A c k n o w l e d g e m e n t
A b s t r a c t
- C h a p t e r I
C h a p t e r II
C h a p t e r III
C h a p t e r IV
C h a p t e r V
References / Bibliography
KM Think Tank Forums ] [ Discussion Index ]
Posted by a.fahrudeen ali ahamed on January 05, 2004 at 02:00:01:
hai,
The Answer:
System - Information System
(Source: Refdesk)
Posted by Nizar Mansour on August 02, 2003 at 06:43:26:
Hi all,
Posted by H Rubijanto on August 03, 2003 at 02:39:06:
In Reply to: Human capital and KM posted by Nizar Mansour on August 02, 2003 at 06:43:26:
The value of ‘Company’s Knowledge’ is often described as "Intellectual Capital"; it is generally regarded as the difference between ‘Company organization's book price’ (how accountants value the organization) and ‘its market value’ (how the market values the organization). This idea could bring about the executives to increase their market value by employing higher educated and more experienced staffs, besides applying newer information technology, implementing KMIS and infrastructure equipments. Company should aware that knowledge management can facilitate development of structuring the data and information, processing capacity of information technologies and continuously improving and leveraging knowledge of the innovative capacity of human beings. It requires initiatives toward the interactive of participants to produce the dimension of knowledge sharing to ensure the abilities of controlling the business of information product service. In this concept intellectual leadership will lead to an unprecedented breakthroughs in organizational performance, business and social value.
Posted by Denham on August 03, 2003 at 10:06:45:
In Reply to: Human capital and KM posted by Nizar Mansour on August 02, 2003 at 06:43:26:
Hi Nizar, Human capital is concerned with 'accounting' and valuation of intellectual capital investments, i.e. measuring the changes in learning, creativity, innovation and awareness taking place within a firm. KM is about making better decisions, learning from errors, adapting to the market, capturing customer insights, collaborating and stewarding new ideas. Here are some leads I hope you will find useful: Human Capital Development and Management Yazdani, & Manville Enhancing the ROI of human capital Deloitte, Touche, Tohmatsu Human capital measurement systems Human Capital Capability, Inc. Creating a learning culture Conner and Clawson Measuring ROI on learning Learnativity.com
Posted by ihumezie Emeka on July 27, 2003 at 04:55:10:(New Sample!)
E-Mail: hmasrubi@hotmail.com
Posted by H Rubijanto on April 06, 2002 at 10:14:12:
Posted by H R u b i j a n t o on June 03, 2002 at 10:34:17:
To establish a comprehensive built-in improvement of operation, try to involving the on going measurement
Posted by Miranda de Nooijer on June 04, 2002 at 04:22:04:
Bismillahirrahmanirrahiim
In the name of Allah, Most Gracious, Most Merciful
Praise be to Allah,
The Cheriser and Sustainer of the Worlds
Most Gracious, Most Merciful
The idea of writing this topic of Dissertation developed
during a Management Program for Top-50 PT Telkom (Bandung,
March to July 1997) which I was running together with more than fifty
executives of PT Telekomunikasi Indonesia four years ago.
My special thanks,
among others, to Prof. Boshyk, Prof. Michel Berne,
Dr. R. Morgan Gould, Dr. C. Brooklyn Derr (Theseus Institute, France),
Dr. Tim Danielson (Hay Management Consultants USA), Dr. Ashwin Pate
(Ernst&Young Consultants USA), Ir. Santoso MBA ( STMB Indonesia ).
It was my first experience attending a seminar arranged in
Video Teleconference using multimedia system which was connected
directly the audience in Bandung to the speaker in Paris.
Our group was asked what problems Telecommunication companies
would have to solve in the coming years,
with a view to the impending millennium.
One of the key points to emerge was that companies would have to
find out new ways to Managing Gaps Towards the Second Curve.
I am delighted to have this opportunity to express my most sincere
gratitude to all the Member of Board Directors, Vice Presidents,
Head of Divisions, all Managers and Subordinates, especially my Colleagues
in KDPK (Koordinator Divisi Pendukung dan Kekaryaan) PT Telekomunikasi
Indonesia; for the frank and very interesting interviews and accomplishing
questionaires with which they contributed to
the development of this dissertation very much.
In this occasion I would like to thank my academic management GedLi-CULA
Consortium Bp. Siswoyo Haryono. Ph.D as President Director and Ibu Tri
Suyantiningsih. Ph.D as Academic Director, the Board of Examiners
Bp. Prof. Dr. Hosni Suradji, Bp. Prof. Dr. Sabinen Ada, Bp. Dr. Lilik Sumarliadi CES,
all Instructors/Lecturers, and all Managers – Staff
Civitas Academica, and my academic colleagues, for all worthwhile guidances,
discussions and administration affairs that makes my paper comes true.
My most especial thanks, finally, to my wife, my sons and daughter
who have always supported my work with great understanding and
made sure that it was going along smoothly.
May, Allah swt bless all of us. Amien.
Bandung, June 22nd 2001 / 30 Rabiul Awal 1422 H.
In line with the increasing need of information, the society,
the education and the business world should be more familiar with
communication facilities and information technology, in order that all
activities can be accomplished comprehensively and effectively.
The potential of new customer and the increased global competition
leads to a different emergence of a new telecommunication global market place.
Current and coming soon features of telecom service will come
to a convergence of information technology product service.
Fortunately, the company was quite aware and control the developing demand
situation, they turn and shift to the second curve of promising information
technology services even amidst the turbulence of multidimensional crisis.
This strategic policy will shift telecommunication services from Plain
Ordinary Telephone Services (POTS) to Multimedia and Mobility business.
To survive and become superlative in today’s economic environment
there is an urgent imperative beyond competitive, the wisdom and open
mindedness to build infotech leadership as the source of excellence
business advantage. This is the key for tomorrow’s winners which
is become a prominent areas of management responsiveness, innovation,
empowering staff, and information technology.
The interrelated factors within the shift from existing telecommunication
product life-cycle to new paradigm of multimedia industry will be a landmark
of business in a global competitive market. This changing indication leads
us to acknowledge the necessity of assessing the reasons and motivations of
the shifting to the second curve phenomena; examining the impact of
adaptation in human resource development and organization culture of the
company and determining the effort in bridging the gap between existing
telecommunication business paradigm and the second curve of IT - Telecomm
business paradigm.
The advantage of such study and its implementation will stimulate
the growth of information industry in the region in order to grasp the
opportunities provided by the new technology and competitive environment.
- Introduction
A Background of Subject Matter
B The Reasons for Choosing The Topic
C Statement of The Problem
D Limitation of The Problem
E Aims and Objectives
F The Advantage of The Research
G Hypothesis
H Dissertation Structure
THEORITICAL REVIEW AND RELATED LITERATURE
RESEARCH METHOD
A Research Design
B Quantitative Method
C Technique of Data Gathering
D Data Analysis Method
RESULT AND DISCUSSION
A R e s u l t
B D i s c u s s i o n
CONCLUSION AND RECOMMENDATION
A Conclusion
B Recommendation
A t t a c h m e n t s
i would like to know the answers of the following questions
1.define information technology
2.differance between information technology and information systems
3.components of information technology in details
4.what is meant by resourse management?
Information Technology
Short for Information Technology, and pronounced as separate letters, the broad subject concerned with all aspects of managing and processing information, especially within a large organization or company. Because computers are central to information management, computer departments within companies and universities are often called IT departments. Some companies refer to this department as IS (Information Services) or MIS (Management Information Services).
(1) A group of interdependent items that interact regularly to perform a task.
(2) An established or organized procedure; a method.
(3) A computer system refers to the hardware and software components that run a computer or computers.
(4) An information system is a system that collects and stores data.
(5) On Macintoshes, System is short for System file, an essential program that runs whenever you start up a Macintosh. The System provides information to all other applications that run on a Macintosh. The System and Finder programs together make up the Mac OS.
(6) System often simply refers to the operating system.
Could any one help me to find papers that deal with the relationship between knowledge management and human capital?
KM Think Tank Forums ] [ Discussion Index ]
In Reply to: Re: Performance Improvement - Dissertation posted by Rubijanto on April 06, 2002 at 10:14:12:
Hi,
I am writting a dissertation on performance measurement in the hotel industry.
With special focus into the relationship between financial and non-financial indicators.
My main problem is that i need a dissertation close to mine to assist me. I speak dutch and there is shortage of literaturs
in english on this topic in the Netherlands. Or rather put in a different way, there is shortage of materials accessible to me.
Please if you do have any websites where i can download electronic dissertations on this topic.
Thanks,
Emeka
Subject: Re: Performance measurement.(financial and non-financial indicators in the hotel industry)
Title :A Test of the Co-Alignment Principle in Independent Hotels: A Case Study
Creator Taylor, Marcia Hillary
Subject: Hospitality and Tourism Management
Description The purpose of this study was to understand the types of competitive methods used by independent hotels
in their bid to obtain and sustain competitive advantage. The concept of the co-alignment principle, as it
relates to the choice of competitive methods and their implementation, was the focus of the research. The study investigated
the co-alignment between the elements of the co-alignment principle; strategy choice, firm structure and firm performance.
Five hotels in Jamaica and two propositions were used to test the model
Link: Title A Test of the Co-Alignment Principle in Independent Hotels: A Case Study
Added on Date: 21:48:49 07/27/03
In Reply to: Performance Improvement - Dissertation posted by Tashkah on April 05, 2002 at 09:22:40:
Performance Improvement is a continuous process of impartial strategic policy,
and should be achieved through some phases. In each phase, the steps are align
or synchronized to support the achievement of business result. Watch your steps
in structuring the questionnaire to sent to employees, avoid the pit falls of
segmentation approach that might arise from ‘the motivational and reward techniques’.
First phase, achieve a common vision of the desired nature of the business.
It requires the creation of a strategy that positions the organization in
its future business context, sets the direction for reengineering the business,
identifies the opportunity and role of IT in fulfilling this vision, and
identifies the need to restructure it.
The second one is for making the transition is to structure the solution.
This is the role for the architects, who have a broad base of knowledge and
experience and who can translate the vision into workable set of blue prints
to enable construction to begin. This architects must be skilled at relating
to the many and diverse interests involved in the change they are planning.
The next milling stone is to develop and deploy the planned changes throughout
the affected areas of the organization. The architects identify migration
stages that define different delivery capabilities based on the organization
ability to absorb change and to finance and provide resources for the various
delivery projects. These stages involves work-systems redesign, user training,
development of new applications and establishment of the required operational
support capabilities.
To establish a comprehensive view of the questionnaire,
try to involving the on going measurement and operation of the reengineered
business processes, and supporting IT infrastructure, with a focus on their
continuing evolution and improvement. It enables to establishing a continuous
learning organization in which the support functions perform a coaching role
to the empowered users. The result is partnership,
where knowledge and service workers collaborate to achieve the common goals.
In Reply to: thesis competence-based management posted by Miranda de Nooijer on June 03, 2002 at 09:29:14:
Performance Improvement is a continuous process of impartial strategic policy, and should be achieved
through some phases controlled by 'the art of Knowledge Leadership'. In each phase, the steps are align
or synchronized to support the achievement of business result. Watch your steps in structuring
the concept of employees treatments, avoid the pit falls of segmentation approach that might arise
from ‘just focussing on the motivational and reward techniques’. Explore your potential tacit knowledge
leadership in structuring your behaviour to treat your employees and control interactive networks.
First phase, achieve a common vision of the desired nature of the business. It requires the creation of
a strategy that positions the organization in its future business context, sets the direction for
reengineering the business, identifies the opportunity and role of IT in fulfilling this vision,
and identifies the need to restructure it.
The second one is for making the transition is to structure the solution. This is the role for the architects,
who have a broad base of knowledge and experience and who can translate the vision into workable set of
blue prints to enable construction to begin. This architects must be skilled at relating to the many and
diverse interests involved in the change they are planning. The next milling stone is to develop and deploy
the planned changes throughout the affected areas of the organization. The architects identify migration
stages that define different delivery capabilities based on the organization ability to absorb change and
to finance and provide resources for the various delivery projects. These stages involves work-systems redesign,
user training, development of new applications and establishment of the required operational support capabilities.
and operation of the reengineered business processes, and supporting IT infrastructure, with a focus on
their continuing evolution and improvement. It enables to establishing a continuous learning organization
in which individual with another one, a group with another one, which shorten the distance and time,
so that everything becomes more effective and efficient. It means this enhancement will giv
e added value to the whole company organization and more benefit for stakeholder.
It will enable us to accelerate the growth of business activities, where we could easily get information
on market demand, price competition, new product and service development, services rendered to
the customers and other kinds of information which can support the whole activities of our business.
Competencies Management as part of the Knoeledge Leadership should be the platform of the business process.
The exploration of employees motivation, perception and experience-driven will 'encourage'
the tacit knowledge to emerge and show their power to contribute more to the process.
In line with the increasing need of information , Knowledge Leadership should be more familiar with
sophisticated communication facilities and information technology, in order that all activities can be
accomplished comprehensively and effectively. With the progress of technology, the production processes,
formerly done in an integrated way in one place, nowadays can be divided and spread to all parts of the world
according to the pattern which gives an optimum efficiency. It creates new culture of leadership which
require the understanding of Customer Life Cycle and implementing Knowledge Management.
In Reply to: Re: thesis competence-based management posted by R u b i j a n t o on June 03, 2002 at 10:34:17:
Nizar, I am looking forward to read about your thesis. Is it also about competence-based management?
I am not going to study organization culture and leadership in a whole (I would like to finish this year).
But I am going formulate hypothesis about those variables. I hope to find a model in the literature to set up
these htpothesis. Afterwards I am going to design case studies (organizations working with competence-management)
to find out whether the hypotheses are true or I have to reject them. If you have any ideas about a model
(culture/leadership > competence-based management) or about the hypotheses, please help me!
Rubijanto, thanks a lot for your opinion! I agree that competence-based management should be part of
the business process. It is not a goal for its own!
My definition of competence management is that you continuous
have to find a balance between the additional value of employees to the objectives of the organization
and the additional value of the organization to the market the organization operates. With competence management
the organization is able to place the right competences(skill/knowledge etc.) on the right moment.
You see Competence Management as part of Knowledge Leadership, but I think it is just the other way round.
I am looking forward to the reactions!
Greatings,
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