Course Fundamentals of Management

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Description

Coursework

IN _predmetu Fundamentals of Management.

KNOWLEDGE MANAGEMENT IN THE ENTERPRISE













Finished student course _______

Full name ____________________________








Kursk 2010





TABLE OF CONTENTS

INTRODUCTION ........................................................................ .3
1. corporate knowledge management ............ ..5
1.1 Corporate knowledge ................................................... ..8
1.2 The versatility of knowledge management in the enterprise .... ... .10
2. KM STRATEGY ............................................................ .14
2.1 KM strategy in the enterprise .......................................... 14
KM-2.2 Development Strategy ................................................ 16
2.3 Reasons for the failure of the Cabinet - a strategy .................................... 19

3. KNOWLEDGE MANAGEMENT AT THE ENTERPRISE
IN RUSSIA ........................................................................ .22
CONCLUSION .................................................................. .25
REFERENCES .................................................................. ... 27




INTRODUCTION

In recent years, the phrase "knowledge management" (knowledge management) is becoming increasingly popular in our country. This topic devoted to publications, seminars and conferences, and yet for the majority of knowledge management remains something mysterious and absolutely "not ours." Many associate the term exclusively with IT, in turn, the domestic software developers are now a large part of its technological solutions relate it to knowledge management.
What is knowledge management? It is said that if you ask this question to 10 experts, you can hear 30 different definitions. The fact that knowledge management involves completely different components: the exchange of knowledge and control of external flows of information, and training, and structuring of knowledge in the company, and work together in communities, and customer relationship management, and more. But what kind of knowledge and information should be subject to control, it depends on the particular company. And from what will be the answer to the question: what kind of knowledge and information is so important to us that their loss or inefficient use lead to significant damage?
Recently I heard a story once again, familiar to me from my experience: as in one form or another it is constantly repeated in different companies. It goes on vacation key employee, for example IT-director of the bank. In his absence, the chief accountant admits technical error, fix that do not allow limitations on the powers not only accountants, but also all employees of the bank IT-support.
We have to send experts to the head office, and while he rides, some operations in the bank freeze. Loss of profit of the bank in this case - the result of the fact that there has not been an exchange of knowledge and, as a consequence, experts do not have delegated authority.
Here is another typical example. In the vast Russian holding no communication between departments, employees are not sure that in the next section of their colleagues are not working on the same tasks, and in addition it is not known who is responsible for what, because the lack of

Additional information

ИСПОЛЬЗУЙТЕ В КАЧЕСТВЕ ОСНОВЫ, ДОБАВЛЯЙТЕ СВОИ ГЛАВЫ И МЫСЛИ.

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