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1 Customized Regional Program on
ISO 9001:2008 Certified Customized Regional Program on “Building Capacity in Educational Leadership And Management in The Asean Community” CPSC Manila October :15to 19,2012 Prof: Hazrat Hussain Faculty CPSC Manila

2 for ET&D Organizations ”
ISO 9001:2008 Certified “Knowledge Management Systems for ET&D Organizations ” By Dr: Hazrat Hussain Faculty Consultant CPSC Manila Dr: Hazrat Hussain CPSC Manila

3 Knowledge has Become a Preeminent Economic Resource
ISO 9001:2008 Certified Knowledge has Become a Preeminent Economic Resource Industrial Economy marked by “Out to do” one another In K-Economy “Out-to Know” Dr: Hazrat Hussain Faculty CPSC Manila

4 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Knowledge & Technology Driven High-tech Manufacturing & Services Medium-tech Manufacturing & Services Assembly type Manufacturing Knowledge Based Primary Commodities Industrial Economy Agri-Based Economy Economy in Transition Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

5 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified These economies were named after the sector that boosted economic growth. So if by Knowledge economy we mean knowledge per se is for sale, Then: Radio Religious organization Access to Information & Knowledge On Payment News Papers Schools Television Universities Internet Search Engines& Software Industries Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

6 Economy grow with the sale of Knowledge & knowledge based Products
ISO 9001:2008 Certified Economy grow with the sale of Knowledge & knowledge based Products Public and Private Colleges and Universities in the United States comprise a $200 billion industry where knowledge is for sale. Data transmission Over the ICT-Technology Network is 5 times more than that of voice Transmission (Housel & Bell, 2000). In the last decade, telecommunication moving-information and moving capital at the rate of one trillion dollar a day -has become one of the most important and some say, the most important element of our business infrastructure MCI president Timothy price(2000) Prof: Hazrat Hussain Faculty CPSC Manila

7 Industrial Revolution has a Profound Effect on Education System
ISO 9001:2008 Certified Industrial Revolution has a Profound Effect on Education System Schools are in many ways a Creature of Industrial Society School in the Industrial age Mirrored Life in Factories Prof: Hazrat Hussain Faculty CPSC Manila

8 The challenge is this as to how we can refashion
ISO 9001:2008 Certified The challenge is this as to how we can refashion our Institutes so that they mirror, and thereby help to prepare the young for life in a knowledge economy? And how can teachers/instructors, in what they do in technical Institutes, be models of what it is to be a successful member of such a knowledge society. Prof: Hazrat Hussain Faculty CPSC Manila

9 Knowledge Management & TVET Systems
ISO 9001:2008 Certified Knowledge Management & TVET Systems Prof: Hazrat Hussain Faculty CPSC Manila

10 Knowledge Management and TVET System
ISO 9001:2008 Certified Knowledge Management and TVET System Changes in the Workplace TVET as a Learning Organization Knowledge Worker Instructor as a Knowledge Worker Activities of the Instructor as KW Prof: Hazrat Hussain Faculty CPSC Manila

11 Knowledge Workers required
ISO 9001:2008 Certified Changes in the Workplace Workforce Mobility The use of Intellectual Technology Rapid growth Of ICT Changing Management Philosophies TQM,BPR ,ISO Rapid Changes in Technology Changes in Work Place Knowledge Workers required The effect of workplace Transcends down to Education Sys/TET TVET System Produce Knowledge Workers Prof: Hazrat Hussain Faculty CPSC Manila

12 Learning Organizations
ISO 9001:2008 Certified Knowledge Workers For TVET How to Prepare people For Work in K-based learning Communities? Learning Organizations are Constantly Renewing and Reshaping Learn, Unlearn And Relearn Dr: Hazrat Hussain Faculty CPSC Manila

13 Is not enough, what is required is access to knowledge
As Knowledge Workers Instructors need access to current Knowledge and Information How to Manage the Knowledge? Access to information Is not enough, what is required is access to knowledge Measures to be taken to address the issue of Knowledge Management Prof: Hazrat Hussain Faculty CPSC Manila

14 Most of the Knowledge remains locked in the heads of the Instructors
and goes Unshared and invalidated KM? According to the head of Hewlett-Packard: “If HP knew what it knows, we would have been three times as profitable”. Head of HP Dr: Hazrat Hussain Faculty CPSC Manila

15 If our TVET Institutes knew what all their Individual
Instructors know, and if the Directorates and Ministries know what all their Individual best Institutes know, how more effective would TVET system be? Dr: Hazrat Hussain Faculty CPSC Manila

16 Therefore each TVET system should be a learning organization of
Institutes and Instructors as learning communities and an education and Training service, which has itself, become a learning system in a Global Environment. Prof: Hazrat Hussain Faculty CPSC Manila

17 Knowledge Management Systems
Dr: Hazrat Hussain Faculty CPSC Manila

18 Processes Tools To Achieve Its Goals
ISO 9001:2008 Certified Processes Tools Infrastructure Knowledge Assets Exploit To Achieve Its Goals Prof: Hazrat Hussain Faculty CPSC Manila

19 Knowledge Management Systems
ISO 9001:2008 Certified Knowledge Management Systems Knowledge Types of Knowledge Knowledge Management KM Componenets Prof: Hazrat Hussain Faculty CPSC Manila

20 K-is Embedded in Organizations
Documents, repositories Routine Processes and Practices Norms and Values of the Organizations ISO 9001:2008 Certified Knowledge Knowledge is an Ideational construct (i.e. Conceptual rather than Physical) developed through the agency of mind. It is a fluid mix of framed expertise, values, contextual information and expert insight t that provides a framework for evaluating and incorporating new experiences and information. K-Originates at Applied at--- Dr: Hazrat Hussain Faculty CPSC Manila

21 TYPES OF KNOWLEDGE Organizational Knowledge Explicit Tacit Individual
ISO 9001:2008 Certified TYPES OF KNOWLEDGE Organizational Knowledge Explicit Tacit Individual Prof: Hazrat Hussain Faculty CPSC Manila

22 Knowledge Born Is Immanent or & Die Extant Owned K-is Object
Certified Knowledge Is Immanent & Extant Born or Die Owned K-is Object Categorized Need for KM Stored Prof: Hazrat Hussain Faculty CPSC Manila

23 Knowledge Management Prof: Hazrat Hussain Faculty CPSC Manila
ISO 9001:2008 Certified Knowledge Management Prof: Hazrat Hussain Faculty CPSC Manila

24 Smith (1998) defines systemic knowledge management as
ISO 9001:2008 Certified Smith (1998) defines systemic knowledge management as ‘those processes, tools, and infrastructures by which an organisation continuously improves, maintains and exploits all those elements of its knowledge base (related to its financial, tangible, and intangible assets) which the organisation believes are relevant to achieving its goals. It includes the processes, tools, and the infrastructure by which these goals are modified as the organisation’s base changes’ Prof: Hazrat Hussain Faculty CPSC Manila

25 ISO 9001:2008 Certified Knowledge Management Knowledge Management (KM) is about getting the right knowledge to the right people at the right time through a collection of technologies, tools and philosophies. (Petrash, 1996) Knowledge management is the process of acquisition and creation, storage and organization, sharing and dissemination and of course the application of knowledge. (Karl,Wiig,1999) The Knowledge of an individual and organization-whether tacit or explicit-does not set isolated. The interplay of these forms of knowledge is facilitated through structures, systems and of course the culture of the organization in order to achieve the high end result.(Rosenberg,2000) Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

26 Components of Knowledge Management Two Views About Knowledge
ISO 9001:2008 Certified Components of Knowledge Management System Two Views About Knowledge Knowledge as an Object that can be captured ,stored and used for organizational Purposes; (80-90)% literature focused on IT (Skyrme) Knowledge is a personal Property ( Nonaka). However Sveiby advocates Leverage Of Knowledge To be used in organization Processes. Divorcing personal Agency from IT Is not wise Get them marry Prof: Hazrat Hussain Faculty CPSC Manila

27 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Four Componenets Of KM Contents Culture Process Infrastructure Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

28 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified These Four components strengthens the harmonious integrated interaction of people with processes and technology infrastructure for effective management of knowledge in the production of goods and services Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

29 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Content Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

30 Internet, archived work)
ISO 9001:2008 Certified Current Understanding on the Subject (Books, Journals Publications and Internet, archived work) Personal Experience &Knowledge External Expertise (New Ideas, concepts) Training Module Application Acquisition Evaluation/ NAS K-Need Mapping Training Tech: Assessment Training of Employees Sharing Delivery approaches &Strategies Tools for delivery (Best Practices) Hands on Practice Visit to work places TM Organizational Memory Storage/ Organization Trainee (KSA) Knowledge (Content) Flow in T & E Organizations Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

31 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Culture Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

32 Culture Culture is considered as the principal determinant of the
ISO 9001:2008 Certified Culture Culture is considered as the principal determinant of the Success of Knowledge Management system How people Work Cooperate collaborate Human Behaviour Values Standards Initiatives How People Cooperate Take Decision ? Culture Become Alpha and Omega for Success and Failure Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

33 Cultural aspects needs substantial attention
ISO 9001:2008 Certified Cultural aspects needs substantial attention Change the organization culture or Let the leadership be changed Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

34 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Culture Continuous Improvement Organizational Learning Knowledge Sharing Openness Productive Cooperation Create a Synergy Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

35 Culture The synergy of bringing together the knowledge and
ISO 9001:2008 Certified Culture The synergy of bringing together the knowledge and experiences of a group of people focusing on the same problem is real. Shared knowledge is Power Hoarders of knowledge are discouraged Therefore the structure, policies and procedures of the organization should encourage employees to release their ideas and expertise. Capture and store the Tacit knowledge Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

36 Knowledge Sharing Mechanisms
ISO 9001:2008 Certified Knowledge Sharing Mechanisms Inter &Intra Institute Forums of staff at all levels Electronic chat Groups(facebook, blogs) Action learning Mentoring Programs Network of particular Target Groups(CoP) Meeting & Planning Sessions Informal Network Capture the Tacit Knowledge Make it explicit Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

37 Traits to benefit from Sharing Mechanisms
ISO 9001:2008 Certified Traits to benefit from Sharing Mechanisms A Good Student Flexible Resourceful Good Communicator Team Player IT Savvy Who want to Benefit from Sharing? Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

38 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Process Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

39 Knowledge Management Process
ISO 9001:2008 Certified Knowledge Management Process To produce products/services Meeting/exceeding Customer demands Application Acquisition Dissemination/ Sharing Storage/ Organization K-Audit Prof: Hazrat Hussain Faculty CPSC Manila

40 Knowledge Management Process
ISO 9001:2008 Certified Knowledge Management Process Label knowledge& Give it Context Archive in Hard copies & digital Format MDBS&K-Repository Existing Knowledge Potential but Untapped Outdated Existing K-deficiency Future K Needs Knowledge Audit of the Organization K-Acquisition& Creation Quality of Programs Cost reduced Innovation Customer retention Responsiveness Organization& Storage Sharing and Dissemination Identify, Evaluate& select Acquire K Ways to release tacit knowledge Formal training& coaching Access to all Groupware Techniques Application Dr: Hazrat Hussain Faculty CPSC Manila

41 Knowledge Management Process
Knowledge Audit of the Organization Existing Knowledge Potential but Untapped Outdated Existing K-deficiency Future K Needs K-Acquisition & Creation Identify, Evaluate& select Acquire K Ways to release tacit knowledge Organization & Storage Label knowledge& Give it Context Archive in Hard copies & digital Format MDBS&K-Repository Sharing and Dissemination Formal training& coaching Access to all Groupware Techniques Application Quality of Programs Cost reduced Innovation Customer retention Responsiveness Dr. Hazrat Hussain Faculty CPSC Manila

42 IT Infrastructure Prof: Hazrat Hussain Faculty CPSC Manila
ISO 9001:2008 Certified IT Infrastructure Prof: Hazrat Hussain Faculty CPSC Manila

43 Infrastructure( IT) Should fit the Organizational Knowledge Behavior
ISO 9001:2008 Certified Infrastructure( IT) Should fit the Organizational Needs (TVET) Knowledge Behavior Cost Effective Dr: Hazrat Hussain Faculty CPSC Manila

44 Some IT Infrastructure Technologies
ISO 9001:2008 Certified Some IT Infrastructure Technologies Data Warehouse Intranets / Databases /Google Doc Groupware (MSN, , Video and Web conference etc), Cloud Computing, Social Media Contact Management Software Document Prof: Hazrat Hussain Faculty CPSC Manila

45 Organizations that are capable of combining Content, Culture, Process
ISO 9001:2008 Certified Organizations that are capable of combining Content, Culture, Process and IT Infrastructure for better knowledge management will lead the way in setting standards, establishing organization and sector benchmarks and meeting the challenge of the future and they will be the one that survive. The putting in place of a knowledge management process, is not a one time activity. Knowledge gets old and retires of value and it needs to be renewed and updated on a continuous basis Prof: Hazrat Hussain Faculty CPSC Manila

46 The Design of any Knowledge Management system
ISO 9001:2008 Certified The Design of any Knowledge Management system Should clearly specify updating responsibility Prof: Hazrat Hussain Faculty CPSC Manila

47 Knowledge Management Models
ISO 9001:2008 Certified Knowledge Management Models Prof: Hazrat Hussain Faculty CPSC Manila

48 Archives and records management Libraries and content management,
ISO 9001:2008 Certified Knowledge Management is used in a variety of meanings. It is used within Archives and records management Libraries and content management, Document management, and information management. It is also used as concept within the organizational development, human resources management, recruitment, training and education, public relations and communication. However, in different KMS these areas appears in different combinations to make it relevant to the context and priorities of the organization. Prof: Hazrat Hussain Faculty CPSC Manila

49 Criteria for KM Models KM Models are rare for T&E Institutions
ISO 9001:2008 Certified Criteria for KM Models KM Models are rare for T&E Institutions However, it should incorporate: Basic Concept, Process& Components of Knowledge Management Interplay of different types of Knowledge New Knowledge Creation Knowledge Transfer Mechanisms Prof: Hazrat Hussain Faculty CPSC Manila

50 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Two Models of KM A proposed Model of KM for TEVT Ikujerio Nonaka Model of Knowledge Creation& Transfer Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

51 A Proposed Model for in TEVT Systems
ISO 9001:2008 Certified A Proposed Model for Knowledge Management in TEVT Systems Prof: Hazrat Hussain Faculty CPSC Manila

52 Two Perspectives of TVET
ISO 9001:2008 Certified Two Perspectives of TVET Organizational matters Academic Activities Dr: Hazrat Hussain Faculty CPSC Manila

53 Content Management System
ISO 9001:2008 Certified Academic Activities Survival& Competitiveness Major Business Process Content Management System Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

54 Functions & Procedures
ISO 9001:2008 Certified TEVT as Organization Proper structure Roles, procedures & rules Hierarchy& function Management Philosophies TQM, PBR, ISO etc. Functions & Procedures Dr: Hazrat Hussain Faculty CPSC Manila

55 Some important Processes and Functions in TEVT as Organization
ISO 9001:2008 Certified Some important Processes and Functions in TEVT as Organization Registration of trainees and their record management procurement processes financial and accounting records Human resource management practices Developing a pool of experts/ Specialists Academic activities, Research undertakings Dr: Hazrat Hussain Faculty CPSC Manila

56 Asstt: Faculty CPSC Manila
ISO 9001:2008 Certified Lessons Learned & Knowledge Created Strategic Planning & Policy development Improvement Productivity Efficiency Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

57 Sporadic ,Non -Integrated Application of
ISO 9001:2008 Certified Sporadic ,Non -Integrated Application of these Practices Integration of the these activities is needed KM Model? Dr: Hazrat Hussain Faculty CPSC Manila

58 Academic Activities Tacit –K ¤ Made ¤ Explicit K-Content Management
ISO 9001:2008 Certified Tacit –K ¤ Made ¤ Explicit Academic Activities K-Content Management for Training purposes Contents about TEVT Organizational functions Organizational Memory IT Explicit-K Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

59 (Database, Intranet etc)
ISO 9001:2008 Certified Process documentation Procurement Recruitment Training& Dev Performance Appraisal Rewords& incentive Record keeping Employee’s Trg record Financial statements etc Communities Of practice Quality Improved Cost effective service Innovation& Agility New strategic direction Sat: customer Business policy &Strategies Govt: policies Decision Support System Appl: Workforce profiling, Strategic W/Force Planning Succession Planning Training and Development of employees Trainees’ Evaluation Training Module (TM) Development Stor:: Crea: Organizational Memory (Database, Intranet etc) Shari: TM Delivery R&D Section K-Need Mapping Training Tech: mapping Trends forecasting Labour Market Analysis Tracer studies Sponsoring Researches with Industry Skill standards Dev Accreditation& Certification Library Resource Management Trainees’ (Assessment) Formal/Informal meetings CMC To make Tacit K- Explicit Networking( Internal& External A proposed Knowledge Management TVET System Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

60 (Database, Intranet etc)
ISO 9001:2008 Certified A Proposed Knowledge Management TVET System Organizational Functions Decision Support System Storage:: Application: Creation: Sharing: Training Module (TM) Development TM Delivery Organizational Memory (Database, Intranet etc) Trainees’ (Assessment) Content-M Dr: Hazrat Hussain Faculty CPSC Manila

61 Interplay of Different
ISO 9001:2008 Certified K- contents Interplay of Different K-types KM Processes Knowledge Management Model Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

62 Ikujurio Nonaka Model for Knowledge Creation and Transfer
ISO 9001:2008 Certified Ikujurio Nonaka Model for Knowledge Creation and Transfer Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

63 Ikujurio Nonaka Model for Knowledge Creation and Transfer
ISO 9001:2008 Certified Ikujurio Nonaka Model for Knowledge Creation and Transfer Nonaka’s SECI Socialization, Externalization, Combination, and Internalization model first appeared in 1991 Describes the ways knowledge is generated, transferred and re-created in organizations. Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

64 Main Features In Nonaka’s Model
ISO 9001:2008 Certified Main Features In Nonaka’s Model Forms of Knowledge Tacit & Explicit Interaction Dynamics Three Level of Social Aggregation Individual Group Context K-Creating Processes Socialization Externalization Combination Internalization Dr: Hazrat Hussain Faculty CPSC Manila

65 Four Interaction Process for KM Creation
ISO 9001:2008 Certified Four Interaction Process for KM Creation Socialization Combination Internalization Externalization Dr: Hazrat Hussain Faculty CPSC Manila

66 Knowledge Sharing and Knowledge Creation
ISO 9001:2008 Certified Knowledge Sharing and Knowledge Creation Individual E’s Tacit Knowledge C Individual F’s Tacit Knowledge B B A B B A Individual E’s Explicit Knowledge A A Individual F’s Explicit Knowledge D Legend: A-Externalization B-Internalization C-Socialization D-Combination Dr: Hazrat Hussain Faculty CPSC Manila Scutter (2001)

67 The spiral resulting from the exchange of tacit and explicit
ISO 9001:2008 Certified The spiral resulting from the exchange of tacit and explicit knowledge across different organizational levels is the key to knowledge creation and re-creation Organizations should recognize the importance of this interaction dynamics and embed the mechanisms that make possible the Transfer and Creation of knowledge Dr: Hazrat Hussain Faculty CPSC Manila

68 ISO 9001:2008 Certified KM Practices in Training and Development organizations in Metro Manila Philippines ( Research Study:2005) The knowledge management practices in training and developing organizations are nascent .However many of these organizations are already exercising some practices which shows their readiness to launch KM system. Knowledge creation and acquisition, Cultural adaptation and Information Technology aspects are the three important aspects that have strong relationship with success of the knowledge management system. Dr: Hazrat Hussain Faculty CPSC Manila

69 ISO 9001:2008 Certified KM Practices in Training and Development organizations in Metro Manila Philippines ( Research Study:2005) The benefits of innovations, responsiveness, competitiveness and organizational learning are most likely to be achieved from knowledge management practices and leadership of T&D organizations should resort to KM systems. Based on the above strength of relationship knowledge management system is recommended for T&D organizations to be adopted. Dr: Hazrat Hussain Faculty CPSC Manila

70 Organizational Memory IT Infrastructure
Business and Consultancy Decision Support System Knowledge Creations and Acquisition (Process) Research and Development Activities Training and Development Activities Administrative & HRM Processes Utilization of Available Learning Resources Explicit Knowledge Innovation Responsiveness Competitiveness Organizational Learning Customer Satisfaction Government Regulations Top Management Organizational Policies Initiating cultural transformation in organization promoting frequent interactions for Knowledge sharing, ownership of the organizational processes and transforming these activities to capture tacit knowledge and document it properly. Administrative services division, personal or Human Resources Management officer can play more responsible role in this case. Tacit Knowledge Organizational Memory IT Infrastructure Dr: Hazrat Hussain Faculty CPSC Manila

71 Organization Structure for KM
Dr: Hazrat Hussain Faculty CPSC Manila

72 Agenda at Steering Committee
review of stages of successful KM implementation, Update on current KM initiatives and plans, Status and issues, Change enablers, Setting fiscal year objectives for KM, Next steps, and implementation schedule Agenda at Steering Committee Dr: Hazrat Hussain Faculty CPSC Manila

73 KM –Model for T&D Organizations in Metro Manila
ISO 9001:2008 Certified KM –Model for T&D Organizations in Metro Manila The knowledge management center continuously arrange for the orientation on KM concepts and take the help of IT division for introducing different platform for capturing knowledge, sharing and networking. The knowledge management center promotes the establishment of communities of practice, which is a prime knowledge management initiative. Dr: Hazrat Hussain Faculty CPSC Manila

74 Implementation of Knowledge Management Strategy
ISO 9001:2008 Certified Implementation of Knowledge Management Strategy Dr: Hazrat Hussain Faculty CPSC Manila

75 Factors to be Considered in Successful KM-Strategy Development
Involve all parties of the organization Allow other interested Parties from outside Strategy must have a simple approach Concrete Understanding Common Platform Dictate Future Direction Time and cost Saving Factors to be Considered in Successful KM-Strategy Development Involve all Parties of the Organization Allow other interested Parties from Outside Strategy Must Have a Simple approach Concrete Understanding Dictates Future Direction Time and Cost Saving Prof: Hazrat Hussain Faculty CPSC Manila

76 Stages to KM Maturity Stage
Create order & Structure to document & Information Establish Infrastructure Technical& Information Employ learning Individual, team organization Integrate KM into keyBusiness Process Develop a Framework For Organization with KM embedded Dr: Hazrat Hussain Faculty CPSC Manila

77 Factors Affecting the Success of Knowledge Management Strategy
ISO 9001:2008 Certified Factors Affecting the Success of Knowledge Management Strategy Dr: Hazrat Hussain Faculty CPSC Manila

78 Factors Affecting The Success of KMS Information Technology
ISO 9001:2008 Certified Factors Affecting The Success of KMS Information Technology Due Consideration To these Factors Makes KMS A Success Mastering Change Learning to learn People are Essential Information is Important Leadership Building Culture Continuous Improvement Strategic Management Of Knowledge Dr: Hazrat Hussain Faculty CPSC Manila

79 and Cost Saving Knowledge Management Dr: Hazrat Hussain
ISO 9001:2008 Certified Knowledge Management and Cost Saving Dr: Hazrat Hussain Faculty CPSC Manila

80 500 Companies have a dedicated Knowledge Management team.
ISO 9001:2008 Certified Almost 80% of Fortune 500 Companies have a dedicated Knowledge Management team. Dr: Hazrat Hussain Faculty CPSC Manila

81 No Company Saving Reasons 1 Chevron $170 Million
ISO 9001:2008 Certified No Company Saving Reasons 1 Chevron $170 Million Pooling& sharing scattered knowledge across the world 2 Dow Chemical $100 M Patents & Licenses 3 Booz Allen &Hamilton $7 M Reducing time to find & Access employees 4 Silicon Graphic $3 M Product Information Communication 5 Steel case +ve Productivity K-sharing 6 Ford $ 1.2 Billion Access to best Practices 7 Texas Instrument $500 Million Dr: Hazrat Hussain Faculty CPSC Manila

82 K&S-Sole Commodity For (ET&D)
Competitiveness Cost Effectiveness Competitive advantage and cost effectiveness in running their programs. KM as the Sole Commodity These successful examples provide encouragement that KM needs to be practiced in ET&D organizations. ISO 9001:2008 Certified Dr: Hazrat Hussain Faculty CPSC Manila

83 The Move Towards ASEAN Knowledge Community
Pan-regional networks serve as mechanisms for communication, socialization, and information sharing. Support poverty alleviation and narrowing development gaps to contribute to promoting sustained peace and stability in the region Promote networking among schools in the region to develop peace-education in their respective curricula; and The ASEAN community road map under the article A provides the provision to: Promote networking among schools in the region to develop peace-education in their respective curricula; Support poverty alleviation and narrowing development gaps to contribute to promoting sustained peace and stability in the region ISO 9001:2008 Certified The Move Towards ASEAN Knowledge Community Dr: Hazrat Hussain Faculty CPSC Manila

84 The Move Towards ASEAN Knowledge Community
ISO 9001:2008 Certified The Move Towards ASEAN Knowledge Community Regional integration and cooperation are knowledge-intensive processes, requiring careful policy analysis. Educational Institutions and Business Organizations can develop Networks alike: CoP & VCoP (TVET-Pedia) Think Tanks(NARBO,GLDN) and Universities research to guide Policy decision Innovation, Competitiveness , sustained economic Growth Dr: Hazrat Hussain Faculty CPSC Manila

85 The Move Towards ASEAN Knowledge Community
ISO 9001:2008 Certified The Move Towards ASEAN Knowledge Community Each country has one specialized body on economic research. ( NIDA & DAP in the Philippines) Regional Network: Asian Policy Forum, NARBO, GLDN the East Asian Bureau of Economic Research, Network of East Asian Think-Tanks Network of Universities Association of East Asian Research Universities ASEAN University Network(AUN) Dr: Hazrat Hussain Faculty CPSC Manila

86 The Move Towards ASEAN Knowledge Community ( Network of Universities)
Programs that involve leading centers of learning can bring powerful intellectual resources to bear on the subject of regionalism, and help mobilize future leaders for the long term project of building a regional community. Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

87 ASEAN TVET System for knowledge workers
People development Customer focus services Global leadership focus strategy Innovative capability of TVET organizations ASEAN TVET System for knowledge workers ASEAN community, the term knowledge workers. Singapore ITE, Nanyang , Temasek Polytechnic: Dr: Hazrat Hussain Faculty CPSC Manila

88 ASEAN TVET System for knowledge workers
Technical Social Learning K- Workers ASEAN TVET System for knowledge workers The Ministry of human resource development Malaysia is targeting target of the ministry to have a pool of knowledge workers, building to 31,500 by 2010 (Pang, 2007). c: Dr: Hazrat Hussain Faculty CPSC Manila

89 ASEAN TVET System for knowledge workers
TESDA Philippines(CP ) Thailand OVEC(2009) Technically competent , Innovative and creative knowledge--‐based, with higher order thinking skills with foundational life skills in pursuit of lifelong learning opportunitiespossessing desirable work attitudes and behavior Encouraged administrators and teachers to carry out research work for new knowledge and innovation / technology in order to ensure sustainable development, for instance “One Page Research” and “Classroom Action Research”. Students’ Innovation Projects Encouraged Prof: Hazrat Hussain Asstt: Faculty CPSC Manila

90 ISO 9001:2008 Certified Conclusions The workplace of the 21st century is knowledge based and requires workers to be knowledge based. Therefore ET&D organizations in ASEAN system should take a strategic move to produce knowledge workers as per requirement of the workplace. Dr: Hazrat Hussain Faculty CPSC Manila

91 ISO 9001:2008 Certified Conclusions ET&D Organization of the respective countries need to adopt KM System for the sake of survival, competitiveness, responsiveness and continuous improvement. It needs to thrive on the regional cluster or network of Universities for co-producing knowledge products. Switching on to the KM system in the network of ASEAN ET&D organizations will lead to a more cohesive ASEAN community development with ultimate state of one vision, one identity andone community . Dr: Hazrat Hussain Faculty CPSC Manila

92 Thank you!!! Dr: Hazrat Hussain Faculty CPSC Manila ISO 9001:2008
Certified Thank you!!! Dr: Hazrat Hussain Faculty CPSC Manila


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