tailieunhanh - ESSENTIALS of Knowledge Management.Essentials Series phần 9

Quản lý cũng xác định và sau đó chỉ định truy cập và sử dụng đặc quyền để thông tin trong hệ thống KM, thông qua cơ quan có thẩm quyền và là chìa khóa để giúp đỡ trực tiếp dòng chảy của nguồn lực trong việc thực hiện của hệ thống KM. | ESSENTIALS of Knowledge Management Primary Stakeholders The value of Knowledge Management to the primary stakeholders management knowledge workers and customers depends on the perspective of the individual stakeholders. For knowledge workers the value is in being empowered to serve customers more readily and completely and to interact more meaningfully with other knowledge workers. Knowledge workers whether front line knowledge engineers or knowledge analysts have much to gain and lose at the start of a KM initiative. As negative stakeholders knowledge workers can be replaced with technologies that enable fewer people to perform their jobs more effectively and efficiently. In other words one possible reward for contributing individual knowledge to the organization whether in the form of rules heuristics or flow charts of processes and procedures is to be downsized. 160 Economics One value of a KM initiative to individual knowledge workers is an opportunity to learn in structured corporate-sponsored seminars or formal university courses as well as in unstructured group meetings and communities of practice. An added benefit is that their value in the open labor market is usually enhanced. In most cases the increased value and empowerment of knowledge workers overshadows the plight of knowledge workers who find themselves downsized. The value of a KM initiative to management includes the ability to retain knowledge in the organization more efficient and effective knowledge worker education increased competitiveness in the marketplace and improved profitability. However when the number of employees involved in the downsizing is significant organized labor frequently becomes involved. In some cases preexisting organized labor contracts may limit the rate and degree of downsizing. These contracts may force the corporation to retain knowledge workers and distribute them to other locations in the corporation where they can be retrained and absorbed or downsized when the .