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Prof: Hazrat Hussain Faculty CPSC Manila Customized Regional Program on Building Capacity in Educational Leadership And Management in The Asean Community.

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Presentation on theme: "Prof: Hazrat Hussain Faculty CPSC Manila Customized Regional Program on Building Capacity in Educational Leadership And Management in The Asean Community."— Presentation transcript:

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

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

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

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

5 Prof: Hazrat Hussain Asstt: Faculty CPSC Manila Radio Religious organization Schools 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: UniversitiesNews PapersTelevision Internet Search Engines& Software Industries Access to Information & Knowledge On Payment ISO 9001:2008 Certified

6 Prof: Hazrat Hussain Faculty CPSC Manila 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) ISO 9001:2008 Certified

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

8 Prof: Hazrat Hussain Faculty CPSC Manila 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. ISO 9001:2008 Certified

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

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

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

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

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

14 Dr: Hazrat Hussain Faculty CPSC Manila 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 Most of the Knowledge remains locked in the heads of the Instructors and goes Unshared and invalidated

15 Dr: Hazrat Hussain Faculty CPSC Manila 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?

16 Prof: Hazrat Hussain Faculty CPSC Manila 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.

17 Dr: Hazrat Hussain Faculty CPSC Manila Knowledge Management Systems

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

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

20 Dr: Hazrat Hussain Faculty CPSC Manila 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. Knowledge K-Originates at Applied at--- ISO 9001:2008 Certified

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

22 Prof: Hazrat Hussain Faculty CPSC Manila Knowledge Is Immanent & Extant Categorized Stored Born or Die K-is Object Need for KM Owned ISO 9001:2008 Certified

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

24 Prof: Hazrat Hussain Faculty CPSC Manila 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 organisations base changes ISO 9001:2008 Certified

25 Prof: Hazrat Hussain Asstt: Faculty CPSC Manila 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) ISO 9001:2008 Certified

26 Prof: Hazrat Hussain Faculty CPSC Manila 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 ISO 9001:2008 Certified

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

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

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

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

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

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

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

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

35 Prof: Hazrat Hussain Asstt: Faculty CPSC Manila 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 Therefore the structure, policies and procedures of the organization should encourage employees to release their ideas and expertise. Hoarders of knowledge are discouraged Capture and store the Tacit knowledge ISO 9001:2008 Certified

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

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

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

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

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

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

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

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

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

45 Prof: Hazrat Hussain Faculty CPSC Manila 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 ISO 9001:2008 Certified

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

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

48 Prof: Hazrat Hussain Faculty CPSC Manila 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. ISO 9001:2008 Certified

49 Prof: Hazrat Hussain Faculty CPSC Manila 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 ISO 9001:2008 Certified

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

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

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

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

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

55 Dr: Hazrat Hussain Faculty CPSC Manila Some important Processes and Functions in TEVT as Organization R egistration of trainees and their record management p rocurement processes f inancial and accounting records H uman resource management practices D eveloping a pool of experts/ Specialists A cademic activities, R esearch undertakings ISO 9001:2008 Certified

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

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

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

59 Prof: Hazrat Hussain Asstt: Faculty CPSC Manila Training Module (TM) Development TM Delivery Trainees (Assessment) 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 Organizational Memory (Database, Intranet etc ) A proposed Knowledge Management TVET System Process documentation Procurement Recruitment Training& Dev Performance Appraisal Rewords& incentive Record keeping Employees Trg record Financial statements etc Workforce profiling, Strategic W/Force Planning Succession Planning Training and Development of employees Trainees Evaluation Decision Support System Formal/Informal meetings CMC To make Tacit K- Explicit Networking( Internal& External Quality Improved Cost effective service Innovation& Agility New strategic direction Sat: customer Communities Of practice Appl: Stor:: Crea: Shari: Business policy &Strategies Govt: policies ISO 9001:2008 Certified

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

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

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

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

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

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

66 Dr: Hazrat Hussain Faculty CPSC Manila Individual Es Tacit Knowledge A Individual Es Explicit Knowledge B Individual Fs Explicit Knowledge D Individual Fs Tacit Knowledge C BB AA B A Knowledge Sharing and Knowledge Creation Legend:A-ExternalizationB-InternalizationC-SocializationD-Combination Scutter (2001) ISO 9001:2008 Certified

67 Dr: Hazrat Hussain Faculty CPSC Manila 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 ISO 9001:2008 Certified

68 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 ISO 9001:2008 Certified

69 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 ISO 9001:2008 Certified

70 Dr: Hazrat Hussain Faculty CPSC Manila 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

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

72 Agenda at Steering Committee Dr: Hazrat Hussain Faculty CPSC Manila

73 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 ISO 9001:2008 Certified

74 Dr: Hazrat Hussain Faculty CPSC Manila ISO 9001:2008 Certified

75 Factors to be Considered in Successful KM-Strategy Development Involve all Parties of the Organizati on Allow other interested Parties from Outside Strategy Must Have a Simple approach Concrete Understandi ng 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 Dr: Hazrat Hussain Faculty CPSC Manila Factors Affecting the Success of Knowledge Management Strategy ISO 9001:2008 Certified

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

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

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

81 Dr: Hazrat Hussain Faculty CPSC Manila ISO 9001:2008 Certified NoCompanySavingReasons 1Chevron$170 Million Pooling& sharing scattered knowledge across the world 2Dow Chemical$100 MPatents & Licenses 3 Booz Allen &Hamilton $7 M Reducing time to find & Access employees 4Silicon Graphic$3 M Product Information Communication 5 Steel case+ve Productivity K-sharing 6Ford$ 1.2 BillionAccess to best Practices 7Texas Instrument $500 MillionAccess to best Practices

82 Dr: Hazrat Hussain Faculty CPSC Manila ISO 9001:2008 Certified

83 Dr: Hazrat Hussain Faculty CPSC Manila ISO 9001:2008 Certified The Move Towards ASEAN Knowledge Community

84 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 ISO 9001:2008 Certified

85 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 ISO 9001:2008 Certified

86 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 The Move Towards ASEAN Knowledge Community ( Network of Universities)

87 ASEAN TVET System for knowledge workers ASEAN community, the term knowledge workers. Singapore ITE, Nanyang, Temasek Polytechnic: Dr: Hazrat Hussain Faculty CPSC Manila

88 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 ASEAN TVET System for knowledge workers

89 TESDA Philippines(CP-2013-18) 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 Thailand OVEC(2009) 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 Conclusions The workplace of the 21 st 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 ISO 9001:2008 Certified

91 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 ISO 9001:2008 Certified

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


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