Post on 19-Nov-2014
description
Case PresentationBy
ABM Anser Ullah Wafa Bawazir
Zeinab Al-Sheikh Elchin Musayev
Snapshot
Industry
Overview
Summary of the case
Answering questions
Open discussion
Case in a brief
Snapshot Industries, a company with a stronghold of tradition. Under the strong guidance of the owner Sam.
High level of loyalty from the employees (95% of them been with the company for 20 years).
Change of leadership created disruption.
Collaboration was the big challenge.
Q1. Why did the expert see the problem as one linked with knowledge management?
Q1. Continued…
Organizational culture was not a collaborative one.
Unwillingness of old stuffs to share knowledge.
Difficult for new stuffs to locate source of expertise.
No documentation as transfer of tacit knowledge is easier said than done.
Q2. Identify the types of knowledge that can be found in snapshot industries. Which elements are strategic knowledge.
Tacit ExplicitTacit Explicit
Expertise of old stuffs
Predictable and routine work
Expertise of old stuffs
Predictable and routine work
All departments are
computerized
Centralized records and personnel
system
All departments are
computerized
Centralized records and personnel
system
Q2. Elements of strategic knowledge
Expertise knowledge of the old staffs
Management information system
Knowledge about customers and markets
Expertise knowledge of the old staffs
Management information system
Knowledge about customers and markets
Strategic goalExpansion
Q3. Why were the resignations and retirements a problem? What could be done about this?
Cost of production increased.
Productivity went down.
With resignations of key member knowledge and expertise is also gone.
Q3. What could be done about this?
Formal and Informal ways of communication
Formal and Informal ways of communication
Utilization of knowledge and
expertise
Utilization of knowledge and
expertise
Transfer of knowledge
through documentation
Transfer of knowledge
through documentation
Training for previous
employees
Training for previous
employees
Q4. Identify the reasons for the consultant’s concern over leadership. How has Jim’s leadership affected the business? Can you see some ways in which Jim could improve his practices?
Inability to identify the goalsInability to identify the goals
Difficulties in changing the organizational cultureDifficulties in changing the organizational culture
Inefficiency in utilizing the skills and expertiseInefficiency in utilizing the skills and expertise
Q4. How has Jim’s leadership affected the business?
SymptomsSymptoms
Inconsistent system
Different teams working differently
Stress among the stuffs due to competitive
environment.
Unavailability of expertise due to unwillingness
Inconsistent system
Different teams working differently
Stress among the stuffs due to competitive
environment.
Unavailability of expertise due to unwillingness
Q4. Can you see some ways in which Jim could improve his practices?
Q5. In your opinion, which areas most need to reflect knowledge management principles? Why?
Knowledge management principles should be more reflected on the employees’ expertise.
Why? • Increase recognition of the profitable value of
employee knowledge.• Organizations therefore use efficient ways of
managing their intellectual assets “ Electronic Processes”