Jul 27, 2017

What is knowledge management?

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MGT506 SLPs

INSTRUCTIONS:
Please complete the following assignment using the guidance provided. This is 6 separate assignments that builds on each other that is to be completed separately. Modules 1 - 5 are 2 pages each and Module 6 is 1 page. Module 1 - 5 requires 4 sources each. Please review the instructions thoroughly and complete the assignment as requested. Module 1 - Objectives Objectives • SLP o Analyze leadership styles within an organization o Apply leadership theories to an organizational case study o Distinguish formal from informal leadership o Distinguish leadership from management Module 1 - Background Required Readings Appelbaum, S. H., L. Audet, and J.C. Miller (2003). Gender and leadership? Leadership and gender? A journey through the landscape of theories. Leadership & Organization Development Journal, 24(1/2):43-51. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=5&did=322320821&SrchMod -e=3&sid=1&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=123578-9954& cl ientId=29440&aid=1 Armandi, B., J. Oppedisano, and H. Sherman (2003). Leadership theory and practice: A "case" in point. Management Decision, 41(10):1076-1088. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=12&did=537151641&SrchMo de=3&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD &TS=1235790158&c lientId=29440&aid=2 Schyns, B. (2006). The role of implicit leadership theories in the performance appraisals and promotion recommendations of leaders. Equal Opportunities International, 25(3):188-99. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=1&did=1105634721&SrchM o de=3&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1243210669&c lientId=29440&ai d=1 Taylor, Alex, III (2009). Fixing up Ford. Fortune, 159:11(May 25):44-51. Retrieved 2/20/10 from http://money.cnn.com/2009/05/11/news/companies/mulally_ford.fortune Supplemental Readings Burmeister, W. (2003). Leadership simplified: Abandoning the Einsteinian "Unified Field Theory" approach. Journal of American Academy of Business, 3(1/2), 152. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=43&did=372798521&SrchMo de=3&sid=5&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235790761&c lientId=29440&aid=5 Eickenberry, Kevin (n.d.) Leadership vs. management: Why the difference matters. Simcoe, ONT: The Sideroad. Retrieved 2/20/10 from: http://www.sideroad.com/Leadership/leadership-versus-management.html McNamara, C. (2007). New paradigm in management. Retrieved 2/20/10 from: http://www.mapnp.org/library/mgmnt/paradigm.htm Woodruffe, W. (2004). The psychology of leadership: six main approaches. Training Journal, October, 54-57. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=32&did=724445701&SrchMo de=3&sid=4&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1243210974&c lientId=29440&aid=2 Module 1 - SLP Leadership Theory In this session long project, you will analyze strategic leadership within the context of an organization or unit within an organization that you have familiarity with. For this first SLP assignment, please write a 2-3 page paper, not including cover and reference pages, in which you: 1. Describe the organization or organizational sub-unit, 2. Briefly analyze leadership styles within the sub-unit by applying theories of leadership from the background readings, and 3. Distinguish leadership from management, and formal from informal leadership in your analysis. Please turn your paper into Coursenet by the module due date. Assignment Expectations Case and SLP assignments generally call for an analysis of a set of facts pertaining to the module topic and a particular organization. Some evaluative discussion is usually called for and, sometimes, some recommendations based on the analysis. Before undertaking the actual case or SLP analysis, it is helpful to begin with a relevant theoretical framework - concepts, principles, best practices, and/or performance criteria and standards based on background readings - against which those facts can be compared, thus providing an objective and explicit foundation for conclusions. Module 2 - Background Strategic Planning Module 2: Strategic Planning ProQuest Instructions Many of the assigned readings have links to ProQuest. Clicking on these readings may encounter password protection. For initial access to ProQuest files, follow these instructions: Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password. In the event that you are prompted for a second username and password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcome Now click again on the item you wish to see. Required Readings Anonymous (n.d.). Chapter 12: Strategic leadership. Retrieved 2/20/09 from http://asso.nordnet.fr/adreg/Hitt et al strategic leadership.pdf Eicher, J. P. (2006). Making strategy happen. Performance Improvement, 45:10)(November/December):31-37,48. Retrieved 2/20/09 from http://proquest.umi.com/pqdweb?index=4&did=1182404841&SrchMo de=3&sid=8&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235791273&c lientId=29440&aid=7 Freedman, D. H. (2007). Mitchell Baker and the Firefox paradox. Inc 29:2(February):104-11. Retrieved 2/20/09 from http://proquest.umi.com/pqdweb?index=18&did=1208659351&SrchM ode=3&sid=9&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235791524& clientId=29440&aid=8 Goldman, E. F. (2007). Strategic Thinking at the Top. MIT Sloan Management Review, 48:4(Summer):75-81. Retrieved 2/20/09 from http://proquest.umi.com/pqdweb?index=15&did=1360146141&SrchM ode=3&sid=1&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235835365& clientId=29440&aid=1 Markoff, John. (2008). Mozilla names new chief, but reaffirms open-source commitment. New York Times (Late Edition (East Coast, January 8):C.4. Retrieved 2/20/09 from http://proquest.umi.com/pqdweb?index=115&did=1409092851&Srch Mode=3&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235835855 &clientId=29440&aid=3 Sull, D. N. (2007). Closing the gap between strategy and execution. MIT Sloan Management Review, 48:4(Summer):30-8. Retrieved 2/20/09 from http://proquest.umi.com/pqdweb?index=3&did=1360146091&SrchMo de=3&sid=1&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235835604&c lientId=29440&aid=1 Supplementary Readings McNamara, C. (2008). Basics - Definitions (and misconceptions) about management. Retrieved 2/20/09 from http://www.managementhelp.org/mgmnt/defntion.htm Townsend, D. (2007). Engaging the board of directors on strategy. Strategy & Leadership, 35(5):24-8. Retrieved 2/20/09 from http://proquest.umi.com/pqdweb?index=3&did=1332933341&SrchMo de=3&sid=4&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235836089&c lientId=29440&aid=4 Module 2 - Objectives • SLP o Apply a SWOT analysis model to a business case o Identify and analyze issues related to both strategic planning and implementation Module 2 - SLP Please write a 2-3 page paper, not including cover and reference pages, in which you: Conduct a SWOT analysis on the organization or organizational unit that you identified in your Module 1 SLP. Identify and briefly analyze strategic planning and imple mentation issues in your organization or unit. Your paper should reflect an understanding of and cite pertinent background readings. Please turn your paper into Coursenet by the module due date. Assignment Expectations Case and SLP assignments generally call for an analysis of a set of facts pertaining to the module topic and a particular organization. Some evaluative discussion is usually called for and, sometimes, some recommendations based on the analysis. Before undertaking the actual case or SLP analysis, it is helpful to begin with a relevant theoretical framework - concepts, principles, best practices, and/or performance criteria and standards based on background readings - against which those facts can be compared, thus providing an objective and explicit foundation for conclusions. Module 3 - Background Organizational Structure and Performance Module 3: Organizational Structure and Performance ProQuest Instructions Many of the assigned readings have links to ProQuest. Clicking on these readings may encounter password protection. For initial access to ProQuest files, follow these instructions: Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password. In the event that you are prompted for a second username and password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcome Now click again on the item you wish to see. Required Readings Ford, B. (2005). To improve aviation safety, improve aviation organization. Marine Corps Gazette, 89:5(October):50-52. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=15&did=835747411&SrchMo de=3&sid=6&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235836313&c lientId=29440&aid=5 Lawler, E.E., and C. G. Worley (2006). Designing organizations that are built to change. MIT Sloan Management Review, 48:1(Fall):19-23. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=6&did=1145080661&SrchMo de=3&sid=8&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235836521&c lientId=29440&aid=6 Mitchell, D. J. (2002). Good riddance, IRS commissioner Charles Rossotti. Capitalism Magazine, December 17. Retrieved 2/20/10 from http://www.capmag.com/article.asp?id=2230 Raine y, H. G., and J. Thompson (2006). Leadership and the transformation of a major institution: Charles Rossotti and the Internal Revenue Service. Public Administration Review, 66:4(July/August):596-604. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=13&did=1081557931&SrchM ode=3&sid=9&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235837731& clientId=29440&aid=7 Wilson, P. A., J. Gordon IV, and D.E. Johnson (2004). An alternative future force: Building a better army. Parameters, 33:4:(Winter):19-39. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=4&did=515440231&SrchMod e=3&sid=11&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235837887&c lientId=29440&aid=8 Supplementary Readings Hodgetts, R. (1999). Dow Chemical`s CEO William Stavropoulos on structure and decision making. The Academy of Management Executive. 13:4(November):29-36. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=5&did=46853000&SrchMode =3&sid=13&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235838165&cl ientId=29440&aid=9 Oliver, S., & Kandadi, K. R. (2006). How to develop knowledge culture in organizations? A multiple case study of large distributed organizations. Journal of Knowledge Management, 10(4):6-24. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=3&did=1174073971&SrchMo de=3&sid=15&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235838468& clientId=29440&aid=11 Schelte, A.F. (1998). Foundations of organizational structure. Retrieved 2/20/10 from http://mars.wnec.edu/~achelte/ob1/lprob13/index.htm Siggelkow, N. (2002). Evolution toward fit. Administrative Science Quarterly, 47:1(March): 125-59. Retrieved 2/20/10 from: http://www.findarticles.com/cf_0/m4035/1_47/87918559/p1/article.jhtml?t erm=organizational+structure Module 3 - Objectives • SLP o Differentiate types and facets of organizational structure o Analyze the relationship between organizational strategy and structure o Assess the role of leadership in determining organizational structure o Draw conclusions and make recommendations regarding organizational structure based on your analyses Module 3 - SLP For this session long project, please return to the organization or organizational unit that you identified in your module 1 SLP. Please write a 2-3 page paper, not including cover and reference pages, in which you: 1. Briefly describe the facets of the existing organizational structure, and differentiate it from other types of organizational structures 2. Describe and analyze the fit between the organization`s strategy and its structure and leadership 3. Assess the role of leadership in determining the organization`s structure 4. Draw conclusions and make recommendations regarding the organization or unit`s structure based on your analyses. NOTE: You do not have to recommend changes to the structure, but need to justify your argument regardless as to whether your recommendation is no need for change, or for a specific type of change to the structure. Your paper should reflect an understanding of the background readings. Please turn your paper into Coursenet by the module due date. Assignment Expectations Case and SLP assignments generally call for an analysis of a set of facts pertaining to the module topic and a particular organization. Some evaluative discussion is usually called for and, sometimes, some recommendations based on the analysis. Before undertaking the actual case or SLP analysis, it is helpful to begin with a relevant theoretical framework - concepts, principles, best practices, and/or performance criteria and standards based on background readings - against which those facts can be compared, thus providing an objective and explicit foundation for conclusions. Module 4 - Background Human Resources, Culture and the CEO Module 4: Human Resources and the CEO ProQuest Instructions Many of the assigned readings have links to ProQuest. Clicking on these readings may encounter password protection. For initial access to ProQuest files, follow these instructions: Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password. In the event that you are prompted for a second username and password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcome Now click again on the item you wish to see. Required Readings DeGross, R. (2006). No ties to old ways under Koch, Georgia-Pacific shifts to open-collar, entrepreneurial culture. Atlanta, GA: The Atlanta Journal - Constitution [Main Edition], February 23, B.1. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=201&did=991830341&SrchM ode=3&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235841004& clientId=29440&aid=4 Grazier, Kyle L. (2007). Interview with Douglas Hawthorne, FACHE, president and chief executive officer, Texas Health Resources. Journal of Healthcare Management, 52:3(May/June):142-5. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=3&did=1287749041&SrchMo de=3&sid=3&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235841191&c lientId=29440&aid=5 Harrison, J. (2007). Why integration success eludes many buyers. Mergers and Acquisitions, 42:3(March):18-20. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=0&did=1236991321&SrchMo de=1&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235841743&c lientId=29440 Heller, M. (2007). Case Study: Commerce`s insurance growth - Culture`s role. American Banker, 172:141(July 24):8. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=12&did=1312273681&SrchM ode=3&sid=6&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235842251& clientId=29440&aid=9 Organization Culture (2007). Definition of organization culture. Retrieved 2/20/10 from http://www.organizationalculture101.com/definition-of-organizational-cu lture.html Sears, B. (2007). Building an ethical culture from the top. National Defense, 92:645(August):75. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=12&did=1318436051&SrchM ode=3&sid=10&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235842835 &clientId=29440&aid=12 Supplemental Readings How to do a culture audit after a merger (2007). HR Focus, 84:10(October):1-12. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=6&did=1360756521&SrchMo de=3&sid=8&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235842478&c lientId=29440&aid=10 McNamara, C. (2008). Human resources management. Retrieved 2/20/10 from http://www.mapnp.org/library/hr_mgmnt/hr_mgmnt.htm Preparing for M&A: 44 questions to ask your future partner. Principal`s Report, 7:10(October):1,13-15. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=9&did=1355680801&SrchMo de=3&sid=9&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235842641&c lientId=29440&aid=11 Module 4 - Objectives • SLP o Assess the relationship between organizational leadership and culture o Analyze the impact of organizational leadership and culture on human resource structures and practices Module 4 - SLP In this session long project report, describe the culture of the organization or organizational unit you identified in your module 1 and the relationship of that culture to leadership and human resource structures and practices. Please write a 2-3 page paper, not including cover and reference pages, in which you: 1. Describe the culture of your organization or unit 2. Analyze the relationships among its culture, leadership, and human resource structures and practices Your paper should reflect an understanding of the background readings. Please turn your paper into Coursenet by the module due date. Assignment Expectations Case and SLP assignments generally call for an analysis of a set of facts pertaining to the module topic and a particular organization. Some evaluative discussion is usually called for and, sometimes, some recommendations based on the analysis. Before undertaking the actual case or SLP analysis, it is helpful to begin with a relevant theoretical framework - concepts, principles, best practices, and/or performance criteria and standards based on background readings - against which those facts can be compared, thus providing an objective and explicit foundation for conclusions. Module 5 - Background Knowledge Management Module 5: Knowledge Management ProQuest Instructions Many of the assigned readings have links to ProQuest. Clicking on these readings may encounter password protection. For initial access to ProQuest files, follow these instructions: Your ProQuest username is: your TUI username. Your ProQuest password is: your TUI password. In the event that you are prompted for a second username and password, or your TUI password is rejected, please enter the following: ProQuest username: 4kw2wkdpbx. ProQuest password: welcome Now click again on the item you wish to see. Required Readings Barclay, R., & Murray, P. (1997). What is knowledge management? Knowledge Praxis, Retrieved 2/20/10 from http://www.media-access.com/whatis.html Bellinger, Gene (2004). Knowledge management: Emerging perspectives. Retrieved 2/20/10 from http://www.systems-thinking.org/kmgmt/kmgmt.htm Denning, S. (2006a). Effective storytelling: strategic business narrative techniques. Strategy & Leadership, 34(1):42-48. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb ?index=4&did=986748801&SrchMode=3&sid=11&Fmt=4&VInst=PROD&VType=PQD&RQT =309&VName=PQD&TS=1235843194&clientId=29440&aid=13 _____ (2006b). Ten steps to get more business value from knowledge management. Strategy & Leadership, 34(6):11-16. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=5&did=1219803631&SrchMo de=3&sid=12&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235843341& clientId=29440&aid=13 Gloet, M. (2006). Knowledge management and the links to HRM: Developing leadership and management capabilities to support sustainability. Management Research News, 29(7):402-13. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=2&did=1091230931&SrchMo de=3&sid=13&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235843532& clientId=29440&aid=14 Halawi, L. A., R.V. McCarthy, and J.E. Aronson (2006). Knowledge management and the competitive strategy of the firm. The Learning Organization, 13(4):384-97. Retrieved 2/20/10 from http://proquest.umi.com/pqdweb?index=1&did=1074630001&SrchMo de=3&sid=14&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1235843672& clientId=29440&aid=15 Supplementary Readings Hay, David C. (2000). Anecdotes. The Data Administration Newsletter, January 1). Retrieved 2/20/10 from http://www.tdan.com/print/4832 KM World (1998-2010). Retrieved 2/20/10 from http://www.kmworld.com/Archives Wiig, Karl M. (n.d.). On the management of knowledge. Arlington, TX: The Wiig Group. Retrieved 2/20/10 from http://www.km-forum.org/wiig.htm Module 5 - Objectives • SLP o Describe the nature and extent of knowledge management in an organization o Draw conclusions and make recommendations regarding an organization`s knowledge management Module 5 - SLP In this final session long project, describe the nature and extent of knowledge management in the organization or organizational unit that you identified in your module 1 and its relationship to your organization`s strategy and leadership and make recommendations for improving it. Please write a 2-3 page paper, not including cover and reference pages, in which you: 1. Describe the nature and extent of knowledge management in the organization or unit that you are focusing on 2. Describe and analyze the relationships between your organization`s strategy, leadership, and knowledge management 3. Draw conclusions and make recommendations regarding the organization or unit`s knowledge management Your paper should reflect an understanding of the background readings. Please turn your paper into Coursenet by the module due date. Assignment Expectations Case and SLP assignments generally call for an analysis of a set of facts pertaining to the module topic and a particular organization. Some evaluative discussion is usually called for and, sometimes, some recommendations based on the analysis. Before undertaking the actual case or SLP analysis, it is helpful to begin with a relevant theoretical framework - concepts, principles, best practices, and/or performance criteria and standards based on background readings - against which those facts can be compared, thus providing an objective and explicit foundation for conclusions. Module 6 - Reflective Essay Integration and Reflection Your module 6 task: You are to prepare a reflective essay in which you address each of the following items: 1. Descriptions of how you feel you improved your knowledge, skills, abilities, and yourself in this session through this course. 2. Evaluation of the work you did during the session for the class and explanations of ways you could have performed better. 3. Topics you have identified that you did not understand or were not successful in trying to implement and suggestions you may have about how to improve the course material on those topics. 4. Ways you might measure the future effects of what you have learned in this course or your future progress/improvement; 5. State whether you achieved the course objectives (listed on the module 6 home page and course syllabus page). 6. Provide an overall evaluation of your experience and indicate how this course might be improved.
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