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" Performance through learning : "


Document Type : BL
Record Number : 946776
Doc. No : b701146
Main Entry : Gorelick, Carol.
Title & Author : Performance through learning : : knowledge management in practice /\ Carol Gorelick, Nick Milton, Kurt April.
Publication Statement : Amsterdam ;Boston, MA :: Elsevier Butterworth-Heinemann,, ©2004.
Series Statement : Improving human performance series
Page. NO : 1 online resource (xxiv, 408 pages) :: illustrations
ISBN : 0080479928
: : 0750675829
: : 1136374094
: : 1136374132
: : 1136374140
: : 1138146544
: : 1417537302
: : 9780080479927
: : 9780750675826
: : 9781136374098
: : 9781136374135
: : 9781136374142
: : 9781138146549
: : 9781417537303
Bibliographies/Indexes : Includes bibliographical references and index.
Contents : Cover -- Contents -- Preface -- Acknowledgments -- Part I: Setting the Context for Knowledge Management as a Method for Organizational Learning -- 1 The Knowledge Management Mandate: Performance Through Learning -- What Is Knowledge Management? -- Growing Interest in KM -- Definition of Terms -- Knowledge Management and Organizational Learning -- History of Knowledge Management -- The Four Phases of Knowledge Management -- Why Knowledge Management Now? -- The Changing Role of Human Resources -- Final Thoughts -- References -- 2 A Framework for Performance Through Learning to Produce Results -- Organizational Learning -- Background -- Parsons' Organizational Learning Model -- Schwandt's Adaptation of Parsons' Model-Emphasizing the Learning Subsystem -- Theoretical Background -- Explanation of the Interchange Media -- The Schwandt Organizational Learning Systems Model -- Our Knowledge Management Framework -- How Organizations Learn -- A Dynamic Learning Process -- Final Thoughts -- References -- 3 Going Deeper: Elements of Knowledge for Action to Produce Results -- The Knowledge-Performance Relationship -- Two Equations for Change -- Mechanisms for Learning -- Moving Toward Practice -- The Knowledge Architecture -- Final Thoughts -- References -- 4 Creating a Culture for Learning -- Cultural Barriers -- Knowledge-Friendly Cultures -- Sense Making and Culture -- Shared Context, Mission, Objectives, Goals -- Language and Symbols -- Values and Assumptions -- Schema, Scripts, and Stories -- Final Thoughts -- References -- 5 Structures That Support Learning -- Structure versus Structuring -- Structuring Actions -- Implementation -- Structuring Levers -- Norms -- Technology -- Roles -- Leadership -- Education and Training -- Rewards and Recognition -- Meaningful Results-Oriented Work -- Recognition Outside One's Own Organization -- Recognition from Peers -- Final Thoughts -- References -- 6 The Bottom Line-Measuring Knowledge Management Initiatives: Return on Investment -- Why Measure the Return on Investment? -- ROI for Knowledge Management -- The ROI Calculation-A Process -- Evaluation Framework -- The Process Model -- Operating Standards -- Implementation -- Application -- Assessing Monetary Values -- Intangible Measures -- The ROI Process in Practice -- Final Thoughts -- Transition to Cases -- References -- Part II: Voices of Experience: Applying Knowledge Management Tools -- 7 British Petroleum's Knowledge Management Journey: A Decade of Change -- The BP Journey -- Precursors to Success-Change Efforts Preceding Knowledge Management -- Performance and Teamwork -- The Federal Organization -- Virtual Teamworking -- Information to Knowledge -- An "Aha!" Moment -- The Genesis of the KM Team -- Getting Started by Creating Awareness -- The Work Began in Earnest -- The KM Framework -- Raising Awareness -- Engagement -- Building the Framework-Pilots -- The Toolkit -- The Knowledge Management Model -- The KM Community of Practice -- Connecting People -- Big.
Abstract : Performance Through Learning is a practical guide to the key issues surrounding knowledge management from a human resource perspective and provides incisive insights into developing a strategy linked to organizational learning. The authors present a framework and model that practitioners within organizations can adapt to increase performance through learning using knowledge management tools. The book is divided into two parts and includes: *An overview of theory *Case studies and practitioner stories from a range of KM initiatives *Tools and techniques for implementing an effective KM strategy. Written by a respected international author team, the book provides an understanding of the theory that supports knowledge management in the current business environment. Drawing upon real-life examples across a variety of organizational settings, from large global financial and professional services firms, to multinational oil and mining companies, to a small charity in the voluntary sector *Authors from US, Canada, South Africa, and UK give this book an international perspective *Only book to focus on measurement using balanced scorecard and other HR measurement tools *Provides empirical case studies of how leading organizations in 4 countries have achieved benefits from KM.
Subject : Employees-- Training of.
Subject : Knowledge management.
Subject : Organizational change.
Subject : Organizational learning.
Subject : Apprentissage organisationnel.
Subject : Changement organisationnel.
Subject : Gestion des connaissances.
Subject : Personnel-- Formation.
Subject : BUSINESS ECONOMICS-- Mentoring Coaching.
Subject : BUSINESS ECONOMICS-- Training.
Subject : Employees-- Training of.
Subject : Knowledge management.
Subject : Organizational change.
Subject : Organizational learning.
Subject : Employees-- Training of.
Subject : Knowledge management.
Subject : Organizational change.
Subject : Organizational learning.
Dewey Classification : ‭658.3124‬
LC Classification : ‭HD58.82‬‭.G67 2004eb‬
NLM classification : ‭C931‬clc
: ‭C936‬clc
: ‭C975‬clc
Added Entry : April, Kurt.
: Milton, N. J., (Nick J.)
copyhttps://lib.clisel.com/site/catalogue/946776
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