Dear friends,
Please help me out with this. My dissertation topic is on knowledge management, and I would like to know more about it and how human resource managers can help with this issue. Please send me any materials related to this topic that would be useful for me.
Thanks and enjoy!
From India, New Delhi
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Please help me out with this. My dissertation topic is on knowledge management, and I would like to know more about it and how human resource managers can help with this issue. Please send me any materials related to this topic that would be useful for me.
Thanks and enjoy!
From India, New Delhi
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Hi smriti here is some stuff regarding knowledge management....hope it will be of some use to u. i am sending it as attachment. Regards Padmaja :D
From India, Bharat
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1From India, Bharat
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Hi,
One of my students is finishing some work looking at how the People Capability Maturity Model (P-CMM) provides the framework and develops capabilities in the organization that support, enable, and encourage KM.
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One of my students is finishing some work looking at how the People Capability Maturity Model (P-CMM) provides the framework and develops capabilities in the organization that support, enable, and encourage KM.
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hello sir,
i know only this much about P-CMM, but it would be really good if this can be substatiated with some enriching experiences
The People Capability Maturity Model (People CMM) framework, maintained by the Carnegie Mellon SEI, helps organizations in developing the maturity of their workforce, and in addressing their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, P-CMM can guide organizations in improving their processes for managing and developing their workforces. P-CMM helps organizations to characterize the maturity of their workforce practices, to establish a program of continuous workforce development, to set priorities for improvement actions, to integrate workforce development with process improvement, and to establish a culture of excellence.
People CMM provides a roadmap for implementing workforce practices that continuously improve the capability of an organization's workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, P-CMM takes a step by step approach. Each progressive level of the P-CMM produces a unique transformation in the organization's culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, P-CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization's business objectives, performance, and changing needs.
Ten principles of People CMM. Philosophy
1. In mature organizations, the capability of the workforce is directly related to business performance.
2. Workforce capability is a competitive issue and a source of strategic advantage.
3. Workforce capability must be defined in relation to the strategic business objectives of the organization.
4. Knowledge-intense work can shift the focus from job elements to workforce competencies.
5. Capability can be measured and improved at multiple levels. Including individuals, workgroups, workforce competencies, and the organization.
6. An organization should invest in improving the capability of those workforce competencies that are critical for its core competency as a business.
7. Operational management is responsible for the capability of the workforce.
8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures.
9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking advantage of them.
10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies.
The People Capability Maturity Model consists of five maturity levels that establish successive foundations:
· For continuously improving individual competencies.
· For developing effective teams.
· For motivating improved performance.
· For shaping the workforce the organization needs to accomplish its future business plans.
Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization's workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
Source:www.12management.com
these are some of the links and may be useful for smriti also
www.intel.com/it/digital-office/people-cmm.pdf
www.sei.cmu.edu/cmm-p/ - 20k
cmu.edu
Regards
Padmaja :D
From India, Bharat
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i know only this much about P-CMM, but it would be really good if this can be substatiated with some enriching experiences
The People Capability Maturity Model (People CMM) framework, maintained by the Carnegie Mellon SEI, helps organizations in developing the maturity of their workforce, and in addressing their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, P-CMM can guide organizations in improving their processes for managing and developing their workforces. P-CMM helps organizations to characterize the maturity of their workforce practices, to establish a program of continuous workforce development, to set priorities for improvement actions, to integrate workforce development with process improvement, and to establish a culture of excellence.
People CMM provides a roadmap for implementing workforce practices that continuously improve the capability of an organization's workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, P-CMM takes a step by step approach. Each progressive level of the P-CMM produces a unique transformation in the organization's culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, P-CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization's business objectives, performance, and changing needs.
Ten principles of People CMM. Philosophy
1. In mature organizations, the capability of the workforce is directly related to business performance.
2. Workforce capability is a competitive issue and a source of strategic advantage.
3. Workforce capability must be defined in relation to the strategic business objectives of the organization.
4. Knowledge-intense work can shift the focus from job elements to workforce competencies.
5. Capability can be measured and improved at multiple levels. Including individuals, workgroups, workforce competencies, and the organization.
6. An organization should invest in improving the capability of those workforce competencies that are critical for its core competency as a business.
7. Operational management is responsible for the capability of the workforce.
8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures.
9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking advantage of them.
10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies.
The People Capability Maturity Model consists of five maturity levels that establish successive foundations:
· For continuously improving individual competencies.
· For developing effective teams.
· For motivating improved performance.
· For shaping the workforce the organization needs to accomplish its future business plans.
Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization's workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
Source:www.12management.com
these are some of the links and may be useful for smriti also
www.intel.com/it/digital-office/people-cmm.pdf
www.sei.cmu.edu/cmm-p/ - 20k
cmu.edu
Regards
Padmaja :D
From India, Bharat
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Hi!
I hope you have got the material you are looking for your dissertation on KM. It is a very interesting and creative field. Please let us know the result of your course. Furthermore, I need your help as I am doing a Ph.D. in the field of knowledge management. My topic is 'Knowledge management and the HRD implications'. Though I have acquired enough material and resources, I request you to please send some relevant material on the above topic as you have already worked in this area and want to share your experience on the same.
I apologize for imposing on you.
With best regards,
Alok
From India, Bharat
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I hope you have got the material you are looking for your dissertation on KM. It is a very interesting and creative field. Please let us know the result of your course. Furthermore, I need your help as I am doing a Ph.D. in the field of knowledge management. My topic is 'Knowledge management and the HRD implications'. Though I have acquired enough material and resources, I request you to please send some relevant material on the above topic as you have already worked in this area and want to share your experience on the same.
I apologize for imposing on you.
With best regards,
Alok
From India, Bharat
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Hi, i would send u my project if u want....its about the linakge between KM and HRD.... Regards, Padmaja :D
From India, Bharat
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From India, Bharat
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Hi Padmaja,
I would be highly grateful if you could please send me your project as it aligns perfectly with my topic "Knowledge Management and HRD Implications." This would be a tremendous help, especially now as I am in the final stages of finalizing things. I feel very fortunate to be a fellow member of citehr.com.
Please keep in touch. I would like to discuss certain points of my thesis once I have received your report. People actually working on knowledge management are quite rare, and I have found only a few individuals in Malaysia who are undertaking related work on KM. However, their focus of study differs from mine as I am researching KM from the perspective of HR. Your assistance would be greatly appreciated.
I eagerly await your response.
Best regards,
Alok Goel
Email: alokgzb@yahoo.co.in
From India, Bharat
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I would be highly grateful if you could please send me your project as it aligns perfectly with my topic "Knowledge Management and HRD Implications." This would be a tremendous help, especially now as I am in the final stages of finalizing things. I feel very fortunate to be a fellow member of citehr.com.
Please keep in touch. I would like to discuss certain points of my thesis once I have received your report. People actually working on knowledge management are quite rare, and I have found only a few individuals in Malaysia who are undertaking related work on KM. However, their focus of study differs from mine as I am researching KM from the perspective of HR. Your assistance would be greatly appreciated.
I eagerly await your response.
Best regards,
Alok Goel
Email: alokgzb@yahoo.co.in
From India, Bharat
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Knowledge Management.PPT
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