Managing for Knowledge: HRs Strategic Role
Managing for Knowledge: HRs Strategic Role
ISBN: 0750655666
EAN: 2147483647
EAN: 2147483647
Year: 2003
Pages: 175
Pages: 175
Authors: Christina Evans
- Table of Contents
- BackCover
- Managing for Knowledge - HR s Strategic Role
- Foreword
- Introduction
- Why Another Book On Managing Knowledge?
- Part One: The Strategic Context For HR s Role In Managing For Knowledge
- Chapter 1: The Changing World Of Business And The Imperative For Managing Knowledge
- Changes In The Global Business Economy
- Changes In Technology
- The Changing Nature Of Work And The Workplace
- The Changing Landscape Of Careers
- Building A Shared Understanding Of Knowledge And Knowledge Management
- Defining Knowledge Management
- The Need For A Strategic Approach To Managing Knowledge
- Case Study: The Knowledge Management Journey Within ICL
- Summary
- Pause For Reflection
- Chapter 2: The Changing Role Of HR - From Operational To Strategic HR
- Partner In Strategy Execution
- Administrative Expert
- Employee Champion
- Change Agent
- How Can HR Develop Their Competencies?
- Summary
- Pause For Reflection
- Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture
- Barriers To Effective Knowledge Sharing
- Designing A Blueprint For A Knowledge-Centric Organisation
- Summary
- Pause For Reflection
- Part Two: Building A Knowledge-Centric Culture
- Chapter 4: Structures, Roles And Responsibilities In A Knowledge-Centric Culture
- Pause For Thought: Is Your Organisation Boundaryless ?
- Organisational Size And Impact On Knowledge Building And Sharing
- Changing Roles And Responsibilities In Knowledge Businesses
- Case study: The Berkshire NHS Shared Services Unit4
- Building KM Responsibilities Into Existing Roles
- The Role Of Managers
- Case Study: Influencing Knowledge Creation And Sharing - The Critical Role Of Managers
- The Role Of Individuals
- Case Study: Sharing The Learning Task
- Summary
- Pause For Reflection
- Chapter 5: HR s Role In Building A Knowledge-Centric Culture
- An Interview With Linda Holbeche, Director Of Research, Roffey Park Institute
- Case Study: Building a customer-focused culture in Enterprise Rent-A-Car ( Source: HBR, July 2002)
- Moving Forward - Developing Organisational Capabilities
- Training And Development
- Learning And Knowledge Management - The Challenges And Experience Of Oxfam GB
- Summary
- Pause For Reflection
- Chapter 6: Re-Visiting Learning In The Knowledge Economy
- The Learning And Change Spiral
- Developing Organisational Know How - The Need For An Integrative Approach
- Opportunities For Learning Through Everyday Practice
- Learning Throughout The Project Management Cycle
- Communities Of Practice
- Attending To The Physical Spaces Within Which Learning Occurs
- Facilitating Learning Through Informal Thinking And Learning Spaces
- Building Learning Environments To Facilitate Experimentation And Play
- Building A Coaching Culture
- The Softer Side Of Knowledge Management - Linking Knowledge Management And Career Development Insights From KPMG
- Building Blocks In The Firm s Knowledge Management Approach
- Bridging The Gap Between Formal Learning And Workplace Learning - The Rise Of Corporate Universities
- Learning From The Outside World
- Benchmarking Activities
- Learning Directly From Specialists In Other Organisations
- Volunteering
- Summary
- Chapter 7: Understanding The Motivation For Learning Amongst Knowledge Workers
- How Independent HR Professionals Manage Their Learning
- What Broader Lessons Can Be Drawn From This Piece Of Research?
- Summary
- Pause For Reflection
- Chapter 8: Working And Learning In Communities Of Practice1
- Communities And Communities Of Practice - What Are They?
- Mutual Engagement
- From Theory To Practice - The Role Of Communities Of Practice In Knowledge Building
- Case Study - The Institute Of Electrical Engineers (IEE)
- Summary
- Pause For Thought
- Part Three: Building HR s KM Credibility and Capabilities
- Chapter 9: Aligning HR and KM Practices
- Aligning HR And KM - Start By Getting Some Of The Basics Right
- Competency Framework
- Recruitment And Selection
- Induction
- Performance Management
- Reward And Recognition
- Resource Management
- Addressing The Changing Psychological Contract Of Employment
- Learning Environment
- Training And Development
- Case Study: Introduction Of A Business Skills Development Programme In A Small Technology-Based Company
- Career Management
- What Can HR Do To Help Individuals Build Meaningful Careers In The Knowledge Economy?
- Retention Management
- Summary
- Pause For Reflection
- Chapter 10: Knowing What We Know: Language And Tools For Knowledge Mapping
- Conceptual Problems With Early Knowledge Management Practice
- The Three Rules Of Knowledge Management
- Knowledge Can Only Be Volunteered, It Cannot Be Conscripted
- We Always Know More Than We Can Say And We Will Always Say More Than We Can Write Down
- We Only Know What We Know When We Need To Know It
- Creating A Meaningful Context
- Asking A Meaningful Question: The ASHEN Model
- ASHEN - A Different Perspective
- Abstraction And The Cost Of Codification
- Diverse Types Of Community
- The Dynamic Flow Of Knowledge
- Social Networks
- Knowing What You Know
- Acknowledgement
- References
- Chapter 11: Building Your KM Toolkit
- Some Basic Tools
- Ways Of Thinking About Tough Or Challenging Situations
- Questions To Facilitate Transformative Learning
- Tools To Open Up A Dialogue
- Tools To Facilitate The Sharing Of Tacit Knowledge
- Surfacing Organisational Knowledge Through The Use Of Storytelling - Insights From English Nature
- Knowledge Management Challenges
- Earlier Experiences Of Oral History Projects
- More Recent Experiences Of Applying Storytelling Techniques
- Tools For Identifying Key Knowledge Resources And Players
- Rethinking Evaluation
- Learning Points In The Evaluation Process
- Programme Design
- Delivery
- Beyond Implementation
- Pause For Thought
- Chapter 12: Using Technology Wisely
- What Has All Of This Got To Do With HR?
- Practitioner Tips
- Technology To Connect A Mobile And Global Workforce
- Technologies To Locate And Connect People
- Using Technology To Identify, Connect And Leverage Organisational Know How Within Qinetiq
- The Organisation s Knowledge Management Journey
- The Development Of The Knowledge Store
- The Cultural Shift Needed To Gain Full Advantage Of The Knowledge Store
- The Way Forward For The Knowledge Store
- Summary
- Chapter 13: Summary And Conclusions
- References
- Index
- Index_B
- Index_C
- Index_D
- Index_E
- Index_F
- Index_G
- Index_H
- Index_I
- Index_J
- Index_K
- Index_L
- Index_M
- Index_N
- Index_O
- Index_P
- Index_Q
- Index_R
- Index_S
- Index_T
- Index_U
- Index_V
- Index_W
- Index_X
- Index_Y
- List of Figures
- List of Tables
- List of Sidebars
Managing for Knowledge: HRs Strategic Role
ISBN: 0750655666
EAN: 2147483647
EAN: 2147483647
Year: 2003
Pages: 175
Pages: 175
Authors: Christina Evans