8 jamadilakhir / 22 may 2010

Tarikh ini, 8 jamadilakhir secara official nye aku telah.....jeng jeng jeng...bukan bertunang, bukan berkahwin, taaapiii..... berusia 24 tahun mengikut bulan Hijrah..hehe..mula2 ingat nk wt2 bese je..cm bese la jln2 shopping mall sume..tp turn out jd benda lain plak..unexpected things happened and soo coincidence..begini ceritanya...
1-bgn pg suh budak2 mandi [my sis n her fwens dtg umh]
2-kol 10 gerak g makan kt hakim lama
3-bergerak menuju ke times square
4-smpai TS beli tiket wayang tgk Shrek [setakat ni biasa lg]
5-abis tgk Shrek jln2 pusing TS terjumpa lak game arcade. Masuk dlm tu kunun2 nk cri tmpt karaoke. Tp xde.. =(
Xpela..terjumpa perkara yg lebih menarik..hehe main2 shoot2 bola cm basketball@netball tu..mula2 main combine ngn Fahim dpt markah OK2 la..pastu Fahim decide nk battle ngn aku..wahhh krn tak mau kalah aku pn bersetuju.. Dan keputusan.......... Aku menang!! YAAAYYY!! Dgn perbezaan mata 118-107...hoho..sudah bermula hariku yg menggembirakan...
6-pas abis tu kitorg pusing2 TS lg..boring dow tggu adik g wat spec..
7-dalam kol6 cmtu tbe2 dpt msg >anda berjaya mendapatkan 2 keping tiket utk menyaksikan AF8 di Stadium Putra Bukit Jalil mlm ini.. what the gucci??!!
8-mula2 excited cz dpt gak tgk AF final..pastu cm pening skjp cz baru teringat budak2 nk sumbat mane??tiket 2 keping je kowttt!!
9-bincang punya bincang akhirnya kami decide utk bwk je bdk2 g BJ
10-smpai kt BJ, g la usha2..pastu x semena2 ada la sorg makcik ni offer tiket..ape lagi..ktorg rembat la 4 keping..huhu
11-budak2 dah g beratur nk masuk stadium.. aku ngn fahim still tggu tiket free x smpai2..tgh dok tggu tu ada plak org offer tiket lg.. kali ni seat depan sket..ktorg rembat lg..dpt la 5 keping.. cepat2 suh budak2 g seat yg lg better tu..
12-kol8.30 aku n fahim msuk stadium stlh mendapati tiket free tu utk upper tier [free seating,tgkt yg plg ats] sdgkn dlm tgn kami ade tiket yg lebih bgus..huhu
13-menonton AF8 dgn gumbiranya sbb dpt seat yg view best.. Pengalaman yg x dpt dilupakan..
I LIKE!! mwahaha



[oleh sebab internet lembab n asik DC je,tiada gmbr yg dpt dimasukkann...#$%^~!@)]
Otey..Shabar2..

Tutorial 11 - Knowledge Management

Briefly explain any THREE challenges faced by the public sector in implementing KM.

There are several challenges that can be found when an organization implement KM such as cultural issue, management challenges and who should share what issue.
Firstly is cultural issue. Knowledge culture is very important in an organization. Through this we can see the clearly the practice of KM that they implement. Culture is one of the important factors that allow the process and flow of information and knowledge in organization. Having a culture of knowledge is not a problem but it is a problem when an organization does not practice KM in their organization. A culture can be defined as a values or behavior that possess by its member in organization. The environment of knowledge culture is the most important thing because without it knowledge that owned by someone cannot be disseminate equally to others and thus an organization cannot be called as organization learning.

Secondly is a management challenge. Management challenge is another challenge for public sector to implement KM. management challenge can be seen from its infrastructure, objectives, and goals and so on. The process can be done when its organization allow the process of KM but when the organization do not support KM then the people within the organization cannot practice KM. For example infrastructure, infrastructure like technology is important tools that enables knowledge process but when organization do not provide these kind of tools then KM cannot be done.

Lastly is who should share what issue. In this issue the organization dealing with all people within the organization. Some people they might have the same knowledge with the others and might have different. This is the reason why we need people to share they knowledge so the others would adopt it and learn. The challenge comes where the people do not know what they need to share, how and so on. in addition most of the people do not know how they can practice knowledge process in their working environment. This challenges must be overcome so that knowledge management practice can be successfully implemented in organization and increase efficiency in their organization.

Tutorial 10 - Knowledge Management

Question 1:
State the differences between personal mastery and team learning.


Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeking reality objectively. It goes beyond competence and skills, although it involves them. On top of that, personal mastery is also the discipline of aspiration which involves formulating a logical picture of the results people most desire to gain as individuals, alongside a realistic assessment of the current state of their lives today.

However, learning team is the process of aligning and developing the capacities of a team to create the results of what its members truly desire. It builds on personal mastery and shared vision-but these are not enough. People need to be able to act together. When teams learn together, not only can there be good results for the organization, members will grow more rapidly in comparison to a different situation. The discipline of team learning starts with dialogue, which means the capacity of members of a team to delay assumptions and enter into a genuine thinking together.

Team learning is a discipline of group interaction. Through techniques like dialogues and skillful discussion, team learning transforms their collective thinking, learning to muster their energies and ability to be greater than the sum of individual members’ talents.



Question 2:
Distinguish between mental model and shared vision.

Mental model is the deeply ingrained assumptions, generalization, or even pictures and images that influences how we understand the world and how we take action.

The discipline of mental models starts with turning the mirror inward such as learning to reveal our internal pictures of the world, to bring them to the surface and hold them carefully to inspection. It also includes the ability to carry on educational conversations which balance between inquiry and encouragement, where people will expose their own thinking effectively and make that thinking open to the influence of others.

Mental model is a discipline of reflection and inquiry skills in which it focused around developing awareness of the attitudes and perceptions which influence thought and interaction. By continually reflecting upon, these internal pictures of the world, people can gain more capability in governing their actions and decisions.

Whereas, shared vision is the practice involving the skills of revealing shared pictures of the future that cultivate genuine commitment and enrolment rather than compliance. In mastering this discipline, leaders will learn of counter-productiveness of trying to dictate a vision, no matter how heartfelt.

Such a vision has the power to be uplifting and at the same time will be able to encourage experimentation and innovation. Crucially, it is argued that this vision will also foster a sense of the long term.

Shared vision is a this collective discipline which establishes a focus on mutual purpose. People can learn to nourish a sense of commitment in a group or organization by developing shared images of the future that they seek to create, and the principles and guiding the practices by which they hope to get there.

Tutorial 9 - Knowledge Management

QUESTION 1(a)

What are the TWO strategies of KM? Describe any TWO differences of the strategies.

There are two types of strategy in knowledge management which are codification and personalization. Both are the approaches are important for knowledge management in mapping the business strategy so that the organization can align their business goal and the knowledge management functions.

Personalization is an approach or strategy which focus on connecting the workers through networks and is better suited companies that face “one – off” problems that depend more on tacit knowledge and expertise. In other words it can be explained that personalization is a strategy which concentrate on people to people. According to Hanson, personalization approach provides creative, analytically accurate advice on high level strategic problems by channeling individual experience. This tacit knowledge owns can be shared or transfer through brainstorming, teams projects, storytelling and so on. This practice can be used when the knowledge are hardly codified into explicit.

Codification is another strategy in knowledge management. Codification different from personalization because this strategy requires the usage of technology which enables storage, indexing and retrieval. This strategy can be used by company that repeatedly deals with similar problems and decisions. Codification typically includes databases of information, previous reports and presentations. The knowledge workers’ experiences and knowledge are stored in documents, either in hard copy or electronic soft copy. The knowledge is not connected to a specific person and reused for multiple projects. This idea of reuse economies is critical to codification strategy and its role in creating large revenues.

There are several differences between these both strategies. Firstly is in terms of role of IT in the company work process. As been mentioned, personalization strategy did not require much usage of IT in the process because it requires more the expertise’s tacit knowledge which can be shared by only few people who are needed by the process. Some of the knowledge or the idea or expertise cannot be easily shared because it contains of valuable information that only can be use by certain people in the company. Therefore, the usage of IT is not requiring. However, some of the basic function of IT such as email, Lotus notes and so on are needed to encourage communication among the people within the organization. Codification is different with personalization which it require more IT usage rather than personalization. IT is the primary enabler and this can be relate with the objective of this strategy which is to connect people distributed across the enterprise with codified knowledge such as report and documentation that can be reuse. The usage of IT in this strategy will enable the people to retrieve the knowledge and at the same time they can learn new knowledge through IT as an enabler of the knowledge management function in the organization.

Secondly is in terms of the knowledge exchanged and transferred. In the personalization strategy, the function of knowledge can be transferred through person to person that are within the organization. This encourages the sharing of tacit knowledge. For example in MARDI, the senior researcher will have a session that is called “tutor” session with the junior researcher so that the senior can share their tacit knowledge especially their valuable experiences that they gain. This is how they transfer and share the knowledge. However in the perspective of codification strategy, since IT is the based function in this strategy, therefore, the people in the organization will use the tools used by technology in transferring the knowledge. This including refer to a document that is best practice included in the databases that can store the data and in the database, the data will be stored and collects the codified knowledge and all people in the organization can use it and sharing.

QUESTION 1(b)

Explain briefly with examples of company that you are familiar with: Exploration and Exploitation strategies.

Exploration and exploitation are the two level of assessing knowledge gap in the company. In order to balance personalization and codification, the company must balance the level of exploration and exploitation. Exploitation and exploration must be undertaken simultaneously in order to achieve success.

Exploration is the intent of the company to develop knowledge that will help to create new niches for its product or services. Exploration includes things captured by terms such as search, variation, risk taking, experimentation, play, flexibility, discovery and innovation. For example Toyota, as we know Toyota is one of the automobile companies which implemented successfully knowledge management system in the organization. As been mention, exploration is an intent for the company to develop knowledge for its product and services. In the context of Toyota, this company develops its own researcher’s team which will study and do research on new technology regarding automobile, new innovation, idea and so on. They are the risk taker. For an instance the idea of hybrid car technology was first initiated by Toyota and later joined by other company such as Honda. They search the technology and create it as a new innovation.

Secondly is exploitation. Exploitation is the intent which to focus on delivering financial and productivity gains from knowledge that are already exist both inside and outside of the organization. The organization must achieve simultaneously exploitation which can result in short term benefit and exploration which accumulates to a long term benefit. Another way is through integrating external knowledge into the KM strategy. . Exploitation includes such things as modification, choice, production, efficiency, selection, implementation, and execution. Through the same example, Toyota implements this in their organization. For example, the performance of Toyota has been increased through the concept of Toyotaism which encourages more teamwork in the organization. As a result the members of the group are self disciplines, the production constraints ser by management are internalized in each worker as share of the total work for that group.the group exercises pressure on each of its members; if a member's work falls below standards the group forces them to increase their contribution by threatening isolation or even rejection from it.

QUESTION 2(a)

Search in the internet any TWO examples of metrics which is commonly used in KM project.

In order to measure whether the organization able to meet the objectives or not, KM effort need to be evaluated. The objectives can be in term of financial (ROI) or competitive position. KM evaluation is synonym to metrics. Metrics is a mechanism to measure something and in this case, it is KM activities. The two most common metrics being used in organizations is benchmarking and balance scorecard.

Benchmarking is a measurement of the quality of a firm’s activities including policies, products, etc., and their comparison with the best-in-class firms. The objectives are to determine what and where improvements are called for, how other firms achieve their high performance levels and use this information to improve the firm’s performance. As in knowledge management, benchmarking is an undertaking of companies that aim to emulate the way things are done best anywhere, within or outside the firm, industry or sector. Benchmarking is seen as an important aspect in Knowledge Management. It helps in understanding where the organization features in comparison with other organization's in the industry with respect to knowledge, competency and capability which helps in the growth of the organization.

Balance scorecard is a technique to maintain a balance between long-term and short-term objectives, financial and non-financial measures, and leading indicators and between internal and external perspectives. Basically balance scorecard is used for translating vision and strategy into actual goals. It is also can be used to evaluate the impact of KM system on four complimentary criteria that are translating the KM vision, communicate and link, business planning, and learning and feedback.


QUESTION 2(b)

Identify any TWO advantages of having metrics in KM implementation

In evaluating the KM system, it is important for organization to select the right metrics as wrong selection of metrics can bring negative effect to organization. Metric, when applied to knowledge work or in general, are vulnerable to some common traps such as the consequences of delayed rewards. However, metrics also bring advantages to the KM implementation to some extend.

The good metrics will help organization to define the KM success. As we know, metrics are measurement being used by organization to evaluate their past performance. It will tell whether the organization is able to achieve its goals or not. By doing so, the KM implementation will going smoothly and organization may able to define the success of its KM implementation.

Metrics also can serve as early warning signals for future problems. It also can signal any future opportunities of an organization. This is because, metrics will measure the current situation of the organization and therefore it can detect anything which is not align with the objectives of the organization. It also can detect anything which may give threats to the organization. Moreover, metrics can signal any opportunities that organization may take advantage on. By doing this, they can increase their performance and ensure that their KM implementation is on track and benefits everyone in the organization.

Tutorial 8 - Knowledge Management

Tutorial 8
1. Describe any FOUR criteria to be fulfilled by a person to be a CKO.

CKO or Chief Knowledge Officer is a person who organizes processes design for knowledge management that is the process for creating new knowledge, distribute existing knowledge and applying what is already known. A CKO also have to integrate the knowledge management by embodied knowledge management in the routine task and activities of firm employees. There are several criteria that must be fulfilled before a person want to be a CKO

Firstly, is they must themselves believe in what they say. This must be posses before they want to be a CKO. Since a CKO is a chief of knowledge officer therefore it is very important for a person to have faith and believe in themselves in what they act and say. A CKO want other people to follow and listen to what they say. If they don’t believe and don’t trust themselves so they cannot convince others. They also must behave on what they say or in other words “walk the talk”. They must become a role model. Without trust, confident and faith they cannot convince others to listen and follow a person because they want to bring a new thing and make it as a norms of an organization. So they must have this requirement.

Secondly, a CKO must have a strong leadership position that almost everyone on the team accepts. This doesn’t mean that a person which doesn’t have strong leadership position cannot become a CKO but it is an advantage to those who have strong leadership position to get attention by the employees. Mostly, people will obey and listen to those who have position. They can attract the attention of other easily. For example, if a secretary introduces a filing system where all the data will be stored in the system maybe her closest friend will follow but not all the employee. However, if the top management introduce it, the system immediately become a rules and regulation and the implementation can be support with training and so on which encourage more people to follow.

Thirdly is a person need to be thoroughly convinced of the worth of the project. Since the task of the CKO is to articulate knowledge management program like by making sure that the employee will aware of the nature and value potential of knowledge. This is another requirement that must be fulfilled before a person able to become CKO. Through strong leadership position it actually helps a CKO to convince the worth of some project to the employee. For example, through an introduction of concept of implementing knowledge management concept, it will help the organization to maintain their knowledge asset so it is important for the CKO to convince this to the other employee like explain to them the future and the advantage and disadvantages of the implementation. Communicate the project to employee thoroughly on what the effects of implementing it for the future of the organization and so on. Therefore people will follow.

Lastly is must have a clear idea of the bigger picture of where knowledge leveraging should take the company. Before become a CKO want to educate and communicate to the other on knowledge information, oneself must first know and get a clear picture on something. This can be relate with the first requirement which is before they want to convince other they first must have a bigger and clear picture on where knowledge could bring the company. The idea must be translated accordingly. They must know the vision and mission and whether the knowledge idea align with the goal of the company. Through that a CKO can convince and make others believe in them. Moreover, if there were any question and if they feel it is too complicated then it can be explain clearly.


Q2. As a manager, how can you develop and nurture CoP in your organization?

CoP or Community of Practice is a term which defines a group of professionals informally bound to one another through exposure and embodying a store of knowledge. As a manager, they can nurture and develop communities of practice in the organization.

Firstly is through legitimizing participation. CoP can be supported by recognizing the work of sustaining them for example by giving members the time to participate in activities and also creating environment which encourage and the value of the communities being acknowledged. The term community of practice itself can reflect a positive impact for an instance by giving people an opportunity to talk about it and their participation in the organization.

Secondly is by being attuned to real practice. Some of the practice of knowledge not only must be done according to the theory or by the book but sometimes it must be done through the real practices which exist in the organization. For example, when a department combines their service to the other department and they can combine their expertise and knowledge. Here is where a process of leveraging the knowledge occurs and they can be achieving competency much faster. Most of the knowledge practice is already present in the company and through the community of practice is the best place to start leveraging knowledge.

Lastly, is providing support. CoPs mostly are self sufficient but they also can benefit from other resources like experts, meeting facilities and so on. They can help to nurture CoP by provide guidance and resources when needed, include the right people in the group or team and also encourage them to move forward with their agenda and remain focused on the cutting edge.

Tutorial 7 - Knowledge Management

TUTORIAL 7

Question 1:
Differentiate between IT based knowledge sharing tool and non-IT based knowledge sharing tools.

Knowledge sharing is one of the basic crucial process of knowledge management. It is the saring of knowledge or transfer of knowledge between one party to another. There are two types of knowledge sharing tools namely, it based-which is based on technology and also non-it based which is the more traditional method of knowledge sharing.



Q 2.What do you know about corporate storytelling

Corporate storytelling is a way of gaining recognition as a mechanism for sharing knowledge and learning. Storytelling regarded by Gabriel (2000) as ‘an art of weaving, of constructing, the product of intimate knowledge’. It is the narration of experiences which have taught significant lessons. It enables others to learn, make sense of their world, explore decisions processes and mobilize their own efforts and potential. Corporate storytelling is one of the non IT based tools in knowledge sharing. According to Snowden, effective communication needs a story to be told in a convincing way and telling stories, be they fact or fiction, is a powerful way of stimulating Interest. It is believed that storytelling is one of the most powerful techniques in transferring knowledge towards one person to the other. Storytelling can increase the potential for knowledge sharing in the workplace. The important knowledge can be easily transferred when human engaging all their senses to imagine something and this will enable the knowledge to be easily transferred and can be remembered. Storytelling enables other to learn. For example the storytellers will share with them by story to them how the things being done and so on. This will encourage them to think at the same time memorizes and the knowledge and information can be stored by the listeners.

Q3. What are the advantages of practicing corporate storytelling?

There are many advantages in storytelling. Storytelling not only a way of communication but also it links the knowledge. Storytelling in knowledge management is used as a technique to describe complex issues, explain events, understand difficult changes, present other perspectives, make connections and communicate experience. Stories are useful in knowledge management because people learn things easily from stories enabling the externalization of tacit knowledge.

Firstly, storytelling can develop trust and commitment. Stories can communicate the competencies and commitment of oneself and others. For example, when the storytellers tell a story of personal experience, they also expose their commitment on the issue as well as show their trust and willingness to be open to the other regarding their experience. Therefore story about the organization and management can convey information about the organization’s trustworthiness towards the employees which can strengthen employee commitment.

Secondly, through storytelling it can also generate emotional connection which allows for the expression knowledge that might otherwise be difficult to share. According to Denming, stories have the inherent capacity to engage our emotion because they are about the irregularities in our lives, about things and situations that catch our attention by being different from what is expected. It helps the listener to understand it better and at the same time they can think if they were in the same situation and also simultaneously teach them on how to react towards certain situation and how they can respond towards it.

Thirdly, storytelling enables a more efficient of sharing tacit knowledge. It helps to solve difficult problems quickly. Tacit is the knowledge that is very hard to explain because it is in the mind of the knower. But through storytelling it helps to communicate it to the listener. They will put it in a situation and how they react towards it. Through that the listener will know and learn. Moreover, as been mentioned earlier, a complicated knowledge can be easily taught if it can be communicate through emotions and commitment and trust.

Tutorial 6 - Knowledge Management

Tutorial 6

Q1.How to develop further human capital in your organization?

Intellectual capital is the group of knowledge assets that are attributed to an organization and most significantly contribute to an improved competitive position of this organization by adding value to defined key stakeholders (Marr and Schiuma, 2001). In other word, intellectual capital refers to groups which have as many assets as possible to gain competitive advantage. IC will allow an organization to add a value. There are 3 classifications of intellectual capital that are human capital, customer capital and structural capital.

Human capital can be defined as the knowledge, skills and experience that employees take with them when they leave. Some of this knowledge is unique to the individual or some may be common. Human capital can be developed in many ways.

Firstly is building them. Human capital can be build for example through the existing of community of practice (CoP). CoP is a group of professionals that are informally bound to one and another through exposure and embodying a store of knowledge. For example, when they make a discussion during lunchtime in order to solve problem can be called as human capital development because at this time they engaging their brain together and combine their knowledge in solving a problem. Human capital also can be developed by nurturing and recognize what are their importance in the organization. For example, through giving guidance during meeting session, provide support in their activities and also provide technology that will encourage them to learn continuously and so on.

Next is by own the human capital by creating a membership of communities. By own the human capital this means that the capital only own by an organization and this community cannot share their ability to other organization through membership. For instance a group of research and development own by a single organization and they work privately for them. For example Honda have their own R&D employee which they will make a research on new technology for Honda automobile only such as a research on Hybrid technology. So only Honda will have a capability of building a hybrid car and not the rival company like Toyota, Hyundai and so on. To encourage this team, they will be provided by compensation and control so that they will feel motivated and they were paid for every idea that was created by them and also beside that there is a control by the top management so that the idea will not be known to others. As a result they will feel appreciated and feel that they are valuable assets to the organization.

Question 2: Select one specific organization to demonstrate the plan.

The organization that we had chosen is Honda. This is because Honda is one of the most popular companies in the automobile world.

The first plan is training and development, Honda encourages career growth by providing training and development opportunities to regular and also full-time associates and members. Honda offers training such as company sponsored training, outside training and also educational assistance to all. In company sponsored training. This is because training and development is essential to the growth of career development and with this, the organization will be able to improve its human capital quality and productivity. The Associate Learning & Organizational Development Department uses a Web-based-learning management system to administer associate learning, whereas, other training programs offered outside the company may be approved for an associate if the training directly relates to the associate's current position. Financial reimbursement is available for job-related and business-related degrees, as well as certificate, technical and vocational programs.

The second plan is by creating a membership of communities by maybe organizing a seminar or having a group thingy going on. This is because the members of this community will only share the knowledge and capabilities among the members of this community only. For example Honda have their own R&D employees which will be responsible to do any researches on new and latest technology for Honda automobile such as the research on Hybrid technology. This is so that by having this latest patent of technology; Honda will be able to move further without having to worry that the members of its community will leak this new technology to others such as Toyota or others. To encourage this team, they will be provided by compensation and control so that they will feel motivated and they were paid for every idea that was created by them and also beside that there is a control by the top management so that the idea will not be known to others. As a result they will feel appreciated and feel that they are valuable assets to the organization.

The final plan that was done by Honda was providing resources or to make available any resources which are required by its workers. This means that Honda will try and obtain all these resources such as supplies and raw materials from the suppliers regardless of whether the supplies are locals or imported. This is actually to provide and show their support towards their members and workers and so that Honda will still be able to be recognized as one of the car pioneer in the world. By making the people happy, the end result for the company will also make the company happy.