Knowledge Management & Transfer Model
{Techniques and Forms}
Division of Personnel
Department of Administrative Service
State of New Hampshire
Introduction
This document is intended to help state agencies retain critical organizational knowledge. The goal of Knowledge Management is not to capture all knowledge, but rather manage the knowledge that is most important to the organization. It involves applying the collective knowledge and abilities of the entire workforce to achieve specific organizational objectives.
State agencies should feel free to adapt and use information and tools on the following pages as necessary within their organization. It is provided to be a starting point for sharing knowledge and experience, allowing those who remain with the organization to continue providing quality service.
Capturing and sharing critical knowledge and expertise should be occurring continuously among employees. In many cases, however, it is not and this need becomes pressing when a valued employee is preparing to retire or change positions. When an organization is considering implementing a knowledge transfer plan it is important to answer several
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by Gerard M Blair
In the management of a small team, the human factor is crucial to success. This article considers possible motivators and a simple framework for dealing with people.
When you are struggling with a deadline or dealing with delicate decisions, the last thing you want to deal with is "people". When the fight is really on and the battle is undecided, you want your team to act co-operatively, quickly, rationally; you do not want a disgruntled employee bitching about life, you do not want a worker who avoids work, you do not want your key engineer being tired all day because the baby cries all night. But this is what happens, and as a manager you have to deal with it. Few "people problems" can be solved quickly, some are totally beyond your control and can only be contained; but you do have influence over many factors which affect your people and so it is your responsibility to ensure that your influence is a positive one.
The first steps to becoming a really great manager are simply common sense; but common sense is not very common. This article suggests some common-sense ideas on the subject of great management.
The major problem when you start to manage is that you do not actually think about management issues because you do not recognize them. Put simply, things normally go wrong not because you are stupid but only because you have never thought about it. Management is about pausing to ask yourself the right questions so that your common sense can provide the answers.
Source: Journal of Strategic Marketing; Dec2005, Vol. 13 Issue 4, p275-291
Abstract: In today"s environment, companies of all sizes need to practice customer relationship marketing to gain a competitive edge. This is feasible if CRM becomes an integrated part of the marketing management paradigm. The paper suggests adding a fifth P to the marketing mix framework to seek such integration. The fifth P refers to profiling the customer. A managerial model of CRM is presented with propositions for future research on the subject
Source: Total Quality Management & Business Excellence; Jul 2006, Vol. 17 Issue 6, p669-684
Abstract: In order to manage public organizations strategically, both the strategic management and the total quality management theory indicates a limited number of "strategic ives or goals" to be defined. These ives, which have to be specific but qualitative statements of commitment, constitute the vital foundation for defining strategic targets, hence for action plans, resource a plans, and budget preparation. However, defining strategic ives through ad hoc processes usually do not result in an effective set of statements. Through our training and consulting experience, gained in the midst of a wide and strong wave of re-shaping of public institutions in our country, we have come to develop a structured process for defining strategic ives. In this paper, we first review the strategic management literature in general, and with regard to methods for defining "the right" strategic ives. We then introduce a workable process that is participatory, creativity enhancing, and consensus building.
Source: Technology Analysis & Strategic Management; Jan2007, Vol. 19 Issue 1, p.69-81
Abstract: This paper outlines a framework that links knowledge strategy and knowledge capabilities in a similar way as prior studies for the more generic concepts of strategy and capabilities. Existing theory in knowledge strategy is fragmented and focused on competitive positioning. We utilize concepts of good strategic management and the theory of the firm to place knowledge strategy on a more theoretically sound basis. This expands knowledge strategy beyond competitive positioning to include internal organization and the boundaries of the firm. This expanded view of knowledge strategy is compared to a conceptualization of knowledge capabilities that focuses on different capabilities for internal, collaborative and competitive situations. Using this perspective highlights the interconnection between knowledge capabilities and knowledge strategy—they are often jointly determined. It also provides a basis for integrating competence- and knowledge-based views of the firm in an empirically testable model. Suggestions for further research are proposed