Module-7 The KM team and Learning Organization *Learning organization *RICE model *major categories of KM role

1. Module-7
The km team and learning organization

2. Learning organization
Meaning:
A learning organization is the business term given to a company that
facilitates the learning of its members and continuously transforms itself.
Definition:
A learning organization is an organization skilled at creating, acquiring
and transferring knowledge and at modifying its behavior to reflect new
knowledge and insights.

4. THE RICE MODEL
There are four areas in an organization which cover all of the different
ways in which an organization can use knowledge to be successful.
These areas are responsiveness, innovation, competency and efficiency.
1. Responsiveness concerns how the company takes in vital information
from its surroundings: its customers, competitors, suppliers, and
others who affect and are affected by the company's performance.
2. Innovation concerns how the company uses ideas and information to
change what it does and how it does it.
3. Competency concerns the skills people and teams need to deliver
products and services.
4. Efficiency concerns how well the processes for product and service
work.

6. • If the company is in business in which being able to consistently
deliver the same high-quality products and services at a competitive price
is the path to success, it should focus on "applying" knowledge to
improve the competency of people and the efficiency of the processes.
• On the other hand, if the company is in business in which developing
and delivering new products and services that reshape markets, or create
entirely new ones, lead to success, it should focus on "generating"
knowledge by hearing what the marketplace is saying and enabling its
employees to communicate with each other, using that knowledge to
innovate. Figure 1 shows the described model.

7. • Most companies, of course, must use both kinds of knowledge
management to thrive. They have current products and services to
maintain in the marketplace and they are developing the next
generation of offerings to build a position in tomorrow’s marketplace
(Foley Curley & Kivowitz, 2001)

8. MAJOR CATEGORIES OF KM ROLES
KM roles are quite diverse. They may include categories such as:
■ Senior and middle management roles—Chief Knowledge Officer,
Knowledge Manager.
■ Knowledge leaders, also referred to as KM champions, who are
responsible for promoting KM within the organization.
■ Knowledge managers, responsible for the acquisition and management
of internal and external knowledge.
■ Knowledge navigators, responsible for knowing where knowledge can
be located, also called knowledge brokers.
■ Knowledge synthesizers, responsible for facilitating the recording of
significant knowledge to organizational memory, also called
knowledge stewards.

9. ■ Content editors, responsible for codifying and structuring content, also
called content managers; roles involving capturing and documenting
knowledge—researchers, writers, editors.
■ Web developers, electronic publishers, intranet managers, content
managers.
■ Learning-oriented roles such as trainers, facilitators, mentors, and
coaches— including those with responsibility for developing
information and knowledge skills.
■ Human resources roles with specific responsibility for developing
programs and processes that encourage knowledge-oriented cultures
and behaviors.
■ Knowledge publishers, responsible for internal publishing functions,
usually on an intranet, also called Webmasters, knowledge architects,
and knowledge editors

10. ■ Coaches and mentors, responsible for assisting individuals throughout
the business unit or practice to develop and learn KM activities and
disciplines.
■ Help desk activities, including the delivery of KM and information
related to training, also called KSO (Knowledge Support Office).

11. Senior Management Roles
Most people are familiar with the role of a Chief Executive
Officer(CEO), Chief Operating Officer (COO), and Chief Financial
Officer (CFO). There are also Chief Technology Officers (CTOs) and
Chief Information Officers (CIOs), positions typically reserved for heads
of information technology.
The CKO or CLO position heads the KM team and is primarily
responsible for:
■ Formulating knowledge management strategy.
■ Handling knowledge management operations.
■ Influencing change in the organization.
■ Managing knowledge management staff

12. KM ROLES AND RESPONSIBILITIES WITHIN
ORGANIZATIONS
The main types of KM roles observed in a wide range of private- and
public sector organizations can be summarized as follows:
1. Designing information systems.
2. Managing information systems
3. Managing information resources
4. Training
5. Serving as information agencies
6. Providing competitive intelligence.
7. Maintaining customer relations for information systems

13. 8. Designing and producing information services and products
9. Serving as knowledge journalists.
10. Acting as organizational information and KM policy analysts
11. Functioning as government KM policy analysts

14. THE KM PROFESSION
1.Al-Hawamdeh (2003) refers to KM as an emerging profession.
2. The field of KM has slowly evolved from a consulting service to an
internal business function and has become an academic discipline that
is being taught in universities worldwide.
3. At the same time, many organizations are still in the process of
defining their KM roles.
4. There are a wide range of differing job titles and an even wider
diversity in the backgrounds of KM practitioners

15. Ethical issues
What is ethics ?
moral principles that govern a persons behaviour or
conducting an activity.
What is ethical issues?
a problem or situation that requires a person organisation to
choose between alternatives that must be evaluated as right or
wrong.

16. Ethical issues in KM
• Privacy
• Accuracy
• Property
• Accessibility

17. Legal issues in KM
What is legal issues?
a question of law or fact disputed by the parties. In estate
law, the descendants of a common ancestors .
Issues in km
 copyrights and trademarks
 Liability issues of shared knowledge
 Taxation issues

18. Managerial issues
1.Managerial safety leadership
2.Lack of regular feedback sessions
3.Lack of on going management support

19. Presented by:
Dinakar poojari
Sanath kumar
Nisha Acharya
Chandan Gowda