1. Knowledge Management in Business ATKM 801 Final Presentation Nipawan Mantalay 512152002

2. Problem Specification Org: an international firm in Chiang Mai, Thailand CLBS: Chiang Mai Lanna Business Services LTD Productivity: HR development Thai language skills/ sense of belonging in Thai society HR manager Expatriates 24 German and 2 French Problem Delay integration Into society How to manage intercultural activities Alienation/ Boredom/ unhappiness Pre- mature return Bare costs on new recruitment+ training

3. KM and the Problem Gorelik (2005) - a framework for applying structures and processes at the individual, group, team, and organizational levels so that the organization can learn from what it knows (and acquire new knowledge if required) to create value for its customers and communities. Nonaka (2002)- the design of processes for managing assets, working environment, vision, and leadership to maximize the value of the process of creating, sharing, and utilizing knowledge. Kuo (1999) – the integration of internal and external knowledge at all times in order to cope with environmental changes both within and outside the organization, to solve existing problems as well as to innovate for business expansion. knowledge management in my perspective - the knowledge creation within the organization that boosts up the performance of employees to benefit the company’s productivity arising from reaching the stage of learning organization.

4. Idea and Strategies 1 Double-loop learning, Argyris Correcting human errors by investigate and alternate governing variables before actions 2. Balance Scorecard, Kaplan and Norton Learning and Growth perspective 3. Learning in Actions, Garvin Intelligence learning Leading learning 4. Fifth discipline, Senge Personal Mastery Mental models

5. Single- loop & Double- loop Learning Chris Argyris, 1992 The term “single-loop” and “double-loop” learning - used for solving the defensive routine from human errors I single-loop learning (know how) - matches are created or mismatches are corrected by changing actions II double-loop learning (know why) - mismatches are corrected by first examining And alternating the governing variables and then actions Governing variables ActionsConsequences Match mismatch Single-loop Double-loop

6. Balance scorecard Kaplan& Norton, 1992 Four perspective of measurement system 1. Financial perspective 2. Customer perspective 3. Internal Business perspective 4. Learning and Growth perspective

7. Strategy Map for CLBS, Chiang Mai, Thailand Financial Perspective 40% customer Perspective 10% Internal Business Perspective 20% Learning& Growth Perspective 30% Development of IT system 10% Employee Productivity 20% Operation process improvement 20% 24 hours Standby Operator Service 5% Quick response on phone 7% Well-informed Details 7% Customer Satisfaction 3% Customer Retention 3% Old Customer Acquisition 2% Social Network 2% New Europe 25% America 10% Asia 5% Turnover Rate 40%

8. Idea and Strategies The Learning and growth Measurement Framework Results Employee Productivity Employee Productivity Employee Productivity Enabler Staff Competencies Technology infrastructure Climate for actions

9. Strategy MapObjectives Measurement Initiatives Baseline data Target Learning and Growth Perspective 10% L1 Development of IT system 5% L2 Employees Productivity 5% -To install Intranet within the company to share Intercultural problems of expatriates -To develop Intercultural skills of expatriates for human Resources development - numbers of expatriates who visit and share tacit knowledge in the site -Numbers of Thai vocabularies expatriates can Remember and speak -Numbers of Thai cultural issues expatriates understand 000000 26 500 5 -intranet installation -Thai class using company as a classroom -Thai buddy project

10. +Idea and Strategies+ Action that Require Learning To become intercultural intelligence organization * To train German expatriates of CLBS Thai language & culture for a better acculturation in Thai context * To launch host language training for expatriates of CLBS Learning in Actions

11. Intelligence Learning - Search language and culture - book and journal - ObserveGerman employees - Thai employees - InquiryGerman employees - Thai employees To train German expatriates of CLBS Thai language & culture Jandt, 1995 - Language and culture are interrelated Hurn, 2007 - local language helps social intercourse, aids understanding of cultural nuances and above all, signals a willingness to make the effort to better understand the foreign culture

12. To launch Host Language Training for Expatriates of CLBS * Intelligence Learning* - Search/ Observation foreign companies AUA CMU websites - Inquiry Associate Professor Srivilai Ponmanee, The director of Center for Teaching Thai a Foreign Language, Department of Secondary Education, Chiang Mai University

13. Leading Learning * Create Learning Forums regular meeting on Friday noon * Exploratory Assignment -Workshop for expatriates to share success and failure experience in intercultural communication * Setting the Tone - Encouragement in Learning Thai - Facilitating Support for host language training

14. Fifth discipline, Senge Senge, 1990 “for an innovation in human behavior, the components need to be Seen as disciplines and to practice a discipline is to be life long learner” + Personal mastery- Creative tension + Mental models – an influence on personal worldview and actions

15. Conclusion A. Not a ready made theory and no one-sized fit all to problem B. the selection of appropriate and practical one (s) to solve the company problem C. For CLBS case= Double loop learning, growth and learning Perspective in Balance scorecard, intelligence learning and leading learning In learning in actions and personal mastery and mental models in Fifth Discipline Being taken into consideration and applied to create company’s productivity D. company’s productivity referring to the development of human resources E. Expatriates gain Thai language and culture skill and sense of belonging to Thai society F. prevent premature return problem as well as early resign causing the company’s increasing expenses in new recruitment and training process