I1 investlgateCl the relationship between aspects 01 laIXlur turnover and reduction as Ihey Effective knowledge management hinder. The use of a questionnaire allowed the researcher to delve into the issues of specific issues that would not have been obtained using an alternative data collection technique.
CHAPTER ONE INTRODUCTION
Background Background to IBM
Basic Strategy and Change skills are reduced because 01 does not need strategic knowledge. Main strategy and ski change are decreasing because l13M (BGS) is decreasing by not filling vacancies.
Limitations 0 ltie Study
Interpretation literature on specific elements of taboo turnover' _These are listed in the questionnaire as mo1ivalion, relMliCMl programs, aflumative action, Iraining and dsveloprnenl and compensation: .. lnlerpretation literature on specific elements 01 downslzi"tf.. the queslion'n" lslllng, natural altliljon , internal •ranslers, procurement projects 10 external partners and skin differences due to changing market needs: .. ldenle knowledge management gaps by onc:lerslanding current competence)'levels 01 MC consultants; and. separate questionnaires were distributed among Sl the sub-dJvi.sIOfls in the S&C Suidwn Area. The results rrOil1 the queslionnai re'Alillcoollrrn Itle hypotheses,.
Chapter Outl n9 Chap/er One: Introduction
Introduct on
II involves sharing and reusing reaming so that the organization can quickly provide knowledge to other teams.
Implemnnting ~O'wll}dgo Management
- KnoWledge Protection
Once all knowledge sources have been identified, it is then possible to categorize internal and external factors that enable retention. EdvinssM and SulRvan (1996) Identify methods that can be used to address the problem or reduce poverty and reduce fraudulent use of knowledge resources.
Human Capital Prolecll'on - nvolves rnplementing legal contracls regarding
- Critical Success Facto . for Knowledge Preservation
- Labour Turnover
Oil lime, adjuslm€lnt5 WBra made 10 this theory. In 1920s, Elton Mayo suggested that Interr@lated liariables such as lighting, temperallJre, Jrequency of breaks, etc. Other theory such as Maslow (1954) proposed the "hierarchy of needs". which mnks hurrnan beings need rmm most 10 least impotant.
Develop strategic processes 101 changes which will be Implemented;
Set implemenlation goals and IJmelables;
- Training and Development Programmes
- Nall.lTaI attrition
- rnternalTransfers
- Outsoureing proJects to en mal p;lrtnlll'S
- P110l fUllng
Unfortunately, some of these actions, such as withdrawal or lack of cooperation, may not help the organization in the long run1~ {Noe 2000 p422}. Although this change is important as a cause of birth tumor, ~1I is not coooi(;\ (00 in thls sh.ldy beGe Because it was not. Since this papllr is localized only to IBM (BCS) slall berwoon levels 7 and 10. the age theory may not relevant because BCS does not recruit direct advisors from Iy universities - prior experience required.
Wegner (1993, P. 170) is concerned with sampling as he selects a representative sample of observations from a population to determine the characteristics (i.e. the population parameters) of an IOll "lclom variable under study". determine. The stralled sampling limitation cannot be applied to any of the other solution areas or to the broader IBM population. This data source was used during the exploratory phase of the study to develop the research problem and subsequent hypotheses. no CO peenrt in Sfae!;fc 'owledge, tools.
This chapter also discussed the reasons for using the Interview Questionnaire approach. It discussed the structure of the questionnaire and present participants in favor of the validity and reliability of the questionnaire. The interpretation_of the result is discussed where knowledge management and labor turnover literature is integrated with the actual responsibilities. Secllon A aus~stlons 1 and 2: What do you understand by the tamlS knolfl1rand management and knowledge preservation.
The gap between the knowledge that individuals have and what is available to everyone at the bases. CS4 11 is the difference between the current status quo or kriolfll1edge management and the ideal slatli.ls. Compared to the best prn.ctica. GPS3 A breach in knowledge acquisition in project management and other work practices is the retention or retention of this knowledge for later reuse.
Responses from Questlons 1 and 2ln QuestTonnafre
Respondents also made a clear distinction between these two concepts while retaining knowledge, while the process of achieving effective knowledge management is evident from these responses. The researchers consider knowledge management and knowledge retention as crucial for the success of companies. In any case, opinions are unequivocal on the fact that there is no clear strategy for knowledge management. 3 reflect that some respondents in this area believe that there is a clearly defined knowledge management strategy.
The detailed responses provided by Change aodProgramme Stralegy indicate a solid foundation for knowledge management concepts that reflect. eel III 'flgure 4.1.5. Steward (1997, plO) suggests that knowledge assets "exist and ate only worth cultivating in a strategy's oOfllext. The interpretation of results is discussed, where knowledge management and labor turnover are integrated with tile actual responses.
Please rank Ihe ilf\POrtaooe 01 lhese key knowledge tools according to ratlflQ scale (1 to 5)
- BookslMagazlnes
- Company Cultu re;
Interpretation of results - Figures 4.2.1 to 4.2.3 aOOve showed no difference in the meaning of structured ve rsoo unstructured knowledge, tools. Analysis: The responses to this question have been analyzed and presented in Figure 4.3 below. It is interesting as the Change and Stral.eQ¥ group have the lcrwesl skill gaps compared to.
Although ll1e Informat/cm technology consultants have the longest service history, they are the group that currently has the highest turnover and the second highest skflls gaps, after business strategy. PwC consultants within BCS do not have the same IT domain knowledge and skills as they do. 11 was also intended to find out whether respondents are familiar with the most important knowledge tools required for each solution.
3: What band are you currendy?
The only thing that gives an organization a competitive advantage is sustainability: what it knows, how it uses what it knows, and how quickly it can know something new. Therefore, the primary purpose of this question is to investigate whether the passion for effective knowledge management demonstrated at IBM (Global) is supported by the Business Consulting SE!lVces unit (IBM 008). There isn't much difference between the old groups, but the results are slightly skewed downward toward higher numbers, suggesting there is strong agreement between groups on the questions that are stuck. The main purpose of this search is therefore to determine which knowledge resources are taken into account for each solution area. Figure 4.6 (page 69) shows the knowledge tools developed in collaboration with senior partners, operational advisors and general BM educators on a solution area.
The 20 core knowledge tools listed in Figure 4.6 {page 69) have been shown as a benchmark against which to compare individual competencies. Respondents were asked to rank the importance of all core~knowledge tools (reflected in Figure 4.7.1 yellow bars), with 5 being the most important. The s(gnlflcant dlflerence In 'p' value calcutallons correlate with hypothesis and 2 whl<:!h indicate that core S&C ,~kllls decrease as<:au$Q inappropriate strategic advisory knowledge and that core S&C Si 'lis are weak nlshlng , becausedionsullDnlS are not imperative n required strategic knowledge tools.
ASSEOSSMENT
Hypothesis 2 is also accepted, which states that basic strategy and change skills are worse because consuls are not competent in the required knowledge 1001. Prusak (1997) (htlpJIw3.knowledge.raleig .ibm.comJarchiveslwhaUskm.htmt • internel 7) writes that knowledge management is an attempt to understand what is essentially human being hidden in the minds or indMdu and manipulate it into an organizational asset that can be retrieved. and ulWled. Malys: s: The answers to this question have been analyzed and presented in the interpretation section below.
The strong opinions gathered from the Hypothesis 4 questionnaire provide evidence that core strategy and change capabilities are declining as IBM (BCS) is downsizing. Skill inequality due to changing market needs takes a back seat, as shown in Figure 4.12. The impact of high inequality has inadvertently resulted in death. The graphical representation of the most important individual knowledge tools is an effective management summary and can be used to develop an IT training strategy while retaining existing consultants.
CHAPTER FIVE
Inu_1on
- Determlne the oot cause ot the problem
Esmb/t,sh formal This would imply that knowledge management should be included as a specific objective in the organization's strategy and business plans. His hypothesis is accepted because individuals are well below the core scores of knowledge instruments, as discussed in previous chapters. The findings in his research paper clearly showed that a link can be made between the elements of labor turnover and elements of wage reduction (such as (as described in this article) and knowledge management. The respondents have a high level of knowledge in the areas of both knowledge management and knowledge retention. They also made a clear distinction between the two concepts. This was clear from the answers. On the whole, consultants considered knowledge management and knowledge retention as critical or the success of the company. They also agreed with the statement that knowledge gaps in exl's willingness to strategy and change business, these findings contradict their strong views that knowledge management and knowledge retention are 'critical to business success. Establishing whether effective knowledge management can increase the effectiveness of organizations, and furthermore, these efficiencies and effectiveness (i1 arty) COULD be translated into monetary lerms. Studying knol'Vledge Preservatlon enablers - this would appear to examine whether changes in technology have resulted in changes in types 01. 1. -') marien 963) DJ :s.torn Vi ISM (Global Bus[necss Executive, geraadpleegd op 23 april 2004. flJtrp:llwJ.k.tl.OwlcdgIM1Jl~igb.ibm.c Ill,! rclli naIl km.htm!). Please rate these top2Q knowledge tools led as core or consultants in S&C (TeehnologyStJtate9Y and rmagement) SUb Soll.ltlon or consultants in S&C (TeehnologyStJtate9Y and rmagement) SUb Soll.ll.ltlon Area ._cll.ltlon. d) Efl[srprise Ardlitectura. 6, Please rate the top 20 knowledge beds rated as core for oonsullant.s in S&C Co. Please rate the top ZO knowledge tools 1identified as core virconSl,;Illants inS&C (Cihianae and Pr,oarsm Strategy) Sub Solution Area. Please rate your individual competence if you want to follow S'&C (Teehnol.ogy Strategysnd Management) knowledge tools. .. e Entemriss-Wide Solutions FEWSl I FinancialAccolJtlllnQ. Please rate your individual effort WJIh In the following S&C (Corporateand Busl_ss Stra!egy) knowledge tools. and Busl_ss Stra!egy) knowledge tools. 1", completely ignorant 4= very ,competent .. cl Bencnmarklno I . dl capitalM:ukalslAnllll1C8. Please rate your Ind.lvldulll competence with folklwlng S&C (Change and Program Stratem') knowledge tools.I CPSB)-
Studying knol'Vledge preservatlon enablers - this would lookal invootigatlng whether changes in technology have resulted in changes in the types 01
L SunderlanO JE
Marcl1 2004
Appe d·x 1
PART A; ASPECTS OF KNOWLEDGE MANAGEMENT IMPORTANT lOBCS
