A Practical Guide to Knowledge Management (Thorogood - download pdf or read online

By Sue Brelade, Christopher Harman

A professional yet jargon-free consultant enablea you to regulate the data on your association successfully--to establish, assemble and use that wisdom to greatest advantage.Organize and deal with your whole wisdom assets safely and you'll: raise productiveness; lessen pricey blunders; in attaining your targets extra quick; differentiate yourselves from others. this can be a no-nonsense clarification of what KM is, what it will probably do in your association and what you want to recognize and do. It contains 4 specified checklists and 3 in-depth case reports.

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The importance of behavioural as well as technical protocols was stressed. This was seen as particularly important with virtual teams whose members lived in different countries. It was felt that electronic communications could easily create cross-cultural misunderstandings. Another organisation stressed the importance of some ‘face-to-face’ contact backed up by video conferencing to supplement e-mail communication. Progress tracking was seen as important because it was felt that virtual teams could become divorced from the organisation and lose sight of the organisation’s objectives.

Data stores). Dependent upon the security access levels required the fact that virtual team interaction takes place in cyberspace means that it can be made accessible to non-team members. Other members of the organisation can link in to the work of virtual teams through accessing ‘threaded’ discussions in cyberspace and other team communications. This can allow people outside the team to keep abreast of what the team is doing, make a contribution if they feel it will help and join the team if asked.

In this particular organisation, what was involved in the idea of the manager as trainer and coach had been developed by a team of managers as part of a management development project. THOROGOOD PROFESSIONAL INSIGHTS 41 3 KNOWLEDGE MANAGEMENT – THE PEOPLE DIMENSION For managers to encourage individuals to use their own knowledge and expertise effectively for the organisation involves creating an environment in which individuals feel ownership of issues and responsibility for developing solutions.

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