1 / 11

Transforming Organizational Culture Through Effective Leadership and Reward Structures

Successful knowledge management (KM) relies heavily on cultural change within an organization. Leaders, particularly Chief Knowledge Officers (CKOs), must gain the hearts and minds of employees by fostering an environment that encourages knowledge sharing. This involves educating both users and management, mapping existing knowledge, and integrating technology with business processes. Establishing effective reward structures that recognize knowledge sharing is crucial. The focus should be on building trust and promoting collaboration, along with addressing barriers to communication, ultimately optimizing KM processes and enhancing organizational learning.

valentine-perkins
Download Presentation

Transforming Organizational Culture Through Effective Leadership and Reward Structures

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 14 Leadership and Reward Structures

  2. Culture Change successful KM takes culture change you have to gain the heart and the minds of the workers 344-493 SP KMS

  3. KM leadership roles (CKO) • Educating user • Educating the management team • Mapping and de-fragmenting existing knowledge • begin with what already exists • Create the technology channels • integrating the business process with the technology enablers 344-493 SP KMS

  4. KM leader’s job description (CKO) • Optimizing process design for KM : • design process for creating new knowledge • distributing existing knowledge • applying or reusing what is already known • Creating channels for leveraging untapped knowledge and competencies within the firm • Integrating KM : • embody KM into the routine task and activities of the firm employee 344-493 SP KMS

  5. KM leader’s job description (CKO) • Breaking barriers: • break down technical, cultural, and workflow barrier in communication and knowledge exchange processes • making a strong case for KM investments • Watching the learning loop • ensure that the firm is learning from its past mistakes and failures • Creating financial and competitive value • build knowledge asset • Support IT 344-493 SP KMS

  6. CKO Successful KM depend on CKO 344-493 SP KMS

  7. Technical Organizational CKO responsibility Explicit Tacit COP 344-493 SP KMS

  8. KM leader culture focus employee pool stable employee poolmobile Project Oriented software law business Functional Oriented service marketing 344-493 SP KMS

  9. Reward structure • KM is 30% for technical part • KM is 70% for culture change • KM needs strong reward structure • Trust and cooperation is very important for KM system 344-493 SP KMS

  10. Reward structure • Each employee must know why his or her opinion and contribution to the KM system counts • CKO must ensure that employees are given the time to contribute to it as a part of their jobs • CKO motivate employee to use and add value to the KM system • promotion system are designed to recognize those who do the best job of knowledge sharing • penalized those who don’t share knowledge • reward accumulation of skills in addition to performance 344-493 SP KMS

  11. The end.

More Related