Lecture 2

Question 1

Knowledge work definition

Answer 1

Managing knowledge work is less about direct control and capturing of knowledge in machines and/or systems.

It is more about providing an enabling context that supports the processes and practices of applying knowledge for specific tasks and purposes.

Question 2

Knowledge intensive firms structure characteristics (3)

Answer 2

• Loose
• Informal
• Flexible

Question 3

Why do people join groups/teams? (6)

Answer 3

• Security
• Status
• Self esteem
• Affiliation
• Power
• Goal Achievement

Question 4

Tests to determine if a team is necessary (3)

Answer 4

• Work complexity
  (can it be done better by more than one person?)
• Common purpose
  (Does the work create a common purpose for the participants?)
• Interdependence
  (Are the group members interdependent?)

Question 5

The (negative) nature of teams (3)

Answer 5

• Conformity (adaption of attitudes, beliefs, behaviours to group norms and values. Can be good or bad)
• Group think (desire for group harmony, reaching decisions without critical evaluation to minimise conflict)
• Social loafing (spending time in an aimless, idle way. Wasting time)

Question 6

Knowledge management definition

Answer 6

The effective learning processes associated with exploration, exploitation and knowledge sharing (tacit and explicit) that use appropriate technology and cultural environments to enhance an organisations intellectual capital and performance.

Question 7

Main knowledge management processes (2)

Answer 7

• The codification strategy

- The personalisation strategy

Question 8

Codification strategy (4)

Answer 8

• Stores information and knowledge in data files
• Converts implicit knowledge to explicit (expert systems)
• … in order to make knowledge independent of people
• Information technology is vital (expert systems, info systems, networks, search engines)

Question 9

Codification strategy deficiencies (3)

Answer 9

• Difficult to codify all relevant knowledge
• Hard to predict what knowledge is or will be relevant
• Knowledge management systems do not fit into daily work

Question 10

Personalisation strategy (3)

Answer 10

• Master-Apprentice relationships
• Knowledge brokers
• Communities of practice

Question 11

Personalisation strategy challenges (2)

Answer 11

• To transfer knowledge to the organisation

- Limited use of ICT (only for email and references)

Question 12

Why is creativity important? (3)

Answer 12

• Vital for organisational survival
• To overcome rapid market changes
• To ensure a company’s advantage in the market place

Question 13

What is the building block of organisational innovation?

Answer 13

Individual creativity

Question 14

Principles of learning (4)

Answer 14

• Goal setting
• Behaviour modelling
• Practice
• Feedback

Question 15

Organisational culture definition (3)

Answer 15

A common perception held by an organisations members, a system of shared meaning.

Each organisation has a unique culture based on the values and principles displayed by leaders

Are deeply rooted within the organisation.

Determines how to respond to threats/opportunities

Question 16

Organisational culture characteristics (7)

Answer 16

• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability

Question 17

How do employees learn culture? (5)

Answer 17

• Stories
• Rituals
• Material symbols
• Language
• Role models

Question 18

What do cultures do? (5)

Answer 18

• Define boundaries between organisations and others
• Convey a sense of identity
• Facilitate commitment to something larger than self interest
• Enhance social system stability
• Serves as a sense making and control tool for employees within the organisation

Question 19

Levels of organisational culture (3)

Answer 19

• Observable artefacts (most observable)
• Espoused values (less observable but conscious)
• Tacit assumptions (deeply engrained, unconscious)