MHR1023: KNOWLEDGE MANAGEMENT

The Metric of Knowledge: Mechanism For Preserving The Value Of Managerial

Knowledge

Introduction

Intersection about knowledge management and the

organizational barriers is the practical problem of transferring knowledge from one part of the organization to another part of

the organization.Knowledge transfer is more complex because

knowledge resides in organizational members, tools, tasks, and their sub-networks and much knowledge in

organizations is tacit or hard to articulate.

Condition: Managers resigned or

accepted attractive separation packages

offered

The replacement more costly and time-consuming

investment in what the manager knows, her/his experience, and personal

insight.

Proposed empirical method

Highlighted Issues

Focused on managerial knowledge

Knowledge acquired by managers regarding the

workings of the organization

Different from the technical skills and

technical knowledge of organizational

members.

Knowledge is different from:

1- Technical skills 2- Technical knowledge

Epistemetrics is concerned with the

balance between what we know and what we are willing and able to

share with others.

Based on the premise that all knowledge is the result

clustering of sensorial inputs, so that all knowledge is a cognitive phenomenon

within the mind of individual

Socialization

Tutoring

Continuous report

Mentoring

Organizational mechanism for

preserve managerial knowledge

Socialization

Mixture of formal and informal

procedures and activities

Newcomers absorb lessons from formal

and informal to gather, and gain

more experienced from team members

Schooled in the Do’s and

Don’ts of firm culture

Tutoring

Emphasis on direct relationships across

the spectrum of experience in the

life of the organization

Organization must recognize and diligently

work to stimulate the natural fear that

experienced managers often feel when asked to share their knowledge

with the up-and-coming

Engage in a relationship that

endures throughout their tenure with the

organization

Variety of roles, such as teacher, counsellor and

friend

Consider possible conflicts of

interest

Mentoring

Formulated outside the existing control systems and expressly designed to benefit the participating managers

3 components:1 - Report from lessons learned

and knowledge gained from visits, conference and other meetings

attended by all managers.2 – Asked to describe their

experience3 – Report and debriefing

Continuous report

Recommendation

Socialization

• All division’s executives should communication among all managers even with average level of trust in fellow managers

Tutoring

• Should not be an informal activity, but rather an integral part of the organization’s operations and procedures

Mentoring

• Shared by mentors

• Encourage parings of mentors and managers.

Conclusion

Understand how processes and people work and behaveKnow how to solve complex problems within reasonable

amount of time and reasonable amounts of money

Managerial knowledge is sharing and transfer from those who know and those who don’t.

Organization must distinguish between the technical aspects of knowledge system that are related to efficiencies of operations