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    Knowledge Management HR in Virtual Organisations HR in Mergers and Acquisitions

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    Lovika Ghalot
    This document discusses the role of HR in the knowledge era. It defines tacit and explicit knowledge and explains knowledge management as a systematic process of building, renewing and applying organizational knowledge. The document also discusses virtual organizations as social networks without boundaries, and the HR issues in managing talent in such organizations. Finally, it covers mergers and acquisitions and the key factors for HR to ensure their success, such as retaining talent, effective planning and leadership.

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    Knowledge Management HR in Virtual Organisations HR in Mergers and Acquisitions

    Uploaded by

    Lovika Ghalot
    51 views30 pages
    This document discusses the role of HR in the knowledge era. It defines tacit and explicit knowledge and explains knowledge management as a systematic process of building, renewing and applying organizational knowledge. The document also discusses virtual organizations as social networks without boundaries, and the HR issues in managing talent in such organizations. Finally, it covers mergers and acquisitions and the key factors for HR to ensure their success, such as retaining talent, effective planning and leadership.

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    This document discusses the role of HR in the knowledge era. It defines tacit and explicit knowledge and explains knowledge management as a systematic process of building, renewing and applying organizational knowledge. The document also discusses virtual organizations as social networks without boundaries, and the HR issues in managing talent in such organizations. Finally, it covers mergers and acquisitions and the key factors for HR to ensure their success, such as retaining talent, effective planning and leadership.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    51 views30 pages

    Knowledge Management HR in Virtual Organisations HR in Mergers and Acquisitions

    Uploaded by

    Lovika Ghalot
    This document discusses the role of HR in the knowledge era. It defines tacit and explicit knowledge and explains knowledge management as a systematic process of building, renewing and applying organizational knowledge. The document also discusses virtual organizations as social networks without boundaries, and the HR issues in managing talent in such organizations. Finally, it covers mergers and acquisitions and the key factors for HR to ensure their success, such as retaining talent, effective planning and leadership.

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    HR IN KNOWLEDGE ERA

    KNOWLEDGE MANAGEMENT HR IN VIRTUAL ORGANISATIONS HR IN MERGERS AND ACQUISITIONS

    WHAT IS KNOWLEDGE ???


    KNOWLEDGE IS THE CAPACITY TO ACT
    IT IS ABOUT ISSUES AND CONTEXT

    TYPES OF KNOWLEDGE
    TACIT KNOWLEDGE
    PERSONAL KNOWLEDGE GAINED THROUGH EXPERIENCE AND IS SHARED THROUGH DIRECT AND FACE TO FACE CONTACT

    EXPLICIT KNOWLEDGE
    IS A FORMAL KNOWLEDGE THAT CAN BE PACKAGED AS INFORMATION
    FOUND IN THE DOCUMENTS OF ORGANISATION REPORTS , ARTICLES AND MANUALS.

    KNOWLEDGE MANAGEMENT
    IS A SYSTEMATIC , EXPLICIT AND DELIBERATE BUILDING , RENEWAL,AND APPLICATION TO MAXIMISE ORGANISATIONS KNOWLEDGE RELATED EFFECTIVENESS AND RETURN FROM KNOWLEDGE ASSETS

    KNOWLEDGE MANAGEMENT
    A PROCESS WHEREBY DATABASE IS MAINTAINED TO ENSURE THAT RIGHT INFORMATION REACHES TO THE RIGHT PERSON AT RIGHT TIME.

    WHY WE NEED IT
    INDUSTRIAL ECONOMY TO DECENTRALIZED GLOBALIZED ECONOMY.
    INFORMATION DRIVEN ECONOMY KNOWLEDGE OF LOCAL AREA

    CROSS CULTURAL DIMENSIONS


    SHIFTING FOCUS FROM CONSUMPTION OF MATERIAL THINGS TO THE CONSUMPTION OF INFORMATION.

    FOUR COMPONENTS OF KM
    DEVELOPING NEW KNOWLEDGE SECURING NEW AND EXISTING INFORMATION DISTRIBUTING KNOWLEDGE COMBINING AVAILABLE INFORMATION

    THE WORK OF FOLLOWING IS TOTALLY KNOWLEDGE BASED


    CUSTOMER SERVICE INFORMATION SYSTEM FINANCE HR/ ADMINISTRATION MANAGEMENT

    PROCESS OF KNOWLEDGE MANAGEMENT

    IDENTIFY

    COLLECT

    SHARE AND APPLY CREATE AND SELL

    SELECT

    STORE

    CHALLENGES OF KM
    PAST EXPER.

    BOUNDED RATIONA LITY

    KM

    RULES& NORMS

    TUNNEL VISION

    ADVANTAGES
    INCREASE IN PRODUCTIVITY IMPROVES QUALITY LEADS TO BETTER COORDINATION IMPROVES WORK ENVT CREATIVE THINKING

    CONCLUSION
    NECESSARY TO MAKE ORGANIZATIONS INNOVATIVE AND COMPETITIVE
    ROLE OF HR MANAGER TO TAKE UP THIS CHALLENGE AND TO CREATE AND MANAGE KNOWLEDGE

    VIRTUAL ORGANISATIONS
    IT IS A SOCIAL NETWORK IN WHICH ALL HORIZONTAL AND VERTICAL BOUNDARIES ARE REMOVED. INDIVIDUALS WORKING AT DIFFERENT WORKSPACES

    CREATION OF NETWORK RELATIONSHIP THAT ALLOWS FOR CONTRACTING , MANUFACTURING , DISTRTIBUTION, MARKETING, OR ANY OTHER BUSINESS FUNCTION

    CHARACTERSTICS
    POWER FLEXIBILITY INFORMAL COMMUNICATION FLAT ORGANISATION GOAL ORIENTATIONS DYNAMICS HOME WORK NO ORG. BOUNDARIES CUSTOMER ORIENTATION

    FEAURES OF VIRTUAL ORGANISATIONS


    TECHNOLOGY E-MAIL INTEGRATION (EXPRESS WAY) OFFICE SYSTEMS INTEGRATION VOICE MAIL ALERT MOBILE DATA

    ADVANTAGES
    SAVES TIME, MONEY ELIMINATES LACK OF ACCESS TO EXPERTS PROXIMITY NOT REQUIRED FOR ORGANISATION EXPANSION BALANCE PERSONAL AND PROFESSIONAL LIFE

    HR ISSUES IN VIRTUAL ORGANISATIONS


    CAREER DYNAMICS 1. RECRUITMENT IS CONDUCTED UNDER HIGH PRESSURES 2. HIGH PERFORMANCE IS EXPECTED 3. NETWORKING AND SKILLS BECOME CRITICAL 4. STABILITY IN RELATIONS IS NOT REQUIRED 5. NEED OF MOBILITY IS HIGH 6. HEAVY INVESTMENT

    PERFORMANCE MANAGEMENT
    DEFINE PERFORMANCE FACILITATE PERFORMANCE ENCOURAGE PERFORMANCE

    COMMUNICATION SELECTION PROCESS


    GO BACK

    HR IN MERGER AND ACQUISITIONS


    MERGER --- TWO COMPANIES COME TOGETHER TO CREATE A NEW IDENTITY ACQUISITION-ONE COMPANY BUYS OTHER AND APPLIES ITS OWN RULES AND REGULATIONS

    WHY M &A FAIL


    EXPECTATIONS ARE UNREALISTIC TALENT IS LOST OR MISMANAGED REQUIRES AN IMPOSSIBLE DEGREE OF SYNERGY CULTURAL DIFFERENCES UNDER ESTIMATION OF COST ILL CONCEIVED HR INTEGRATION STRATEGIES

    STAGES

    POST UNION

    PRE UNION

    IN PROCESS UNION

    KEY TO SUCCESS
    WELL THOUGHT GOALS KEY TALENT RETAINED PLANNING AND TIMELY ACCOMPLISH
    DUE DILLIGENCE ON ISSUES WELL MANAGED TEAM EFFECTIVE LEADERSHIP

    SKILLS AND COMPETENCIES


    STRATEGIC KNOWLEDGE EFFECTIVE COMMUNICATION MOTVATING SKILLS ANALYTICAL SKILLS GOOD TRAINOR AND FACILITATOR GOOD MEDIATOR GOOD LEADER

    CONCLUSION
    HR DEPARTMENT SHOULD PLAY PRO-ACTIVE ROLE TO ANCHOR THE WHOLE PROCESS AND TO MINIMISE THE REASONS OF FAILURE

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