BEST PRACTICES OF LEARNING ORGANIZATION IN THE CONTEXT OF KNOWLEDGE MANAGEMENT

8/14/2019 BEST PRACTICES OF LEARNING ORGANIZATION IN THE CONTEXT OF KNOWLEDGE MANAGEMENT

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MoE Strategic LeadershipMoE Strategic Leadership

Best Practices Of LearningBest Practices Of Learning

OrganizationOrganizationIn The Context OfIn The Context Of

Knowledge ManagementKnowledge Management------------------------------------------------------------------------------------------------------------------------------------------

When Will I Know Everything?When Will I Know Everything?

Azuddin Jud Haji IsmailAzuddin Jud Haji Ismail

66thth July 2006July 2006

ASALAMUALAIKUM WBTASALAMUALAIKUM WBT

GREETINGS AND SALUTATIONGREETINGS AND SALUTATION


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DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA.DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA.

NEGARA ITU SEBUAH KEKUASAAN,NEGARA ITU SEBUAH KEKUASAAN,

YANG HIDUP DENGAN KEKUASAAN ITU,YANG HIDUP DENGAN KEKUASAAN ITU,ATURAN YANG TETAP (SUNNAH).ATURAN YANG TETAP (SUNNAH).

ATURAN YANG TETAP ITU IALAH POLITIK (SIASAH)ATURAN YANG TETAP ITU IALAH POLITIK (SIASAH)

YANG DIJALANKAN OLEH RAJA (PEMERINTAH)YANG DIJALANKAN OLEH RAJA (PEMERINTAH)

RAJA ITU PERATURAN YANG DISOKONG OLEH ANGGOTARAJA ITU PERATURAN YANG DISOKONG OLEH ANGGOTA

KERAJAANKERAJAANANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA.ANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA.

HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT.HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT.

RAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH KEADILANRAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH KEADILAN

KEADILAN ITU YANG DISUKAI OELH DUNIA.KEADILAN ITU YANG DISUKAI OELH DUNIA.DENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATUDENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATU

KEBUNKEBUN

BAGHDAD - IRAQ 800 A.DBAGHDAD - IRAQ 800 A.D

MUQADDIMAHMUQADDIMAH


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MALAYSIA K-BASED ECONOMY MASTER PLAN

Developing humancapital

InstitutionalSupport

Developing necessaryinfrastructure and

Info-structure facilities

Increase capacityfor the acquisition andapplication of science

and technology

Networking withprivate sector

DevelopKnowledge-based

Civil service

Bridging theknowledge anddigital divides


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K-based Economy Master PlanK-based Economy Master Plan(Goal and Target)(Goal and Target)

Develop a world-class knowledge based publicDevelop a world-class knowledge based publicservice.service.

Skilled, knowledgeable, efficient and competentSkilled, knowledgeable, efficient and competent

Proactive and responsive to the needs of theProactive and responsive to the needs of therakyatrakyat

More open and accountableMore open and accountable

Fully adopt and leverages upon ICT to enhanceFully adopt and leverages upon ICT to enhanceits efficiency and productivityits efficiency and productivity


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Knowledge is now considered asKnowledge is now considered asthe most valuable intangiblethe most valuable intangibleassets that need to be valued,assets that need to be valued,

developed and managed.developed and managed.

To enable companies/To enable companies/organisations to make the rightorganisations to make the right

decisions at the right timedecisions at the right time

To improve the performance ofTo improve the performance ofindividuals and organisationsindividuals and organisations

Why Knowledge?


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Potential Benefits of

Managing Knowledge

Decision

makingimproves

Less time is

spent on

researchingCustomer

serviceimprovesIndividuals and teams are

linked across remote locations

People learn

right across

organisation Employee

understandorganisation

objectives etc

Improved

sharing ofinformation


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What is Knowledge?What is Knowledge?

Knowledge is a fluid mix of framed experience,Knowledge is a fluid mix of framed experience,values, contextual information and expert insightvalues, contextual information and expert insight

that provides a framework for evaluating andthat provides a framework for evaluating andincorporating new experiences and information. Itincorporating new experiences and information. Itoriginates and is applied in the minds of knowers.originates and is applied in the minds of knowers.In organisations, it often becomes embedded notIn organisations, it often becomes embedded notonly in documents or repositories but also inonly in documents or repositories but also in

organisational routines, processes, practices andorganisational routines, processes, practices andnorms.norms.

(Davenport and Prusak, 1998)(Davenport and Prusak, 1998)


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TACIT KNOWLEDGE

EXPLICIT KNOWLEDGE

Tacit knowledge is understood but not clearly

expressed. It is often personal knowledge

embedded in individual experience and involve

intangible factors, such as personal belief,perspective and values

Explicit knowledge is precisely and clearly

expressed, with nothing left to implication. It can

be described, documented and shared amongst

individuals


9/108Azuddin Jud Haji Ismail

THE GIFTTHE GIFT

GOD GIVES USGOD GIVES USTHE ABILITYTHE ABILITY

TO THINKTO THINK&&

TO REASONTO REASON


10/1081Azuddin Jud Haji Ismail

WISDOM

PERBIDALAN ILMUPERBIDALAN ILMUGIVE A MAN A FISH, YOUGIVE A MAN A FISH, YOU

WILL MAKE HIM FULL FOR AWILL MAKE HIM FULL FOR ADAY.DAY.

TEACH HIM HOW TO FISH,TEACH HIM HOW TO FISH,HE WILL BE FULL FOR FORHE WILL BE FULL FOR FOR

THE REST OF HIS LIFETHE REST OF HIS LIFE


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1Azuddin Jud Haji Ismail

--INFORMATIONINFORMATION

PEOPLE -PEOPLE - INTERACTINTERACTPROCESS -PROCESS - ADAPTADAPTORGANIZATION -ORGANIZATION - CULTURECULTURETOOLS TOOLS TECHNOLOGYTECHNOLOGYKNOWLEDGE -KNOWLEDGE - VALUEDVALUED

INTELLEGENCE -INTELLEGENCE - CAPITALCAPITALWISDOM -WISDOM - INHERITANCEINHERITANCE


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KuasaKuasa

Law of Nature

OBJECT AT REST STAY AT RESTOBJECT IN MOTION STAY IN MOTION UNTIL

FORCE = MASSXACCELERATION ( Newtons Second Law of Motion)

(Self )

Internal

KNOWLEDGE

Environment

(Boss)

External

SIFAT AQAL


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SIFAT AQAL

MALASMALAS TEORI NEWTON TEORI NEWTONKENALKENAL RECOGNISE RECOGNISE

TAWANTAWAN CONQUER CONQUER

INGATINGAT REMEMBER REMEMBERBAHASABAHASA LINGO LINGO

BANDING/KAITBANDING/KAIT - COMPARE / RELATES- COMPARE / RELATES

RANGSANGRANGSANG

- STIMULTE / SUASANA- STIMULTE / SUASANA

TEKNIK, PETUA, LATIHAN & DOATEKNIK, PETUA, LATIHAN & DOA

RENUNGANRENUNGAN


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RENUNGANRENUNGAN

A THOROUGH KNOWLEDGE OF THEELEMENTS

TAKES US MORE THAN HALF THE ROAD TOMASTERSHIP

ARON NIMZOWITSCH

INTERNATIONAL CHESS GRANDMASTER

Malaysia Has So Many PhD Holders ,

Do We Have Any ChessGrandMaster?

Why INDIA, SINGAPORE,

J i M i K h K j


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ATTRIBUTE

TYPE

Make It Happen YES YES YES

Help It Happen YES ? ?

Do It Happen NO YES YES

Let It Happen NO NO YES

Do Not Know What Is Happening NO NO NO

Competency Willingness Confidence

Jenis Manusia Kearah Kemajuan

KOMPETENSI L k Mi t L tikKOMPETENSI L k Mi t L tik


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KOMPETENSI Layak Minat - LantikKOMPETENSI Layak Minat - Lantik

TAHU DENGAN SENDIRINYA BERKOMPETENSI AKTIF

TAHU APA YANG DIKETAHUI BERPENGETAHUAN

LEARN &

RE-LEARN

TAHU APA YANG TAK TAHU BERUSAHA UNTUK BERILMU LEARN

TAK TAHU APA YANG DIKETAHUI GAGAL DALAM MENGUASAI ILMU RE-LEARN

TAK TAHU APA YANG TAK TAHU BERKEMUNGKINAN SEGALANYAREFUSE TO

LEARN

PENILAIANKITARAN

ILMU

JENIS BERPENGETAHUAN

THE ORGANIC ORGANIZATIONTHE ORGANIC ORGANIZATION


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THE ORGANIC ORGANIZATIONTHE ORGANIC ORGANIZATION

BEHAVIOURBEHAVIOUR

ENVIRONMENTENVIRONMENT

CAPABILITIESCAPABILITIES

VALUESVALUES

BELIEFSBELIEFS

IDENTITYIDENTITY

CONSTRAINTCONSTRAINT

SS

ACTIONSACTIONS

DIRECTIONDIRECTION

PERMISSIONPERMISSION

MOTIVATIONMOTIVATION

MISSIONMISSION

VISIONVISION

WHOWHO

WHERE/ WHENWHERE/ WHEN

WHYWHY

WHYWHY

HOWHOW

WHATWHAT

WHERE/WHWHERE/WH

NN

??

7 ACTION LEARNING ORGANIZATION7 ACTION LEARNING ORGANIZATION


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7 ACTION LEARNING ORGANIZATION7 ACTION LEARNING ORGANIZATION

A bias for reflection-in-action A bias for reflection-in-action Open HeartOpen Heart

LeadershipLeadership

Formation of learning alliances -Formation of learning alliances - SynergySynergy

Development of external networks -Development of external networks - LinkLink

Multiple rewards systems Multiple rewards systems Value PropositionValue Proposition

Creation of meaningful informationCreation of meaningful information AppliedApplied

KnowledgeKnowledge

Individual empowerment -Individual empowerment -

AccountabilityAccountability

Leadership & Vision Leadership & Vision Continuous ImprovementContinuous Improvement

KNOWLEDGE FOR THE EDGEKNOWLEDGE FOR THE EDGE


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KNOWLEDGE FOR THE EDGEKNOWLEDGE FOR THE EDGE

Human SeeHuman See VALUEVALUE InIn

Consciously CollectingConsciously Collecting

& Using& Using InformationInformation

TechnologyTechnology, The Need, The NeedToTo OOrganizerganize

Knowledge ForKnowledge ForAccessing It -Accessing It - LHDNLHDN


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Right BrainRight Brain

(Imagination)(Imagination)Left BrainLeft Brain

(Logic)(Logic)

EQEQSensitivitySensitivity

AwarenessAwareness

MessageMessage

ADVERSITY OF A MAN IS TESTED WHEN HE HAS THEADVERSITY OF A MAN IS TESTED WHEN HE HAS THE

POWERPOWER

CultureCulture

ValueValue

EnvironmentEnvironment sound sight smell tastesound sight smell tastetouchtouch

IQIQ

INTELLIGENT FROM KNOWLEDGEINTELLIGENT FROM KNOWLEDGE

IDEALIDEAL

KM CLOCKWISE FRAMEWORK


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KM CLOCKWISE FRAMEWORKKM CLOCKWISE FRAMEWORK

MEASUREMENT OWNERSHIP

USE PROVIDE

ADAPT F

KNOWLEDGE

SHARE SELECT

DISTILL ORGANIZE

TECHNOLOGY CULTURE

LEARNING ORGANIZATIONLEARNING ORGANIZATION


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LEARNING ORGANIZATIONLEARNING ORGANIZATION

Make it happenHelp it happenLet it happen

Business&

TechnologyDriven

Process &FunctionalOriented

SUMBER MANUSIA

KNOW

TEKNOLOGIDO

PROSESLEARN

BEBE

CHALLANGESCHALLANGES


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CHALLANGESCHALLANGES

In The USA, The Challenge Is:To Capture The Knowledge Of TheSkilled Worker Who Are Leaving

The US Government.In Malaysia, The Challenge Is :

On How To Create A Skilled

Workforce Through KnowledgeBase

-The Asia Business Forum 2003-

FROM KNOWLEDGE TO LIBERALISMFROM KNOWLEDGE TO LIBERALISM


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FROM KNOWLEDGE TO LIBERALISMFROM KNOWLEDGE TO LIBERALISM

YOU KNOW WHATYOU KNOW WHAT

YOU KNOW HOWYOU KNOW HOW

YOU KNOW WHYYOU KNOW WHY

----------------------------------------------------------------Integrated Learning ComplexIntegrated Learning Complex

MuseumMuseum ,, LibraryLibrary ,, ZooZoo ,, Science CenterScience Center ,,

National ArchiveNational Archive ,, Sports CenterSports Center.etc...etc..

Disneyland, NASA , Library of theDisneyland, NASA , Library of the

CongressCongress

PROPOSED INTEGRATED INFO SOCPROPOSED INTEGRATED INFO SOC


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PROPOSED INTEGRATED INFO-SOCPROPOSED INTEGRATED INFO-SOC

MOE DIV 2State

Department

Customer

Service

MOEDMS

CustomerRelation

Management

MOE DIV 3DISTRICT

MOE DIV 4

MOECRITICAL DIV

MOE DIV 1

DecisionSupportSystems

Applications

EIS

E-LEARNING

DataWarehousing

KnowledgeManagement

WebAccess

WorkflowManagement

Phase 1

Phase 2 in Phase 1(Quick Win)

Phase 2 Phase 3

Integration with other modules

KM St t i Thi kiKM St t i Thi ki


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KM Strategic ThinkingKM Strategic Thinking

CONDUCT STRATEGIC

CONVERSATIONS

UNCERTAINTY INTUITING

INSTITUTIONALIZING

LEVEL OF UNCERTAINTY

TYPES OF UNCERTAINTY

PLAYING THE BETTERGAME

PLAYING THE GAME

DIFFERENTLY

STRATEGIC POSITION

Positioning Strategic ThinkingPositioning Strategic Thinking


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Positioning Strategic ThinkingPositioning Strategic Thinking

Why is strategy implementation so hard to achieve ?Why is strategy implementation so hard to achieve ?

Why do so many strategy projects fail ?Why do so many strategy projects fail ?

How do management team develop knowledge about the future ?How do management team develop knowledge about the future ?

How do individuals share strategic knowledge across the organization ?How do individuals share strategic knowledge across the organization ?

We need a deep theory of strategy creation We need a deep theory of strategy creation

The old media giant - Viacom, Walt Disney, NewsCorp, Time WarnerThe old media giant - Viacom, Walt Disney, NewsCorp, Time Warner

Computer & consumer giant - Sony, IBM, Apple, MicrosoftComputer & consumer giant - Sony, IBM, Apple, Microsoft

Telecommunication giant - Deutsche Telekom, BT, AT&T, WorldComTelecommunication giant - Deutsche Telekom, BT, AT&T, WorldCom

Online services - eBay, Amazon, Yahoo, AolOnline services - eBay, Amazon, Yahoo, Aol

Coming soon Softbank, alibaba.com, X-BOX, playstationComing soon Softbank, alibaba.com, X-BOX, playstation

Uncertainty Thinking Strategic Practice & PreachUncertainty Thinking Strategic Practice & Preach


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Uncertainty Thinking Strategic Practice & PreachUncertainty Thinking Strategic Practice & Preach

NIKE JUST DO ITNIKE JUST DO IT

MERCEDES BENZ ENGINEERED TO DRIVE THE HUMANMERCEDES BENZ ENGINEERED TO DRIVE THE HUMANSPIRITSPIRIT

BMW ULTIMATE DRIVING MACHINEBMW ULTIMATE DRIVING MACHINE

TOYOTA PASSION campaign for entering Formula 1TOYOTA PASSION campaign for entering Formula 1

HONDA TALL BOY ( Tacit Campaign ) POWER OF DREAMSHONDA TALL BOY ( Tacit Campaign ) POWER OF DREAMS

PROTON evolusi 1 KEJAYAAN MALAYSIA campaign for SAGAPROTON evolusi 1 KEJAYAAN MALAYSIA campaign for SAGA

TM Merintis Kemungkinan ?????TM Merintis Kemungkinan ?????

KANCIL evolusi 1 SEBIJAK ANDAKANCIL evolusi 1 SEBIJAK ANDA

TRANSFORMATION


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Knowledge Is Power (Newsweek 14th June 1993)

Knowledege Society Peter F. Drucker 1993

Knowledge Base Intangibles Alvin Toffler 1992

Knowledge Base Intellects Reich 1991

Pemikir Barat

1960 Era Penghasilan Produk Baru

1970 Era Penghasilan Kos Effektif

1980 Era TQM Pengurusan Kualiti Bersepadu1990 Era Perkhidmatan & Pemasaran Global

2000 Era Knowledge Management & e-Business

TUN Dr.MAHATHIRTUN Dr.MAHATHIRPLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETYPLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETY


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PLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETYPLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETY

BE ON A HIGHER LEVEL YOURSELF AS YOU CANNEVER TAKE PEOPLE WHERE YOU HAVE NEVER

BEEN YOURSELFCYJ@YA KOREA - MSC/MDC

ANY COUNTRY WHO DOES NOT LOOK AHEADREMAIN BEHIND

WAWASAN 2020

NO INFORMATION RICH COUNTRY IS POOR &NO INFORMATION POOR COUNTRY IS RICH

MALAYSIAN KNOWLEDEGE MANAGEMENT PLAN
mailto:CYJ@YAmailto:CYJ@YA


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Towards a Learning Organization:Towards a Learning Organization:

The Role of Assistant Principals InThe Role of Assistant Principals In

Managing KnowledgeManaging KnowledgeThe Strategic Transformation of

Ministry of EducationSchool Division Principal Centric K-Portal

Concept For Review : Prepared Exclusively For PKPSM Meeting30th June 2006

Azuddin Jud Haji Ismail

STAKEHOLDERSSTAKEHOLDERS


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Make it happenHelp it happenLet it happen

Business

Improvement&

TechnologyDriven

Result &FunctionalOriented

SUPPORT GROUP

PIBG

MOEDELIVER

STUDENTLEARN

EDUCATOREDUCATOR

THE EVOLUTION OF DATATHE EVOLUTION OF DATA


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DATA DATA A MUST RAWA MUST RAWMATERIALMATERIAL

INFORMATION -INFORMATION - MEANINGFULMEANINGFUL

KNOWLEDGE -KNOWLEDGE - VALUEDVALUED

INTELLEGENCE -INTELLEGENCE - COMPETITIVECOMPETITIVE

WISDOM -WISDOM - INHERITANCEINHERITANCE

Knowledge-based Economy inKnow e ge- ase Economy nMalaysiaMalaysia


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MalaysiaMalaysia

GlobalizationGlobalization

Knowledge SocietyKnowledge Society

Vision 2020

Networking & ConnectivityNetworking & Connectivity

Information & Knowledge IntensityInformation & Knowledge Intensity

Vision Of Malaysia: Knowledge-Vision Of Malaysia: Knowledge-


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Vision Of Malaysia: KnowledgeVision Of Malaysia: Knowledge

based Economy By Year 2020based Economy By Year 2020

InformationSociety

Values-basedKnowledgeSociety

20202020

Economic

Social

--

People

areInt

egral--

Inform

ation

andCo

mmun

icatio

n

Te

chno

logy

asan

Enable

r

Access toinformation

ICT as a sectorand humancapital as a

commodity

Culture of a lifelong learning andinnovation

United, moral and ethicalsociety

Sustainable quality of life

Value creatingknowledgeproducts andservices

CompetitiveKnowledgeEconomy

KnowledgeSociety

MalaysiasMalaysias TransitionTransition into Knowledge-basedinto Knowledge-based


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Malaysia sMalaysia s TransitionTransition into Knowledge basedinto Knowledge based

EconomyEconomy

Labour-driven

Labour-driven

Investment-driven

Productivity-driven

Knowledge-driven

1960 19951970 1980 2000

PrimaryCommodities

Assembly-typeManufacturing

Medium-tech Manufacturing &Services

High-tech Manufacturing &

Services

MoEMoE

2020

KM supportingKnowledge-based

economy

Leapfrog intoleadership in the

Knowledge-basedEconomy

Learning OrganizationsLearning Organizations


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g g

A learning organization is skilled atcreating, acquiring, and transferringknowledge and at modifying its behavior toreflect new knowledge and insights.

Learning organizations translate newknowledge into new ways of behaving.

In a learning organization, managers andteachers encourage - work-related learning,the exchange of information between

workforces to create new ideas &knowledge and continuous improvement.

Joan Giesecke & Beth Mcneil, 2004

Knowledge ManagementKnowledge Management


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The confusion between knowledge and

information has caused managers to sinkbillions of dollars in IT ventures that haveyielded marginal results.

Business managers need to realize that

unlike information, KNOWLEDGE isembedded in people, and KNOWLEDGECREATION occurs in the process of socialinteraction.

Dr. Karl Erik Sveiby

The New Organizational Wealth: Managing andMeasuring Knowledge- Based Assets, 1997

Mission of KnowledgeMission of Knowledgei


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Management in MoEManagement in MoE

To transform MoE into a learningorganization by facilitating

knowledge creation and transfer

by means of providing effectiveinfrastructure, contents and

inputs for strategic decision

making

Knowledge Management in MoEKnowledge Management in MoE


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g gg g

KNOWLEDGE

PERMEATING

RMK 9

K-organization &

Knowledge

Sharing Culture

Build MoE as a Knowledge-based organizationand Center of Reference by promoting KM

and Knowledge sharing activities

1. Support Vision 2020

2. Capacity Building

3. Sharing and Learning program

4. Outreach Parliament and Inputs to the

Ministers

5. EDMS and Corporate K-portal

6. Contents publication and management

7. MoE Knowledge Center



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MoE Knowledge Portal

Knowledge Center ;E-Learning

Info. Sharing acrossState / Division /

Departments & UnitsK-sharing forum

Top management support- KM Roles

Virtual Office

- Remote Access ofthe doc./mails

MoE Expert Directory



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g gg g

Top management support - KM Role

MoE has appointed Ketua Pengarah Pendidikan and act

as the Chief Learning and Knowledge Officer (CLKO) to

facilitate the KM initiatives in the organization.

A strategic division has been formed under the direct

supervision of the CLKO and positions likewise have

been created to carry out KM tasks in the ministry.

MoE- Knowledge PortalMoE- Knowledge Portal


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g

MoE is a Knowledge and Learning basedorganization thus Intranet manages thedissemination and sharing of knowledge of theorganization.

The Strategy:MoE K-portal is a place to communicate, share andcollaborate

Meet people across the organization

Know-how and know-who

Medium for corporate communication

Knowledge sharing culture

MoE Knowledge Porta



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g gg g

Info. Sharing across DepartmentsK-sharing forum

The objective is to encourage intellectual discourse andcreate

a knowledge-sharing culture amongst MoE teachers.

A continuous program where teachers share their

knowledge,expertise and skills with their own colleagues. Innovation

extended to PPD and PPN for a monthly external forum.

A face-to-face session where teachers interact and discussfreely.



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g gg g

MoE teachers Directory

To locate the experts and share expertise among

teachers, MoE has created a teachers directory, which

includes information on teacherss department,

extension no., e-mail, educational background,

experiences, expertise and other personal details.

It serves the purpose of internal networking and

communication among MoE workforces.



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To access MoEs ministry network, (i.e. MoEs portal,

shared files/documents, web applications) from

anywhere in the world, the MoE Network Remote

Access

This remote access will help MoE teachers to be

connected with the information and knowledge and

to work from any parts of the world.

Virtual Office - Remote Access of

MoE network


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MoE also has to offer a wide range of training tutorials through

its e-learning initiatives. Electronic documents are complied

and collected in CDs, which are available in MoEs Teachers

Knowledge Center (Library). MoE K-center system allowsteachers to search the online catalogues of books at the K-

center.

MoE to subscribe a number of online IT and business journals

that can be accessible from the MoE Knowledge portal.

Links to various online tutorials are also available in the portal.

MoE Teachers Knowledge Center E-Learning

Learning Organization Vs. KMLearning Organization Vs. KM


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KM

OrganizationalLearning

K-identification

K-creation

K-evaluation

K-organization

K-sharing

TACIT

EXPLICIT

Shared Vision

Community learning

Individual learning

Learning culture

Openness & Sharing

Learning Organization vs. KMLearning Organization vs. KM


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Mental Model People share and use

knowledge on regular basis;create new knowledge toimprove performance

New K-creation

Personal Mastery People are responsibleand willing to learn andshare throughformal/informal ways

K-organization

K-sharing

Shared Vision

Team Learning

System Thinking

Formulate CoPs/team toidentify, create andevaluate knowledge

Must have a commonvision and goal

K-identification

K-creation

K-evaluation

Covers following

LearningOrganizationcomponents

Tasks involvedKM components

Transforming MoE into a LearningOrganization


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g

To Foster Learning at every stage in MoE

OrganizationalCulture

WorkProcesses

Tools &Techniques

Skills &Motivation

Develop a Shared

Vision incorporating

Learning

Written policies

endorsed by Top

management

Encourage Upward

Feedback/voice out

program

Inspire Cross-

departmental

Info- sharing

BI / Competitor

analysis

KM initiatives to

share knowledge

Develop CoPs

Incorporate

learning into teachers

KPIs

Provide Rewards

for learning Involves customers

in decision making

Info-sharing

sessions

Brainstorming

sessions

Corporate

communication

Observation of

learning

performance

teachers support

/mentoring programs

Provide alternative

learning materials,

i.e. CDs

E-learning

Individual

development plans

Reduce learning

curve manuals/

mentor-mentee

program

Form Study

Groups

Promote field trips


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Conclusion


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MoE is the first government agencies to embark on KM in a

structured and organized way

KM plays a core role in the development of MoEs institutional

knowledge to drive the nations Vision 2020 project

Has successfully implemented the infrastructure and related

programmes to manage institutional knowledge

Culture is still a major challenge

Integrating learning organization concepts as part of

knowledge management is relatively new .

KM is fast becoming an integral part ingrained into the

organisational activities and processes.

HOME-GROWN OR TINNED? NEXT STE


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1. Create a knowledge crisis/context and communicateit

2. Develop and share explicit knowledge to internal andexternal market processes. As a basic processes asfundamental and available as the First Aid

3. Encourage the creation of new forms of knowledge

4. Dont send your people for development, insteadgive

them the budget to invest in making their new form of

knowledge. Monitor, work and let them keep the return.

5. Encourage them to share the lessons of success andfailure at an internal Knowledge Workshop

WISDOM


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Ain Lam MimAin Lam MimALAMALAM

ILMUILMUAMILAMILALIMALIM

UNLESSUNLESSAMALAMAL

AZUDDIN JUD HAJI ISMAILAZUDDIN JUD HAJI ISMAIL

WISDOM


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HARLAND SANDERS 1890-1980HARLAND SANDERS 1890-1980

YOUVE GOT TO LIKE YOUR WORK.YOUVE GOT TO LIKE YOUR WORK.

YOUVE GOT TO LIKE WHAT YOU ARE DOING.YOUVE GOT TO LIKE WHAT YOU ARE DOING.

YOUVE GOT TO BE DOING SOMETHINGYOUVE GOT TO BE DOING SOMETHING

WORTHWHILE SO YOU CAN LIKE IT.WORTHWHILE SO YOU CAN LIKE IT.BECAUSE IF ITS WORTHWHILE, THAT MAKES ABECAUSE IF ITS WORTHWHILE, THAT MAKES A

DIFFERENCE, DONT YOU SEE!DIFFERENCE, DONT YOU SEE!

FOUNDER OF KENTUCKY FRIED CHICKEN, aka COLONEL SANDERSFOUNDER OF KENTUCKY FRIED CHICKEN, aka COLONEL SANDERSSTARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USASTARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USA

TAMATTAMAT


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TERTEMPOH LUTUT KIRITERTEMPOH LUTUT KIRI

TERANGKAT LUTUT KANANTERANGKAT LUTUT KANAN

TERANGKAT ANAK ADAM JARI SEPULUHTERANGKAT ANAK ADAM JARI SEPULUH

JARI SEPERTI SUSUN SIREHJARI SEPERTI SUSUN SIREH

BUKAN SEMBAH SEBARANG SEMBAHBUKAN SEMBAH SEBARANG SEMBAHSEMBAH BERNAMA LELA SEMBAHSEMBAH BERNAMA LELA SEMBAH

DENGAN TANJAK DENDAM TAK SUDAHDENGAN TANJAK DENDAM TAK SUDAH

EMBOK DALIK ANAK KEPADA DAENG PERANI 7 BUGIS BERSAUDARAEMBOK DALIK ANAK KEPADA DAENG PERANI 7 BUGIS BERSAUDARA

1600 MASEHI KERAJAAN MELAYU RIAU LINGGI1600 MASEHI KERAJAAN MELAYU RIAU LINGGI

Four Elements of Org DNAFour Elements of Org DNA


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InformationInformationDecision RightsDecision Rights

MotivatorsMotivators StructureStructure


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Habits


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ImportantBut NotURGENT

Important&

URGENT

URGENTBut Not

Important

Not Important&

Not URGENT

1 2

43

Asst Principal / Principal Relationship


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Asst. Principal / Principal Relationship

Internal Communication

Exterior Communication


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oDo Things Not AskedForoDo More!oCreate Trus t

1 t I i


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1st Impression

Non-Verbal

You.The Ambassador!

You Can Only Feel As GoodAs You Look


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What you see in othersis your own reflection

Positive Vibes

Art of Greeting People

Be At Peace With The

World And Yourself


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KFC Story Create a Habit &That

Habit Will Take Care OfYou


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Managing Changes in Learning Organization Today !!!Managing Changes in Learning Organization Today !!!

Things are changing status quo managementThings are changing status quo management


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Things are changing status quo managementgs a e c a g g status quo a age e twont work.wont work.

Major challenges :-Major challenges :- How do you hang on to youHow do you hang on to your good people?r good people?

How do you keep morale from dropping?How do you keep morale from dropping?

How do you get the results higher managementHow do you get the results higher managementexpects of your work group?expects of your work group?

Managing Changes in Learning Organization Today !!!Managing Changes in Learning Organization Today !!!

The odds are you will be expected to get moreThe odds are you will be expected to get more


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e odds a e you be e pected to get o ey p gdone, maybe with fewer resources,done, maybe with fewer resources, in a shorterin a shorter

period of timeperiod of time

Is it Fair ???Is it Fair ???

Productivity getProductivity get hammered from all corners..hammered from all corners..

Your people may be upset, confused orYour people may be upset, confused or

demoralizedbut still you are responsible todemoralizedbut still you are responsible toproduce good resultsproduce good results

You have to protect the bottom line You have to protect the bottom line

Here is the opportunity to become a HeroHere is the opportunity to become a Hero

Rules # 1 Be A Change AgentRules # 1 Be A Change Agent

Your resYour responsibilities as a Principal or Assistantponsibilities as a Principal or Assistant


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p pp pPrincipal take on a new dimension.Principal take on a new dimension.

Your day-to-day duties and job has grownYour day-to-day duties and job has grown More bases to cover and you will discover someMore bases to cover and you will discover some

of your old habits and routines in the way youof your old habits and routines in the way youmanage people just wont work.not nowmanage people just wont work.not now

Keep up with whats happening around you byKeep up with whats happening around you by

changing your approach, your emphasis.changing your approach, your emphasis.

ADAPT Loosen up and roll with the flow.ADAPT Loosen up and roll with the flow.

Flexibility is one of the keys to being a goodFlexibility is one of the keys to being a goodChange AgentChange Agent

Rules # 2 Dont Give Away Your PowerRules # 2 Dont Give Away Your Power

Principals and Assistant Principals become morePrincipals and Assistant Principals become more


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tentative during times of significant changes. Moretentative during times of significant changes. Morecautious, careful, uncertain regarding the extent of theircautious, careful, uncertain regarding the extent of their

authority and decision-making latitude.authority and decision-making latitude.

Give away their managerial power and wait around toGive away their managerial power and wait around tosee if higher management is going to give back to them.see if higher management is going to give back to them.

The Wait and See will make you less effectiveThe Wait and See will make you less effective

Act on active stance!Act on active stance!

If you wait for crystal clear signals from above regardingIf you wait for crystal clear signals from above regardingwhat you can and cant do, your management is going towhat you can and cant do, your management is going to

lose momentum.lose momentum.EMPOWER YourselfEMPOWER Yourself

Dare to attack your job with confidence and authority!Dare to attack your job with confidence and authority!

Rules # 3 Keep Positive AttitudeRules # 3 Keep Positive Attitude

Your attitude as Principals and AssistantYour attitude as Principals and Assistant


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ppPrincipals will be a major factor in determiningPrincipals will be a major factor in determiningwhat the climate in your learning organization.what the climate in your learning organization.Your attitude is totally under your control!!Your attitude is totally under your control!!

Will you be the right kind of role model for yourWill you be the right kind of role model for your

subordinates?.subordinates?. Look at the organizational demand as yourLook at the organizational demand as your

personal demand. Seek out opportunities!personal demand. Seek out opportunities!

Be Upbeat, Positive & Enthusiastic!Be Upbeat, Positive & Enthusiastic!

It is contagious and influenced your subordinates!It is contagious and influenced your subordinates!

Rules # 4 Give Your Troops Clear-Cut MarchingRules # 4 Give Your Troops Clear-Cut MarchingOrders?Orders?

C


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Minimize the ambiguity !! Clear up theMinimize the ambiguity !! Clear up theunknown as much as possibleunknown as much as possible

Your subordinates usually respond well toYour subordinates usually respond well tohands-on managementhands-on management

Frame out their duties and assignments in specificFrame out their duties and assignments in specific

terms, rather than leaving things general andterms, rather than leaving things general andvague!vague!

Assign definite deadlines and timetables.Assign definite deadlines and timetables.

Clear guidance from you helps your people onClear guidance from you helps your people ontrack, reduces the odds that they will show atrack, reduces the odds that they will show a

drop-off in desired target!drop-off in desired target!

Rules # 5 Focus On Short-Range ObjectiveRules # 5 Focus On Short-Range Objective

Cl d fi d l d bj iCl d fi d l d bj ti


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Clear defined goals and objectives.Clear defined goals and objectives.

It will helps your people get their minds off theIt will helps your people get their minds off thepast and become future-orientedpast and become future-oriented

It build confidence, restore momentum and trustIt build confidence, restore momentum and trust

Concentrate on quarterly, monthly and evenConcentrate on quarterly, monthly and even

weekly performance targets.weekly performance targets. Publicity - accountabilityPublicity - accountability

Keep the spot light in your Quick WinKeep the spot light in your Quick Win

Give your subordinates generous feedbackGive your subordinates generous feedbackregarding the progress that is made towardsregarding the progress that is made towards

goal achievement.goal achievement.


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Rules # 7 Nail Down Each Persons JobRules # 7 Nail Down Each Persons Job

D t A U M th t ll b di t kD t A U M th t ll b di t k


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Dont Ass U Me that all subordinates knowDont Ass U Me that all subordinates knowexactly where and how to aim their efforts.exactly where and how to aim their efforts.

Consistently Check On ThemConsistently Check On Them

Put the key points of all discussion in writingPut the key points of all discussion in writingwith copies maintained by you as well as thewith copies maintained by you as well as thesubordinates.subordinates.

Set aside time to review this information with theSet aside time to review this information with thesubordinates promptly upon your observation ofsubordinates promptly upon your observation ofsignificant performance shortfallssignificant performance shortfalls

WALK THE TALKWALK THE TALK

Rules # 8 Raise The BarRules # 8 Raise The Bar

Ask for more Make them stretchAsk for more Make them stretch


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Ask for more. Make them stretch.Ask for more. Make them stretch. Why?Why?

More to be doneMore to be done Introspection where your subordinates examine theirIntrospection where your subordinates examine their

individual approach on the job, evaluate their careersindividual approach on the job, evaluate their careersand more open to changing their work habits.and more open to changing their work habits.

Grab the opportunity and push them harder, and to workGrab the opportunity and push them harder, and to work

smarter.smarter. It is better for their mental health and for theIt is better for their mental health and for the

organization morale if they are extremely busy and dontorganization morale if they are extremely busy and donthave time on their hands to spend worrying about thehave time on their hands to spend worrying about thefuture or romanticizing the past!future or romanticizing the past!

The performance standards you set and the objectives youThe performance standards you set and the objectives youput should be challenging and REALISTIC.put should be challenging and REALISTIC.

DONT SHOOT ON GOALS THAT ARE RESULTING FAILURE!DONT SHOOT ON GOALS THAT ARE RESULTING FAILURE!

Rules # 9 Motivate To The HiltRules # 9 Motivate To The Hilt

Put out all STOPSPut out all STOPS


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Put out all STOPSPut out all STOPS

Be a Spark PlugBe a Spark Plug Be a CheerleaderBe a Cheerleader

Different motivational tactics on different peopleDifferent motivational tactics on different people

ACT AS AN C.E.OACT AS AN C.E.O


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Rules # 10 Provide Additional Job Know-HowRules # 10 Provide Additional Job Know-How

Nobody likes to FAILNobody likes to FAIL


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yy

The gap between the Org DNA will createThe gap between the Org DNA will create

resistance to changeresistance to change They may withhold their best effort due toThey may withhold their best effort due to

feelings of insecurityfeelings of insecurity

Main responsible to develop capacity buildingMain responsible to develop capacity buildingfor your human capitalfor your human capital

Need to function more as a tutor, trainer and mentorNeed to function more as a tutor, trainer and mentorand not just as a BOSSand not just as a BOSS

Assist them in developing new skills needed toAssist them in developing new skills needed toperform competently.perform competently.

Rules # 11 Pass Out More Psychological Pay-checksRules # 11 Pass Out More Psychological Pay-checks

Limitation on tangible rewards (increases in payLimitation on tangible rewards (increases in pay


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g ( p yg ( p yor benefits)or benefits)

NO LIMITATION on INTAGIBLE REWARDSNO LIMITATION on INTAGIBLE REWARDS Cost the organization NOTHING Just You!Cost the organization NOTHING Just You!

Never underestimate the value your subordinatesNever underestimate the value your subordinatesplace on simple things such as word ofplace on simple things such as word ofencouragement or compliment from you.encouragement or compliment from you.

Show respect and empathy.Show respect and empathy.Write a short memo to express your appreciationWrite a short memo to express your appreciation

towards their quality and achievement.towards their quality and achievement.

Rules # 12 Beef Up Communication EffortsRules # 12 Beef Up Communication Efforts

STOP THE RUMOR MILL !!!STOP THE RUMOR MILL !!!


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Good communication is a 2 way streetGood communication is a 2 way street

Provide variety of opportunity for yourProvide variety of opportunity for yoursubordinates input to you.subordinates input to you.

Be a careful listenerBe a careful listener

Be availableBe available Ask more questionsAsk more questions

Get their opinions and viewsGet their opinions and views

MAKE A CLEAR STATEMENT THAT YOU ARE ANMAKE A CLEAR STATEMENT THAT YOU ARE ANACCESSIBLE BOSS!!!!ACCESSIBLE BOSS!!!!

Rules # 12 Beef Up Communication EffortsRules # 12 Beef Up Communication Efforts

Keep them updated on regular basisKeep them updated on regular basis


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Strive to be SPECIFIC rather than VAGUEStrive to be SPECIFIC rather than VAGUE

If your work group has communication problems,If your work group has communication problems,rest assured these will result in otherrest assured these will result in otherSECONDARY Problems - ?X!$%@#SECONDARY Problems - ?X!$%@#

Rules # 13 Go Looking For Bad NewsRules # 13 Go Looking For Bad News

Invite Bad NewsInvite Bad News


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You cant lead if youre the LAST ONE TO KNOWYou cant lead if youre the LAST ONE TO KNOW

Discipline yourself to reward people whoDiscipline yourself to reward people whoidentified problems and report theidentified problems and report theorganizational breakdowns.organizational breakdowns.

Make it clear that the TRUTH is welcomeMake it clear that the TRUTH is welcome

Make it easy for people to tell you those things youMake it easy for people to tell you those things youdont necessarily want to hear!!dont necessarily want to hear!!

Their perspective may be better than yours!Their perspective may be better than yours!They may see things you CANT see!They may see things you CANT see!

Rules # 14 Protect Quality & Customer ServiceRules # 14 Protect Quality & Customer Service

It cost 5X as much to develop new customer asIt cost 5X as much to develop new customer asi k i i


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it costs to keep an existing oneit costs to keep an existing one

Be very VOCAL in upholding the standards.Be very VOCAL in upholding the standards.

Stay close to your clients (Teachers, Students &Stay close to your clients (Teachers, Students &Parents)Parents)

Rules # 15 Re-Recruit Your Good PeopleRules # 15 Re-Recruit Your Good People

It is the good swimmers who are most likely toIt is the good swimmers who are most likely toj hij hi


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jump ship.jump ship.

It is high risk management to assume that yourIt is high risk management to assume that yourkey player are going to remain on the team justkey player are going to remain on the team justbecause they havent publicly announced thatbecause they havent publicly announced that

they plan to leavethey plan to leave

Tell them you want them.Tell them you want them.

Make your winners feel importantMake your winners feel important

Rules # 16 Take Care Of The ME Issues In A HurryRules # 16 Take Care Of The ME Issues In A Hurry

Self-preservation becomes a major concernSelf-preservation becomes a major concern


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Will I get to keep up my standard?Will I get to keep up my standard?

How will I be rewarded?How will I be rewarded?

Will I have a NEW Boss?Will I have a NEW Boss?

What will be expected of ME now?What will be expected of ME now?

GET THESE QUESTIONS ANSWERED IN A HURRY,GET THESE QUESTIONS ANSWERED IN A HURRY,SO PEOPLE CAN GET ON WITH BUSINESS!!!!SO PEOPLE CAN GET ON WITH BUSINESS!!!!

Rules # 17 Reduce The Level Of Job StressRules # 17 Reduce The Level Of Job Stress

Changes increases the level of job stress.Changes increases the level of job stress.


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Make an effort to minimize surprises.Make an effort to minimize surprises.

Give people advance warning about whats comingGive people advance warning about whats coming

Keep a sense of humor bring some fun to theKeep a sense of humor bring some fun to the

environment.environment.

Rules # 18 Be Supportive Of Higher ManagementRules # 18 Be Supportive Of Higher Management

Ministry need your backing as much as yourMinistry need your backing as much as yourstaffstaff


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staffstaff

Be aware of the Ministry priorities and adjust toBe aware of the Ministry priorities and adjust toyour organization accordinglyyour organization accordingly

Be forgiving of errors by Higher Management, orBe forgiving of errors by Higher Management, orwhat looks to you like faulty management.what looks to you like faulty management.

Have the guts to report problems to the higherHave the guts to report problems to the highermanagement.management.

Be BIG enough to ask for help.Be BIG enough to ask for help.

Report the truth, all the truth. You are helping theReport the truth, all the truth. You are helping theBOSS when you let the BOSS know you needBOSS when you let the BOSS know you need

helphelp

Rules # 19 Be A LEADERRules # 19 Be A LEADER

Your job title is just a label.Your job title is just a label.


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Leader is a reputationLeader is a reputation

You have to earn it personallyYou have to earn it personally

The things your personally do or dont do,The things your personally do or dont do,

determine what calibre leader you will be!!!determine what calibre leader you will be!!!

SEIZE THE OPPORTUNITYSEIZE THE OPPORTUNITY

TAMATTAMAT

SEKIAN & WASSALAM


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AZUDDIN JUD HAJI ISMAILSecretariat Of International Knowledge Bank Malaysian

Chapter

CEO

TEKNIK KREATIF GROUP

Consultant - Team Leader For Government of Malaysia

EG For - WEB PUBLISHING & KNOWLEDGE BASE

Advisor Neo Economic Business Community - YKSM

[email protected] Call : +6013-615 3803

KAJIAN SEKALUNG TERIMA KASIHKAJIAN SEKALUNG TERIMA KASIH

Al-Quraan & Hadtith A To Z Steps to Leadership: Abd GhaniAhmad Barie


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Al-Kibsi - McKinsey Consultancy

Govt. Blueprint For e-Govt - Accenture Alfred J.Beerli, Ph.D Knowledge Management & e-Business.

Svenja Falk, Ph.D e-Politics & e-Democracy

Daniel Diemers, Ph.D Knowledge Management & VirtualCommucities

Michael E. Porter, Ph.D Havard University - KnowledgeTransformation Business Administration

Amrit Tiwana Knowledge Management , e-business & CRM

Y.M. Dr. Raja Malek GoM MAMPU Project Paper for INTAN e-Learning

Mr. Yotaro Kobayashi, CEO Fuji XEROX Ltd Transformation of FujiXEROX

Mr. Ikujiro Nonaka The Knowledge Creating Company

Mr. Hirotaka Takeuchi How Japanese Companies Create The

KAJIAN SEKALUNG TERIMA KASIHKAJIAN SEKALUNG TERIMA KASIH

14. Francis Fukuyama The End of History & The Last Man

15. Carol Harris Ph.D Neuro-Linguistic Programming

6 i h O O


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16. Imran N.HoseinPh.D One Jamaat One Ameer

17. C.Brit Beemer It Takes A Prophet To Make A Profit18. Karl Albrecht The Power Of Minds At Work

19. William H. Gates(Bill Gates) Business @ The Speed Of Thought

20. Victor Newman The Knowledge Activists Handbook

21. Charles Handy Inside Organizations

22. Hasan Al Ghaziri Ph.D American University Of Beirut (AUB) Chairman ofVedaSoft

23. Hasan Jantan PRISMA BPP JPA / INTAN

24. www.Citizensleague.org

25. www.littlekhalifahshop.com

26. www.mentalmemory.org

27. www.truespana.com28. Hbsp.havard.edu

29. US Army Corps of Engineers

30. George Soros Open Soceity

Knowledge Equity RelationshipKnowledge Equity Relationship

COMPETENCY BASEDCOMPETENCY BASED LEARNINGLEARNING
http://www.citizensleague.org/http://www.littlekhalifahshop.com/http://www.mentalmemory.org/http://www.truespana.com/http://www.truespana.com/http://www.mentalmemory.org/http://www.littlekhalifahshop.com/http://www.citizensleague.org/


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COMPETENCY BASEDCOMPETENCY BASED LEARNINGLEARNING

ORGANIZATIONORGANIZATION

ULTRASENSITVE ON -ULTRASENSITVE ON - User NeedsUser Needs

ENHANCING & DEVELOPING -ENHANCING & DEVELOPING - User CapabilitiesUser Capabilities

CULTIVATE & PROMOTE -CULTIVATE & PROMOTE - User InteractionUser Interaction

CONTROL & MONITOR CONTROL & MONITOR Systems & HumanSystems & Human

IntegrationIntegration

BERTINDAK-BALAS SECARA EFFISIENBERTINDAK-BALAS SECARA EFFISIEN

DANDAN

PENGHARAPAN : MISI HR DALAM KPM


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DANDAN

CEKAP TERHADAP PELANGGANCEKAP TERHADAP PELANGGAN

MENCIPTA PASARAN & IMEJ BARUMENCIPTA PASARAN & IMEJ BARU

MENGHASILKAN PERKHIDMATAN YANGMENGHASILKAN PERKHIDMATAN YANG

INNOVATIFINNOVATIF

PANTAS MENGEKSPLOITASIPANTAS MENGEKSPLOITASI

TEKNOLOGI &TEKNOLOGI &

MEMBERI PENGALAMAN BARU KEPADAMEMBERI PENGALAMAN BARU KEPADA


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THE HUMAN & INTELLECTUAL CAPITALTHE HUMAN & INTELLECTUAL CAPITAL

R&D EXPENDITURE

% OF GDP 1998

SCIENTIST & ENGINEERS PER

MILLION POPULATION 1995

COUNTRY


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INDIA 0.70 148

CHINA 0.70 350

MALAYSIA 0.40 500

NEW ZEALAND 1.00 1,778

IRELAND 1.50 1,871

UNITED KINGDOM 1.90 2,417SOUTH KOREA 2.70 2,636

CANADA 1.60 2,656

SINGAPORE 1.80 2,728

UNITED STATES 2.50 2,732AUSTRALIA 1.70 3,166

JAPAN 2.90 6,309

COMPARISONCOMPARISON5

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KNOWLEDGE WORKERS

SCIENCE & TECHNOLOGY GRADUATES

SOUTH KOREA

HUMAN CAPITAL


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SECONDARY ENROLMENT

COMPANY WITH UNIVERSITY COPERATION

INTELLECTUAL PROPERTY & PATENTS

BUSINESS EXPENDITURE ON R&D

GOVERNMENT EXPENDITURE ON R&D

RESEARCHERS PER CAPITA

INTERNET HOSTS

INTERNET USERS PER CAPITA

COMPUTERS PER CAPITA

PHONE LINES PER CAPITA

FD / GDPHI-TECH EXPORTS GDP

SERVICES EXPORTS

KNOWLEDGE BASED INDUSTRIES % OF GDP

SERVICES &KNOWLEDGE

BASED

INDUSTRIES

TECHNOLOGY

CAPACITY &

CAPABILITY

INFORMATION

TECHNOLOGY

STRUCTURE


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KNOWLEDGE WORKERS


REPUBLIC OF SINGAPORE

HUMAN CAPITAL


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SECONDARY ENROLMENT






INTERNET HOSTS




FD / GDP

HI-TECH EXPORTS GDP

SERVICES EXPORTS


INFORMATION

TECHNOLOGY

STRUCTURE

SERVICES &KNOWLEDGE

BASED

INDUSTRIES

TECHNOLOGY

CAPACITY &

CAPABILITY


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KNOWLEDGE WORKERS

SCIENCE & TEC HNOLOGY GRADUATES

KINGDOM OF THAILAND

HUMAN CAPITAL


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SCIENCE & TEC HNOLOGY GRADUATES

SECONDARY ENROLMENT






INTERNET HOSTS




FD / GDPHI-TECH EXPORTS GDP

SERVICES EXPORTS


SERVICES &KNOWLEDGE

BASED

INDUSTRIES

TECHNOLOGY

CAPACITY &

CAPABILITY

HUMAN CAPITAL

INFORMATION

TECHNOLOGY

STRUCTURE


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KNOWLEDGE WORKERS


MALAYSIA

HUMAN CAPITAL


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SECONDARY ENROLMENT






INTERNET HOSTS




FD / GDP

HI-TECH EXPORTS GDP

SERVICES EXPORTS


HUMAN CAPITAL

TECHNOLOGY

CAPACITY &

CAPABILITY

SERVICES &KNOWLEDGE

BASED

INDUSTRIES

INFORMATION

TECHNOLOGY

STRUCTURE

BEST PRACTISES - 7 GOLDEN STEPSBEST PRACTISES - 7 GOLDEN STEPS

Create A Knowledge Vision WHAT YOU KNOW

Develop A Knowledge Crew ACCOUNTABILITY


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Develop A Knowledge Crew - ACCOUNTABILITY

Build A High-Density Field Of Interaction At TheFront Line

Embrace New Product Development Process - BIP

Adopt Middle-Up-Down Management - FLEXIBLITY

Switch To Hypertext Organization - CULTURE

Construct A Knowledge Network With The OutsideWorld CHANGE MANAGEMENT

Note:Cemerlang Gemilang & TerbilangCemerlang Gemilang & Terbilang

8 STAGES OF KNOWLEDGE ACTIVITIES8 STAGES OF KNOWLEDGE ACTIVITIES

Recognizing A Good Products IDENTITY,SERVICES


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Ability To Define Which Products Gives GoodOutput - PM

Which Products Are Important VALUATIONMATRIX

Measuring Attributes TYPICAL PARTS

Locally Controlling Attributes - CULTURE

Contingencies POSSIBILITIES Controlling Contingencies RISK MANAGEMENT

A Product Of Reinforcing Processes of Theft &A Product Of Reinforcing Processes of Theft &

InventionInvention


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The Most Distinctive Quality Of A StrongThe Most Distinctive Quality Of A StrongConcepts Is That :Concepts Is That : It Does Not Seem FamiliarIt Does Not Seem Familiar

That Involving The Generation Of New ModelsThat Involving The Generation Of New Models

- Application Of The New Models To OldExperience MIS ( Make It Simple ) -Modernisation

- Application Of New Experience To Old ModelsMIR ( Make It Real ) Realization

- RM PEG TAMBATAN RINGGIT AGAINSTRM PEG TAMBATAN RINGGIT AGAINST

SOROSSOROS

Collaboration Of e-Govt FlagshipsCollaboration Of e-Govt Flagships


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SPTBGMPC

ISLAMHADHARIe-GOVT

HRMIS

ELXe-Perolehan

GOE

e-SyariahSAINS

e-SPKB

Decision

SupportSystems

EnterpriseApplications &

e-Learning

ISLAM HADHARI Integration With Flagships Application

ExecutiveInformation

Systems

DataWarehousing

KnowledgeManagement

WebAccess

SMARTSCHOOL

BEST PRACTICES OF LEARNING ORGANIZATION IN THE CONTEXT OF KNOWLEDGE MANAGEMENT

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