未读消息消息

购物车

我的订单

个人中心

店铺

我的订单收藏

拍卖

拍卖交易我的竞拍收藏

我的好友资金账户

卖家中心

客服 |

帮助中心 9:00-20:30 在线留言

客服电话

010-89648155

服务时间

客服咨询 8:00-21:00

纠纷处理 9:00-21:00

图书审核 9:00-18:00

监督与建议

请选择

手机孔网

The Complete Idiot's Guide to Knowledge Management

作者: Melissie Clemmons Rumizen 著

出版社: Penguin

出版时间: 2001-09

版次: 1

ISBN: 9780028641775

定价: 127.00

装帧: 平装

开本: 16开

纸张: 胶版纸

页数: 315页

分类: 外文古旧书>英文书>管理

2人买过

　　Guidance on how to share information among peers to helpscompanies achieve greater success. Explains the latest managementbuzzwords, offers advice on keeping open communication withcustomers and co-workers, and maintaining a knowledge managementprogram with the future in mind. Softcover. 　　Melissie Clemmons Rumizen, Ph.D., is Knowledge Strategist atBuckman Labs, hailed as one of the top examples of knowledgemanagement implementation in the United States. She also developedand maintains the award-winning Buckman Laboratories Web site onknowledge management (knowledge-nurture). She has 20 years'experience as a linguist and benchmarking and KM specialist withthe U.S. Army and National Security Agency. She joined Buckman Labsin 1997. I

EXPLORING THE OXYMORON

1

What's in a Name? The Publisher and the Krona

Exploring Knowledge Management

Organizational Drivers for Knowledge Management

And the Winners Are..

2

More Models Than a Car Show

The World Has Changed, Says Peter Drucker

What the Krona Started

From Making Bread to the Knowledge Spiral

Creating a Learning Organization

Mapping How Value Is Created

3

What's a Chief Knowledge Officer? Somebody Has to Do It

Stranger from Outside or Hire Within? In Search of the CKO

But What Do They Do? Where Do They Perch? 4

Knowledge Management Success Stories

Introducing Knowledge Masters at Hewlett-Packard Consulting

The Learning Organization at British Petroleum

Comparing HPC and BP

II

GETTING STARTED

5

Developing a Strategy

Fundamentals of a Good KM Strategy

Tailoring KM Strategy for Your Organization

Look at Your Starting Point

Advantages of an Executive Sponsor

Developing the KM Pitch

One Big Strategy or Multiple Projects? Connecting People or WritingThings Down

6

Start Small

Why It's a Good Idea to Start with a Pilot

Start with a Pilot

Plan on Going Big

Form Your Band of Revolutionaries

7

Building the Infrastructure

Deciding Where KM Belongs in the Organization

Doing the Budget

Creating New Roles and Funky Titles

Forming a Steering Committee

Communities of Practice-The Killer Application

The Platypus of Organizational Structures

The Three Dimensions of a Community of Practice

The Life Cycle of the Community Platypus

The Most Important Member, the Community Coordinator

Launching a Community of Practice at SAP America

9

Strategic Choices for Connecting People to People

Look in the Yellow Pages

Yellow Pages for Expertise

Automation

Best Practice Systems

Making People-Finders Part of a Larger System

10

More Connection Choices

Minds Going out the Door

Minds in Different Places: Transferring Strategic Knowledge

The Day-to-Day Stuff: Capturing and Transferring Knowledge

Choosing Approaches

III

CAN'T LIVE WITH IT; CAN'T LIVE WITHOUT IT

11

Why Your CIO Has Gray Hair

IT Serves the Needs of the Business

Showing Value

Setting Standards

Going Around the World

Other Causes of CIO Stress

12

Nets, Nets, Nets

Net 1: The Internet and the World Wide Web

Building an Intranet

What Is an Extranet? Chapter 13 - Between You and Me withCollaborative Tools

Characteristics of Collaborative Tools

The Lowly but Popular E-mail

Talking Together Electronically

Electronic Meeting Systems

Working Together

Videoconferencing

Putting It All Together: Integrated Solutions

14

Finding the Information You Need

Staying Out of the Junkyards: Managing Content

One-Stop Shopping with a Portal

IV

THE SHOWSTOPPER OF CULTURE

15

Culture Is You, Me, and Everybody Else

The Three Levels of Organizational Culture

Culture Is Learned

Culture Is Stable

The Importance of Understanding Culture

Seeing the Invisible

16

Working with Organizational Culture

Change the Way People Work

Discovering the Shadow Organization

Helping

Leaders to Walk the Talk

Aligning Rewards and Recognition

Creating New Heroes

17

Managing the Change

The Change Process

Resistance to Change

A Road Map for the Journey.How Big Is the Change? Who's for You?Who's Against You? Learning the New Ropes

18

Spreading the Word Far and Wide

Refining Your Message

Telling a Story of the Future

Awareness to Commitment to Passion

Help from Communications Experts

Other Tools in Your Communication Kit

Putting Together a Communications Plan

Continuing to Listen

V

KEEPING SCORE

19

You Get What You Measure

Measure for a Purpose

Past and Future

Too Many Measures Is Too Much

Ride the Wave of the Current System

Coping with Skeptics

Combine Numbers with the Story Behind Them

You Are What You Present

20

Developing Measures

Determining Your Goals

Naming Your Audience

Defining the Measures

Deciding What Data Will Be Collected and How

Displaying and Analyzing Your Measures

Looking at Your Team of Measures

Reaching Retirement Age and Other Employment Rules

21

A Sampler of Measurement Approaches

Developing a Balanced Scorecard of Measures

Determining a Return on Investment for Knowledge Assets

Measuring If Knowledge Management Has Grown Up

Asking Employees What They Think

22

Measuring Intellectual Capital

A Typology for Measuring Intellectual Capital

Intangible Assets Monitor

The Skandia Navigator

Intellectual Capital Index

Possible Pitfalls

@PARTHEAD VI

SETTLING IN FOR THE LONG HAUL

23

Where Did We Go Wrong? Build IT and They'll Come

Ignoring Critical Differences

A Kinder, Gentler Place by Tomorrow

Betting the Farm on a CEO or Other Sponsor

Stopping Before You're Done

24

Moving to the Big Time

How Long Will It Take? Consolidating Lessons Learned

Expanding the Effort

Part of the Establishment

25

Lagniappe: The Thirteenth Doughnut

IT Support for Personal Knowledge Management

Managing Your Personal Capital

Connecting Yourself to People

Tips on Networking

Forming a Network of Mentors

Appendices

Appendix A

Glossary

Appendix B

Web Sites

Appendix C

Books and Articles

Index
内容简介:
　　Guidance on how to share information among peers to helpscompanies achieve greater success. Explains the latest managementbuzzwords, offers advice on keeping open communication withcustomers and co-workers, and maintaining a knowledge managementprogram with the future in mind. Softcover.
作者简介:
　　Melissie Clemmons Rumizen, Ph.D., is Knowledge Strategist atBuckman Labs, hailed as one of the top examples of knowledgemanagement implementation in the United States. She also developedand maintains the award-winning Buckman Laboratories Web site onknowledge management (knowledge-nurture). She has 20 years'experience as a linguist and benchmarking and KM specialist withthe U.S. Army and National Security Agency. She joined Buckman Labsin 1997.
目录:
I

EXPLORING THE OXYMORON

1

What's in a Name? The Publisher and the Krona

Exploring Knowledge Management

Organizational Drivers for Knowledge Management

And the Winners Are..

2

More Models Than a Car Show

The World Has Changed, Says Peter Drucker

What the Krona Started

From Making Bread to the Knowledge Spiral

Creating a Learning Organization

Mapping How Value Is Created

3

What's a Chief Knowledge Officer? Somebody Has to Do It

Stranger from Outside or Hire Within? In Search of the CKO

But What Do They Do? Where Do They Perch? 4

Knowledge Management Success Stories

Introducing Knowledge Masters at Hewlett-Packard Consulting

The Learning Organization at British Petroleum

Comparing HPC and BP

II

GETTING STARTED

5

Developing a Strategy

Fundamentals of a Good KM Strategy

Tailoring KM Strategy for Your Organization

Look at Your Starting Point

Advantages of an Executive Sponsor

Developing the KM Pitch

One Big Strategy or Multiple Projects? Connecting People or WritingThings Down

6

Start Small

Why It's a Good Idea to Start with a Pilot

Start with a Pilot

Plan on Going Big

Form Your Band of Revolutionaries

7

Building the Infrastructure

Deciding Where KM Belongs in the Organization

Doing the Budget

Creating New Roles and Funky Titles

Forming a Steering Committee

Communities of Practice-The Killer Application

The Platypus of Organizational Structures

The Three Dimensions of a Community of Practice

The Life Cycle of the Community Platypus

The Most Important Member, the Community Coordinator

Launching a Community of Practice at SAP America

9

Strategic Choices for Connecting People to People

Look in the Yellow Pages

Yellow Pages for Expertise

Automation

Best Practice Systems

Making People-Finders Part of a Larger System

10

More Connection Choices

Minds Going out the Door

Minds in Different Places: Transferring Strategic Knowledge

The Day-to-Day Stuff: Capturing and Transferring Knowledge

Choosing Approaches

III

CAN'T LIVE WITH IT; CAN'T LIVE WITHOUT IT

11

Why Your CIO Has Gray Hair

IT Serves the Needs of the Business

Showing Value

Setting Standards

Going Around the World

Other Causes of CIO Stress

12

Nets, Nets, Nets

Net 1: The Internet and the World Wide Web

Building an Intranet

What Is an Extranet? Chapter 13 - Between You and Me withCollaborative Tools

Characteristics of Collaborative Tools

The Lowly but Popular E-mail

Talking Together Electronically

Electronic Meeting Systems

Working Together

Videoconferencing

Putting It All Together: Integrated Solutions

14

Finding the Information You Need

Staying Out of the Junkyards: Managing Content

One-Stop Shopping with a Portal

IV

THE SHOWSTOPPER OF CULTURE

15

Culture Is You, Me, and Everybody Else

The Three Levels of Organizational Culture

Culture Is Learned

Culture Is Stable

The Importance of Understanding Culture

Seeing the Invisible

16

Working with Organizational Culture

Change the Way People Work

Discovering the Shadow Organization

Helping

Leaders to Walk the Talk

Aligning Rewards and Recognition

Creating New Heroes

17

Managing the Change

The Change Process

Resistance to Change

A Road Map for the Journey.How Big Is the Change? Who's for You?Who's Against You? Learning the New Ropes

18

Spreading the Word Far and Wide

Refining Your Message

Telling a Story of the Future

Awareness to Commitment to Passion

Help from Communications Experts

Other Tools in Your Communication Kit

Putting Together a Communications Plan

Continuing to Listen

V

KEEPING SCORE

19

You Get What You Measure

Measure for a Purpose

Past and Future

Too Many Measures Is Too Much

Ride the Wave of the Current System

Coping with Skeptics

Combine Numbers with the Story Behind Them

You Are What You Present

20

Developing Measures

Determining Your Goals

Naming Your Audience

Defining the Measures

Deciding What Data Will Be Collected and How

Displaying and Analyzing Your Measures

Looking at Your Team of Measures

Reaching Retirement Age and Other Employment Rules

21

A Sampler of Measurement Approaches

Developing a Balanced Scorecard of Measures

Determining a Return on Investment for Knowledge Assets

Measuring If Knowledge Management Has Grown Up

Asking Employees What They Think

22

Measuring Intellectual Capital

A Typology for Measuring Intellectual Capital

Intangible Assets Monitor

The Skandia Navigator

Intellectual Capital Index

Possible Pitfalls

@PARTHEAD VI

SETTLING IN FOR THE LONG HAUL

23

Where Did We Go Wrong? Build IT and They'll Come

Ignoring Critical Differences

A Kinder, Gentler Place by Tomorrow

Betting the Farm on a CEO or Other Sponsor

Stopping Before You're Done

24

Moving to the Big Time

How Long Will It Take? Consolidating Lessons Learned

Expanding the Effort

Part of the Establishment

25

Lagniappe: The Thirteenth Doughnut

IT Support for Personal Knowledge Management

Managing Your Personal Capital

Connecting Yourself to People

Tips on Networking

Forming a Network of Mentors

Appendices

Appendix A

Glossary

Appendix B

Web Sites

Appendix C

Books and Articles

Index

查看详情

The Complete Idiot's Guide to Knowledge Management

内容简介:

作者简介:

目录: