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Understand The Knowledge Management Of Company HP

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Questions:

1.List the knowledge management initiatives adopted by HP?

2.Explain the impact of adopting knowledge management practices on HP's success?

3.The case study indicated that HP has used Lotus notes as a technology vehicle to establish different knowledge bases. Conduct a brief search about Lotus notes and explain how it is useful in establishing a knowledge base. What is the importance of having a knowledge base in knowledge management?

4.Why do you think the Training Review nevertook off? What could have Kamey done in orderto make it work?

5.What are the incentives that Karney used to promote the knowledge bases? What was the effect of those incentives?

6.Karney declared that there is a risk with the knowledge base. What was it and how did he propose to overcome it?

7.Why do you think the knowledge management with PPO customers initiative did not succeed?

8.The PPO knowledge managementgroup is currently working on three projects. List these 3 projects, predict some risks that would face the implementation of these projects and how to overcome them from a knowledge management perspective?
 
 

Answers:

1.

  1. HP is known for its casual, open culture. All employees, including the top management and the staff work in the same office environment. Most employees actually appreciate knowledge management and sharing their opinions.
  2. The organization is considered to be an open workplace and comfortable to the employees, and enhances their development for significant positive outcome.
  3. All team members take an interest in a benefit sharing in the organization’s activities.
  4. The organization is additionally known for its decentralized authoritative structure and method of operations (Ash, 2008).
  5. Business units that perform well have a high level of self-sufficiency. There is minimal sorted out sharing of data, assets, or workers crosswise over units.
  6. HP directors feel that decentralization of core business activities is necessary to the organization’s success. It is normal for workers to move starting with one specialty unit then onto the next; this portability makes conceivable some level of casual information exchange inside HP.
  7. Key structures for knowledge management entails trusts that the organization has both interior skill of learning on information management.
  8. At the corporate level, Schneider is utilizing the workshops as one instrument to comprehend who needs this learning and how best to exchange it. He additionally needs to get the workshop members required in a continuous information administration arrange that shares best practices and exchanges developing learning

2. The development of knowledge management has some significance on management of information systems. As such, it entails e basic element for an organization in order to guarantee support to business operations (Du Plessis, 2007). The management of knowledge results into management of critical business operations to ensure that it depicts key outcomes and to identifying with intensity. As such, it is necessary to ensure that management of knowledge is advanced as a critical element for the survival and support of the business with emphasis on quality. In addition, knowledge management is observed as a fundamental system for planning an organization's operations to realize and make monetary incentive for team members.

3. Data innovations such Lotus provides a conceivably valuable condition within the business operations. Information is gained through various organizational structures (Dul, Ceylan, and Jaspers, 2011). In addition, such business structures are considered to be efficiently adaptable to make information units. In essence, these are utilized in ensuring that the business activities enhance logical knowledge acquisition, which should result into vital information of the organization (Blackler, 2005). According to Byrne (2001) and important aspect is the provision of necessary information within the organization and having a high level of shared logical knowledge that can be accessed by all team members (Bosua and Venkitachalam, 2013). As a matter of fact, knowledge management is an important tool that makes information to be shared by team members, especially through electronic mail or through face-to-face conversation.

4. On the off chance that exclusive HP's inconveniences were kept to a couple of months in 2011. For 10 years now the organization has some of the time appeared to be more similar to a cheap reality appear than one of the world's incredible undertakings. The general population brokenness began with the awful infighting over HP's merger with Compaq in 2002, which achieved its nadir when the organization's prominent CEO, a board part and child of an organization organizer, for setting out to voice his restriction (Blackler, 2005). There was a board driven by fights so wild that a few chiefs were spilling mysteries to the press while the executive of the board was procuring private examiners to acquire their telephone records (and those of journalists) to reveal the culprits.

5. Individual pay-for-performance

In the event that the officials are to be trusted that information administration is just about the correct devices then they would likely proceed with their extraneous pay-for-execution sorts of motivating force frameworks. In the event that the exertion is imperceptible and the prizes depend on benefits just in light of the fact that benefits are noticeable, then what we get is a traditional sort of mystery indicates as the issue of multi-entrusting (Drucker, 2009). Benefits are an element of many variables, for example, exertion, clamor and information. In the event that we take a gander at a portion of the factors that make up the benefit work, endeavors in learning sharing appear to have an exceptionally dubious association with benefits. Then again, a variable, for example, endeavors towards one's own particular errand has a more straightforward impact on benefits

 


Team-based pay-for performance rewards

To begin with, as most group based motivator frameworks this could prompt the issue of free-riding. While free-riding on exertion could, in any case, be controlled through sentiments of disgrace incited by associates, free-riding on information sharing is hard to control in such a framework (Chan and Liebowitz, 2006). This is particularly so since it is hard to screen the KS endeavors even by the companions. At times just the individual who is the holder realizes that he/she is deserting on their agreement. In this way inside weights of blame are important to go with such reward frameworks. Truth be told sentiments of blame ought to be available even in a framework that is not in view of a group based extraneous rewards.

6. All ventures include chance; a zero hazard venture is not worth seeking after. Moreover, because of programming task uniqueness, instability about definite outcomes will dependably go with programming improvement (Chang and Lee, 2007). While dangers cannot be expelled from programming advancement, programming engineers rather, ought to figure out how to oversee them better. Hazard Management and Planning requires association encounter, as it is emphatically focused in both experience and information procured in previous undertakings (Amayah, 2013). The bigger experience of the venture supervisor enhances his capacity in recognizing dangers, evaluating their event probability and effect, and characterizing proper hazard reaction arrange. In this way hazard information can't stay in an individual measurement, rather it must be made accessible for the association that needs it to learn and improve its exhibitions in confronting dangers (Desouza, 2011). On the off chance that this does not happen, extend chiefs can unintentionally rehash past oversights essentially on the grounds that they do not know or do not recollect the alleviation activities effectively connected in the past or they can't anticipate the dangers brought about by certain venture confinements and qualities (Cabrera and Cabrera, 2005). Chance learning must be bundled and put away after some time all through venture execution for future reuse.

7. Platforms, such as Lotus Notes are giving offering managers an opportunity to attract and disperse information. HP, for instance, has shaped a K.M and is developing a Web-based knowledge management framework. The group seeks to develop up an assortment of management with applications not just for P.P.O. but for the organization as a wholel (Baloh, Desouza, and Paquette 2011). Overseeing learning in associations will prompt new issues even resistance by is regarded as hostility to knowledge management. As such, this can result into a free regular assets and shoddy work that may be depleted; the last undiscovered business favorable position is the information of individuals within an organization.

8. Maybe the most engaged, serious way to deal with KM is in the Product Processes Organization, which gives the organization's product categories with management initiatives in areas, such as buying, designing, showcase knowledge, change administration and ecological and security counseling (Badaracco,  2007). Product Processes has received many ways to deal with learning move before, including inventories of archives, digital and revised information pertaining to team members.  All these aspects are regarded as a progression of team members and continuous talks on change administration points. Recently, there had been no formal duty regarding KM in Product Processes. In any case, the management shaped a Knowledge Management Group. Its underlying contract was to catch and use learning of the item era prepare in the different HP divisions.

The team immediately built up a model of a Web-based information administration framework called Knowledge Links (Allee, 2007).  It is essential substance is learning about the item era prepare; the information may originate from an assortment of utilitarian points of view, including promoting, R &D., designing and assembling. The learning process with regards to Knowledge Links emanates from outside, yet a group of individuals may require incentives by distinguishing, altering and organizing the items and making it simpler to acquire and utilize. The P.P.O. Learning Management Group expects to build up an assortment of different administrations with more extensive applications for P.P.O. what's more, for HP overall.

 

Bibliography

Allee, V. 2007. 12 Principles of knowledge management. Training and Development, 51(11), 71-74.

Amayah, A.T. 2013. Determinants of knowledge sharing in a public sector organisation. Journal of Knowledge Management, 17(3), 454-471, doi: 10.1108/JKM-11-2012-0369

Ash, J. 2008. Managing knowledge gives power. Communication World, 15(3), 23-26.

Badaracco, J. L. 2007. The knowledge link: how firms compete through strategic alliances. Boston: Harvard Business Press.

Baloh, P., Desouza, K. C. and Paquette, S. 2011. The concept of knowledge. In: K. C. Desouza and S. Paquette (Eds.), Knowledge Management: An Introduction (pp. 35-71). New York: NY: Neal-Schuman Publishers, Inc.

Blackler, F. 2005). Knowledge, knowledge work, and organisations: An overview and interpretation. Organisation Studies 16(6), 1021-1046.

Bosua, R. and Venkitachalam, K. 2013. Aligning strategies and processes in knowledge management: a framework. Journal of Knowledge Management, 17(3), 331-346, doi: 10.1108/JKM-10-2012-0323

Byrne, R. 2001. Employees: Capital or commodity? Career Development International, 6 (6), 324-330.

Cabrera, E., and Cabrera, A. 2005. Fostering knowledge sharing through people management practices. International Journal of Human Resource Management, 16(5), 720-735.

Chan, K. and Liebowitz, J. 2006. The synergy of social network analysis and knowledge mapping: a case study. Journal of Management and Decision Making, 7(1), 19-35.

Chang, S. and Lee, M. 2007. The effects of organisational culture and knowledge management mechanisms on organisational innovation: an empirical study in Taiwan. Business Review, 7(1), 295-301.

Desouza, K. C. 2011. An introduction to knowledge management. In: K. C. Desouza and S. Paquette (Eds.), Knowledge Management: An Introduction (pp. 3-34). New York: NY: NealSchuman Publishers, Inc. Desouza, K. C. and Paquette, S. (Eds.) 2011. Knowledge management: An Introduction. New York: NY: Neal-Schuman Publishers, Inc.

Drucker, P. F. 2009. Knowledge - Worker Productivity: The Biggest Challenge. California Management Review. 41(2), 79-94. Drucker, P. F. 2006. What executives should remember? Harvard Business Review 84(2), 144- 152. Duffy, J. 2000. Knowledge management: to be or not to be? Information Management Journal, 34(1), 64-67.

Dul, J., Ceylan, C. and Jaspers, F. 2011. Knowledge workers’ creativity and the role of the physical work environment. Human Resource Management, 50(6), 715-734.

Du Plessis, M. 2007. Knowledge management and what makes complex implementation successful? Journal of Knowledge Management, 11(2), 91-101

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