KM2 (lecture 3)

Knowledge Management 2016/2017, Lecture 3

24/03/17

BUILDING KNOWLEDGEBASED ORGANIZATION norms, artifacts, symbols

ORGANIZATION CULTURE

bieliefs, values

HUMAN RESOURCES MANAGEMENT PRACTICES

ORGANIZATION STRUCTURE

PHYSICAL ENVIRONMENT

THE CULTURE OF ORGANIZATION

underlying assumptions A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems [E.H. Schein, 1992]

THE CULTURE OF ORGANIZATION

norms, artifacts, symbols

Norms to promote creativity: •  Risk Taking Acceptance of mistakes No punishment for failure •  Rewards for Change Ideas are valued Top management support and attention •  Openness Listen better Encourage lateral thinking Norms to promote implementation of innovations: •  Common Goals Eliminate mixed messages Build consensus •  Autonomy Freedom to act Minimise bureaucracy •  Belief in Action Anxiety about timeliness Eagerness to get things done

bieliefs, values underlying assumptions

HANDY’S TYPOLOGY OF CULTURE norms, artifacts, symbols bieliefs, values underlying assumptions Source: A. Jashapara, 2011

•  High appreciation and respect for individual knowledge •  Commitment toward fostering knowledge interactions through mutual trust

OPEN VS CLOSED CULTURES

ELEMENTS OF CULTURE SUPPORTING KNOWLEDGE MANAGEMENT (1)

ANTHROPOLOGICAL DIMENSION: Actively influence the market or adopt to the market?

SOCIAL DIMENSION: Is individual or the collective of more importance for the organization?

COGNITIVE DIMENSION: Permanent search for new knowledge or use certain knowledge and tradition?

Source: Chmielewska-Muciek, Sitko-Lutek, 2013

Source: Gebert, Boerner, 1995

dr inż. Mateusz Molasy

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Knowledge Management 2016/2017, Lecture 3

24/03/17

ELEMENTS OF CULTURE SUPPORTING KNOWLEDGE MANAGEMENT (2) Culture characteristics Openness

Tolerance of uncertainty Right to mistakes and risk Acceptance of diversity of actions

Justification

Culture value

Openness concerns easy access to all information necessary to fulfill the task, openness to changes and recognizing them as permanent phenomenon, openness to changeability of environment and openness to otherness and diversity. Promoting culture of openness favors exchange of thoughts, demand on it, innovation. Employees treating changes, new events as a source of inspiration and development opportunities search for and use in a natural way the knowledge to find themselves in new situation and solving the problem. Implementation of the solutions and daily challenges at work are burden with possibility of making a mistake. Drawing conclusions from made mistakes is also a lesson. High level of freedom of employees in choice of working method, ways of operating equipment, features of results of actions etc. stimulates creative approach to task, learning, opinions and experiences exchange.



High tolerance of uncertainty

High tolerance of uncertainty, Pro-innovation High tolerance of uncertainty Pro-innovation Pro-innovation

ELEMENTS OF CULTURE SUPPORTING KNOWLEDGE MANAGEMENT (3) Culture characteristics Trust

Courage

Pressure on learning Creativity

Justification

Culture value

Trust concerns the relations between organization and employees based on mutual care. The effect of that is management trust in competences and skills of employees and resulting from that wide range of creativity freedom, selfcontrol. On the other hand, employees faith in organizational leader, their authority, the reality of their goals and benefits from knowledge management are created. Courage concerns readiness to introducing changes, presenting one’s own opinion, participating in discussions, formulating constructive criticism, inquiring, establishing contacts and critical look on the state of one’s knowledge. Through learning employees gain the necessary knowledge to realize tasks, deepen it, develop competences and skills, activate creativity. Stimulating creativity of employees influences on their readiness to introducing innovations, deep interest in problem and motivates to stand up to appearing challenges.

Focus on people



ACQUIRING recruitment

HUMAN RESOURCES MANAGEMENT PRACTICES

PHYSICAL ENVIRONMENT

To effectively manage the people that possess the desired tacit knowledge, it is essential to take into consideration their: •  cultural and social values •  attitudes •  aspirations •  likes and dislikes

HUMAN RESOURCES MANAGEMENT PRACTICES ACQUIRING recruitment

DEVELOPING career management

REWARDING compensation

•  Knowledge workers must have interesting and challenging work in order to be effective and productive •  Large organizations offer key employees the professional path or the management path •  Top management must show interest in their knowledge workers

dr inż. Mateusz Molasy

Pro-innovation

HUMAN RESOURCES MANAGEMENT PRACTICES

ORGANIZATION CULTURE

ORGANIZATION STRUCTURE

Pro-innovation

Source: Chmielewska-Muciek, Sitko-Lutek, 2013

Source: Chmielewska-Muciek, Sitko-Lutek, 2013

BUILDING KNOWLEDGEBASED ORGANIZATION

High tolerance of uncertainty

DEVELOPING career management

REWARDING compensation

RETENTION

•  Recruit employees that are in sync with the organizational culture •  Recruit only people with the desired knowledge, relevant experience and abilities •  Variety of selection instruments in the selection process are available to ensure ‘fit’ between the organization and employees.

HUMAN RESOURCES MANAGEMENT PRACTICES RETENTION

ACQUIRING recruitment

DEVELOPING career management

REWARDING compensation

RETENTION

•  93% of knowledge workers stated that interesting job is the main factor keeping them at their jobs •  Some form of rewarding knowledge creation and dissemination should exist, but it’s also a basic obligation of every knowledge worker

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Knowledge Management 2016/2017, Lecture 3

REWARD SYSTEMS FOR KNOWLEDGE CREATION AND SHARING HARD COMPENSATION

SOFT COMPENSATION

Bonuses

Community membership

Access to others’ knowledge and data

Establishing a personal reputation among peers

Promotion

Personal gratification

BUILDING KNOWLEDGEBASED ORGANIZATION

24/03/17

HUMAN RESOURCES MANAGEMENT PRACTICES ACQUIRING recruitment

DEVELOPING career management

REWARDING compensation

RETENTION

•  Workers differ from each other in their needs – customize benefits for those most important •  Some organizations offers a worker stock option that makes them partners •  It’s worth to maintain contact with former knowledge workers

ORGANIZATION DESIGN ORGANIZATION DESIGN: the overall set of structural elements and the relationships among those elements used to manage the total organization

ORGANIZATION CULTURE

HUMAN RESOURCES MANAGEMENT PRACTICES

BUREAUCRATIC MODEL

BEHAVIORAL MODEL

Based on a legitimate and formal system of authority

Pay more attention to developing work groups, more concerned with interpersonal processes

ORGANIZATION STRUCTURE

PHYSICAL ENVIRONMENT

•  Organization design •  Specialized structures and roles •  Communities of practice

ORGANIZATION DESIGN

BUREAUCRATIC MODEL

BEHAVIORAL MODEL

ORGANIZATION DESIGN: the overall set of structural elements and the relationships among those elements used to manage the total organization

BUREAUCRATIC MODEL

BEHAVIORAL MODEL

LEADERSHIP, MOTIVATION, COMMUNICATION, INTERACTIONS, DECISION MAKING, GOAL SETTING, CONTROL, PERFORMANCE GOALS

dr inż. Mateusz Molasy

3

Knowledge Management 2016/2017, Lecture 3

24/03/17

SPECIALIZED STRUCTURES AND ROLES Source: Griffin R.W., 2013

ORGANIZATION DESIGN

Chief knowledge officer (CKO) Knowledge analyst Knowledge engineer Knowledge manager

Learning organizations tend to have structures: •  flat (with fewer layers) •  decentralized (decision-making power and authority are delegated as far down the chain of command as possible)

SPECIALIZED STRUCTURES AND ROLES Chief knowledge officer (CKO) Knowledge analyst Knowledge engineer

General traits for for must successful CKOs: •  Exceptional interpersonal communications skills •  Knowledge of best practices in the industry •  Fluency in information technology •  Ability to speak the language of employees and management, •  Management experience

SPECIALIZED STRUCTURES AND ROLES Chief knowledge officer (CKO) Knowledge analyst Knowledge engineer Knowledge manager

Knowledge steward

Knowledge steward

Chief knowledge officer (CKO)

Knowledge manager Knowledge steward

dr inż. Mateusz Molasy

A tactical, lower to midlevel position that involves learning and personally disseminating the best practices of the organization

SPECIALIZED STRUCTURES AND ROLES Chief knowledge officer (CKO)

Knowledge analyst Knowledge engineer

The roles of CKO: •  Defining knowledge management policy •  Evangelizing knowledge management •  Coordinating education •  Safeguarding information •  Employee-management connecting •  Technologist

Knowledge steward

Knowledge manager

SPECIALIZED STRUCTURES AND ROLES

A strategic, senior management position focused on promoting, communicating, and facilitating KM practices in the organization

Knowledge analyst

A tactical, lower-level position that is focused on collecting information from experts and representing it in an organized form, typically in computerbased systems, that can be shared and stored in the corporation

Knowledge engineer Knowledge manager

A tactical, midlevel position that involves coordinating the work of knowledge engineers and analysts

Knowledge steward

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Knowledge Management 2016/2017, Lecture 3

SPECIALIZED STRUCTURES AND ROLES Chief knowledge officer (CKO)

24/03/17

BUILDING KNOWLEDGEBASED ORGANIZATION ORGANIZATION CULTURE

Knowledge analyst

HUMAN RESOURCES MANAGEMENT PRACTICES

Knowledge engineer ORGANIZATION STRUCTURE

Knowledge manager Knowledge steward

dr inż. Mateusz Molasy

A tactical, low-level, and often temporary or informal position, usually have other primary responsibilities in organization

•  Design of buildings (offices, meeting rooms, hallways) •  Spaces specifically designed to facilitate informal knowledge sharing (coffee rooms, cafeterias, water coolers)

PHYSICAL ENVIRONMENT

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