Sunday, March 3, 2019

Components of Knowledge Systems

Components of a Knowledge centering System A Knowledge solicitude System (KMS) refers to all a technology-based or non-technical interconnected group of functions t lid book behaviour t chapeau enables or facilitates either (or a combination of) the discovery, capture, integration, share- expose or delivery of the intimacy undeniable by an geological formation to meet its objectives. It can comprise a resolve of a Knowledge solicitude possible action or strategy to purify the public utility of an shapings intellectual capital. A knowledge focus organisation is in herently a soft open formation. This means that boundaries are permeable and difficult to position.What may be useful to one mortal in one part of an organisation may be unserviceable to someone else in another department. Any knowledge management initiative moldiness in that respectfore establish clear achievable goals that deliver benefits to the organisation, or a sub-set of the organisation, and tak e into account user and stakeholder collectments. The key principle is that it moldiness be useful and solve a problem. A successful knowledge management formation is founded on a clear understanding of ? ? ? ? ? what the organisation considers to be organisational knowledge what the organisations knowledge goals are here knowledge resides in an organisation, and its form what knowledge components must be managed and at long last the absolutely central role of plenty in any corpse. The inborn components of a Knowledge Management System can be seen in the model at Figure 1. Figure 1. Components of a Knowledge Management System The following table describes the components of a KMS. Component Description 1. system A KMS should be part of a strategy that identifies the key inevitably and issues within the organisation, and provide a framework for addressing these. 1. 1. ProblemA problem or prospect facing the organisation carrys to exist. W hat particular worldview justifies the being of a KM system? (What point of view makes this system purposeful? ) 1. 2. Purpose / objective A KMS should have an explicit Knowledge Management objective of some type such as collaboration, sharing sizable practice or the like. 1. 3. Policy Any KMS should be linked to an organisational constitution 1. 4. Governance Any KMS must be managed properly and a governing body framework that articulates roles and responsibilities is a necessary part of a KMS. 1. 5. CultureThe coating, values and beliefs of the people within an organisation affects the way in which they may be pervious to a KMS. 1. 6. Risk W hat are the risks within an organisation to the success of a KMS? 2. Actors People are central to any KMS and there are different participants with differing backgrounds and experiences. There are a number of roles to cover out a range of activities involved in an effective KMS. 2. 1. proprietor W ho owns the course process and has the authority to abolish this system or change its measures of performance? 2. 2. Source W ho/what before long holds the knowledge and where does it reside? . 3. Clients W ho are the beneficiaries of this particular system? (Who would benefit or suffer from its operations? ) 2. 4. Managers W ho is amenable for implementing this system? (Who would carry out the activities which make this system work? ) 2. 5. Enablers W ho else inescapably to be involved to make the knowledge system work such as IT administrators or HR support stave 2. 6. Boundary Spanners Those people who connect workgroups in the organisaiton 3. Infrastructure Most KMSs willing require some form of infrastructure to enable the system to function. 3. 1. FacilitiesW hat facilities are demand to support the KMS function? 3. 2. Equipment W hat equipment is required to enable the KMS to function effectively? 3. 3. Repositories W here will the KMS storehouse any information or knowledge? 3. 4. Instruments There may be a series of instruments, tools or templates required to support the capture, creation and sharing of the corporate knowledge . This might also include directories, taxonomies or ontologies. 3. 5. software product Any software solutions that enable or comprise the KMS 3. 6. Networks The social or electronic networks that enable a KMS . 7. Hardware Is there are requirement for any additional hardware 4. Functionality KMSs are developed to support and get up knowledge-intensive processes, tasks or projects of e. g. , creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, transfer, distribution, retention, maintenance, refinement, revision, evolution, accessing, retrieval and last but not least the covering of knowledge, also called the knowledge life cycle. 4. 1. LogicA KMS may be based on some underpinning logic or conept 4. 2. championship rules Any system requires business rules to control the operation of the system . 4. 3. Transformation W hat transformation does this system bring about? (What are the inputs and what transformation do they go done to become the outputs? ). There should be an transformation mode identified socialisation Transfer / sharing Externalisation Knowledge capture Combination Business Intelligence Internalisation Knowledge Delivery 4. 4. Integration Does the KMS pick up to merge with any other system? 4. 5. TailoringA KMS should sense the response of the client to the user of the KMS and preferably be able to adjust the mode, complexity, put in and extent of the interaction being experienced by the client. 4. 6. Administration W hat arrangement is required in order to support the KMS? 4. 7. Reporting W hat reporting is required to support the management of the KMS? 4. 8. Procedures W hat processes need to be documented into procedures to be able to apply appropriate controls and management to support the KMS? 4. 9. means Management W hat heart and soul ma nagement functionality is required to support the management of the KMS? 5.Delivery 5. 1. Mode Any KMS requires the delivery or facilitation of knowledge or a knowledge management service. Synchronous technique corresponding Time, Same Place asynchronous Technique (AT) Different Time, Same Place Distributed Synchronous Collaboration (DSC) Same Time, Different Place Distributed Asynchronous Collaboration (DAC) Different Time, Different Place 5. 2. Facilitation A KMS must have an interface where people interact with the system. This could be a facilitator or employ technology via Visual, Audio or Experiential/tactile modes to facilitate the interaction of the user/client with the system. . 3. Style The effectiveness of a KMS can be enhanced through the adoption of a style that is consistent with the culture of an organisation. Style sends important messages to a client about the KMS. 5. 4. Techniques Delivery of a KMS may require the application of skills and techniques in orde r to be successful. 5. 5. portal Control A KMS should identify and target clients to enable appropriate strength and lock out inappropriate personnel. 5. 6. Accessibility A KMS needs to be accessible to people with physical restrictions or a disability 5. 7. PersonalisationA KMS should be able to be personalised to suit the client 6. Content somewhat KMS will hold means to enable the system to function. 6. 1. Lifespan Content may be static, dynamic or compiled on the fly (mash-up) 6. 2. Authoring The capacitance within a KMS needs to be effectively authored/prepared in a form that is usable to the client 6. 3. Publishing A print process and model needs to be in place to discharge and control release of content 6. 4. Validation and referencing of Source Content needs to be obtained from authentic sources and the sources need to be identified and verifiable. 6. 5.Stewardship of the content self-will/stewardship of the content is important as a management process to moderate t he effective delivery and utilisation of the KMS 6. 6. Review and modify Any content held by a KMS should be subject to a review and update protocol. 6. 7. Security Any classified content held by a KMS must be adequately protected. 6. 8. Taxonomy Content held by a KMS may need to be sorted into an appropriate structure to enable easy discovery and use. 6. 9. Catalogue Any content held by a KMS may require cataloguing in order to better manage the information. 6. 10. Version ControlAny content held by a KMS should be subject to version control. 6. 11. Disposal Any content held by a KMS that is no longer relevant or cute should be disposed of. 7. Continuous improvement A KMS should be on a regular basis reviewed to ensure that it is meeting the objectives identified in the strategy and requirements. 7. 1. Feedback Feedback on the utility of a KMS is important to identify issues that need to be addressed. 7. 2. Performance management A Performance Management sub-system should include Indicators, Levels/Measures, a collection process, psychoanalysis and reporting. 7. 3. Review and AuditThird party review or audit of the effectiveness of a KMS may be appropriate. 7. 4. Benefits Realisation Management of the KMS is required in order to ensure that the benefits are being realised and the organisation is achieving the objectives it set out to meet in the development and implementation of the KMS. References and Further Reading Durant-Law, G. , The necessity Components of a Knowledge Management System Knowledge Matters. Available at http//www. durantlaw. info/essential-components-ofknowledgemanagement-system Langton, N & Robbins, S. (2006). organisational Behaviour (Fourth Canadian Edition).Toronto, Ontario Pearson Prentice Hall. Maier, R (2007) Knowledge Management Systems Information And Communication Technologies for Knowledge Management. 3rd edition, Berlin Springer. Shelley, A, The Organizational Zoo Resources. Available at http//www. organizationalzoo. com/ resources Snowden, D, Cognitive Edge. Available at http//www. cognitiveedge. com/blogs/dave/2009/09/defining_km. php Standards Australia, AS 5037-2005 Knowledge management a guide Tiwana, A. , 1999. Knowledge Management Toolkit, The pragmatic Techniques for Building a Knowledge Management System, Pearson Education.

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