge and Management Jozef Hvorecký Vysoká škola manažmentu, Bratislava, Slovakia University of Liverpool Liverpool, UK
Knowledge ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Identifying Knowledge ,[object Object],[object Object],[object Object],[object Object],True Justifie d Believed
Application of Knowledge Problem Solution
Application of Knowledge Problem Solution Knowledge
Application of Knowledge Problem Solution Knowledge Problem Knowledge Solution Calculating salaries Person’s income,  Tax regulations, Calculations Net Income,  Tax Appendicitis Setting up the diagnosis, Surgery, Treatment Healthy patient Dirty oven Household duties,  Detergent  application Clean oven Talking to dead Spiritual practices Evoke ghosts
Acquiring Knowledge: Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge: Result of Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
When Do We Learn? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
When Do We Learn and How? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Learning for  a  Learning Society ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Two Faces of Knowledge Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ba: Places for Gaining Knowledge Individual Collective Face-to-Face Originating Ba (Where data is born) Dialoguing  Ba (Data pre-selection) Virtual Exercising Ba (New knowledge is verified and used) Systemizing Ba (Data processed to New Knowledge)
Originating Ba ,[object Object],Person to person Sen s or to  environment Front desk Mars Explorer Information office Temperature sensor Small talk Traffic light camera Classroom lecture Hubble telescope
Dialoguing Ba ,[object Object],Among people People to technology Manager’s office Management Information Systems Coffee corner Decision Support  Systems Hearing Datamining (Unification phase) Consultation Expert System
Systemizing Ba ,[object Object],Among people People with technology Evaluation meeting Testing and verification Scientific conference User’s satisfaction Office of Standards Mass application Grading students’ homework Wind channel
Exercising Ba ,[object Object],Among people People with technology Workplace Concentrating on tacit knowledge Strategy implementation Experimenting with data Mental experiments Improving computer performance Joy of knowledge Inventing new devices
Nonaka -Takeuchi SECI Model Tacit knowledge Explicit Knowledge Tacit Knowledge Socialization Externalization Explicit Knowledge Internalization Combination
Socialization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Externalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Combination ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Internalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning Organization TRADITIONAL   ORGANIZATION LEARNING ORGANIZATION APPROACH TO CHANGE If it works, do not change it If we do not learn, we will extinct APPROACH TO  IDEAS If it is not our idea, we do not welcome it Let us not reinvent the wheel RESPONSIBILITY  FOR INNOVATIONS Department of research and development Each and every member of the organization MAIN CONCERNS Making wrong decisions Inability to learn  and adapt COMPETITIVE ADVANTAGE Products and services Ability to learn and exploit knowledge and experience DUTIES OF MANAGERS Controlling others  Supporting others
How to recognize a Learning Organization?* ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],* Buchanan and Huczynski :  Organizational Behavior ,  p. 125
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How to recognize a Learning Organization? (cont.)
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How to recognize a Learning Organization? (cont.)
[object Object],[object Object],[object Object],How to recognize a Learning Organization? (cont.)
To What Degree Can ICT Support Learning in an Organization? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Estimated Support Indicator ICT support of the activity INFORMATIVE STRONG FORMATIVE ACCOUNTING AND CONTROL STRONG INTERNAL EXCHANGE STRONG A LEARNING APPROACH TO STRATEGY MODERATE PARTICIPATIVE POLICY MAKING MODERATE SELF-LEARNING OPPORTUNITIES FOR ALL MODERATE BOUNDARY WORKERS AS ENVIRONMENTAL SCANNERS MODERATE ENABLING STRUCTURES  WEAK REWARD FLEXIBILITY WEAK INTER-COMPANY LEARNING WEAK A LEARNING CLIMATE WEAK
Conclusions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Please, remember! ,[object Object],[object Object],[object Object],[object Object],[object Object]
Thank you for your attention! [email_address] http://blogy.etrend.sk/jozef-hvorecky

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Knowledge and management

  • 1. Knowledge and Management Jozef Hvorecký Vysoká škola manažmentu, Bratislava, Slovakia University of Liverpool Liverpool, UK
  • 2.
  • 3.
  • 4. Application of Knowledge Problem Solution
  • 5. Application of Knowledge Problem Solution Knowledge
  • 6. Application of Knowledge Problem Solution Knowledge Problem Knowledge Solution Calculating salaries Person’s income, Tax regulations, Calculations Net Income, Tax Appendicitis Setting up the diagnosis, Surgery, Treatment Healthy patient Dirty oven Household duties, Detergent application Clean oven Talking to dead Spiritual practices Evoke ghosts
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13. Ba: Places for Gaining Knowledge Individual Collective Face-to-Face Originating Ba (Where data is born) Dialoguing Ba (Data pre-selection) Virtual Exercising Ba (New knowledge is verified and used) Systemizing Ba (Data processed to New Knowledge)
  • 14.
  • 15.
  • 16.
  • 17.
  • 18. Nonaka -Takeuchi SECI Model Tacit knowledge Explicit Knowledge Tacit Knowledge Socialization Externalization Explicit Knowledge Internalization Combination
  • 19.
  • 20.
  • 21.
  • 22.
  • 23. Learning Organization TRADITIONAL ORGANIZATION LEARNING ORGANIZATION APPROACH TO CHANGE If it works, do not change it If we do not learn, we will extinct APPROACH TO IDEAS If it is not our idea, we do not welcome it Let us not reinvent the wheel RESPONSIBILITY FOR INNOVATIONS Department of research and development Each and every member of the organization MAIN CONCERNS Making wrong decisions Inability to learn and adapt COMPETITIVE ADVANTAGE Products and services Ability to learn and exploit knowledge and experience DUTIES OF MANAGERS Controlling others Supporting others
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29. Estimated Support Indicator ICT support of the activity INFORMATIVE STRONG FORMATIVE ACCOUNTING AND CONTROL STRONG INTERNAL EXCHANGE STRONG A LEARNING APPROACH TO STRATEGY MODERATE PARTICIPATIVE POLICY MAKING MODERATE SELF-LEARNING OPPORTUNITIES FOR ALL MODERATE BOUNDARY WORKERS AS ENVIRONMENTAL SCANNERS MODERATE ENABLING STRUCTURES WEAK REWARD FLEXIBILITY WEAK INTER-COMPANY LEARNING WEAK A LEARNING CLIMATE WEAK
  • 30.
  • 31.
  • 32. Thank you for your attention! [email_address] http://blogy.etrend.sk/jozef-hvorecky