(Mt) – MGT 211 Human Resource Management Gaining a Competitive Advantage Discussion

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Recognize the overall knowledge management processes, concepts

Recognize the overall knowledge management processes, concepts
After completion of Assignment-1 students will be able to: LO 1.1: Recognize the overall knowledge management processes, concepts, goals and strategies within the context of organization. LO 1.2: Describe how valuable individual, group and organizational knowledge is managed throughout the knowledge management cycle. L.O 1.3 Define the different Knowledge types and explain how they are addressed by knowledge management in different business environments. Assignment Questions:(10 Marks) This Assignment is a report-based assignment. Besides other materials like journal papers, report, and research articles, students are advised to read chapter 1, chapter 2 and chapter 3 thoroughly from the book prescribed for this course. Students must use proper references to justify their assignment work. The Assignment structure is as follows: Introduction: (5 Marks) Explain the concept of knowledge management. (1 Mark) Write a paragraph highlighting the evolution of knowledge management and how knowledge management can help the organisation in present day competitive world. (3 Marks)How is tacit knowledge different from explicit knowledge? Why is it important for the organisation to capture both Tacit as well as explicit knowledge? (1 Mark)Knowledge management cycles and Models: ( 5 Marks Discuss in detail Bukowitz and Williams KM cycle. (1 Mark)Describe how the major types of knowledge (i.e., tacit and explicit) are transformed in the Nonaka and Takeuchi knowledge spiral model of KM. Use a concrete example to make your point (e.g., a bright idea that occurs to an individual in the organization). (2 Mark)a. Which transformations would prove to be the most difficult? Why? (1 Mark)b. Which transformation would prove to be fairly easy? Why? (1 Mark)

Topic 10-17 Response management

Topic 10-17 Response management
Grant “If you give a manager a numerical target, he’ll make it, even if he has to destroy the company in the process.” -Dr. Edwards Deming.This quote rings true today, and I have seen it first hand. At my work, whenever managers are given a goal to hit, specifically a number in sales, they sacrifice what is best for the company to meet the goal; sometimes, managers will push their workers too much, which leads to burnt-out employees and an unhappy restaurant. A Forbes article states that 79% of employees quit their jobs because they feel a “lack of appreciation” (Sturt and Nordstrom). Oftentimes, workers feel this lack of appreciation because managers focus on the numbers and goals to reach. The managers don’t care about how their employees feel and only care about if they hit the numbers.As I move up the ladder and start taking on management roles, I should keep in mind that instead of setting a high numerical goal for my managers, set a goal that will challenge the managers to produce quality output while still supporting the business values and creating happy, fulfilled employees.Works CitedSturt, David, and Nordstrom, Todd. “10 Shocking Workplace Stats You Need to Know.” Forbes, Forbes Magazine, 8 Mar. 2018, https://www.forbes.com/sites/davidsturt/2018/03/08/10-shocking-workplace-stats-you-need-to-know/?sh=de16c87f3afe.

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