A general definition of knowledge management (KM), adapted from Macintosh (1997), is that it ‘comprises the identification and analysis of available and required knowledge, and the subsequent planning and control of actions to develop knowledge assets so as to fulfill individual and/or organizational objectives’. To understand the knowledge needs of an individual or an organization …
At Knowledge Praxis, we define knowledge management as a business activity with two primary aspects: – Treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization. – Making a direct connection between an organization’s intellectual assets — both explicit [recorded] …
Job design refers to organizing tasks, duties, and responsibilities into a productive unit of work. It involves designating the content of jobs and the effect of jobs on employees, and identifying the components of a given job is an integral part of design. Importance of job design: Job design can influence performance in certain jobs. …
Goal setting is a useful method of enhancing employee performance. Goals provide a useful framework for managing motivation. Managers and employees can set goals for themselves and then work toward them. This presentation file discusses about motivational framework, goal setting theory of motivation, management by objectives (MBO), job characteristics model, job design across cultures. There …
The term ‘Job Design‘ refers to the way the tasks are combined to form a complete job. It can be defined as building the specifications of the position, contents, method and relationships of the job so as to meet with various technological and organizational requirements as well as meet the personal needs of job holders. …
Organization Design is a formal, guided process for integrating the people, information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve. Universal Perspectives The Bureaucratic Model Max Weber, a German sociologist, conceptualized the idea of bureaucracy. A …
Contingency Theory refers to any of a number of management theories. Several contingency approaches were developed concurrently in the late 1960s. They suggested that previous theories such as Weber’s bureaucracy and Taylor’s scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency …
This presentation discusses about the Mckinsey’s 7s framework The problem is not always the problem Create structure through “M.E.C.E.” Don’t reinvent the wheel Every client is unique (no cookie cutter solutions) Don’t make the facts fit your solution Make sure your solution fits your client Sometimes let the solution come to you No problem is …
This model (7S Model) was developed in the 1980’s by Robert Waterman, Tom Peters and Julien Philips whilst working for McKinsey and originally presented in their article ” Structure is not Organization“. To quote them: “Intellectually all managers and consultants know that much more goes on in the process of organizing than the charts, boxes, …
The 7-S-Model is better known as McKinsey 7-S. This is because the two persons who developed this model, Tom Peters and Robert Waterman, have been consultants at McKinsey & Co at that time. Thy published their 7-S-Model in their article “Structure Is Not Organization” (1980) and in their books “The Art of Japanese Management” (1981) …