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Running head: KNOWLEDGE MANAGEMENT Topic: Knowledge Management Student name: Instructor name: Course name: Date: Knowledge Management 2 Question 1: The work on international assignments starts long before the individual reaches the host destination. The work also commences before the official start of the training or allocation of duties. The study proposes critical stages that improve one’s success capacity and make it a transformational experience. The person requires a pre-program assessment which focuses on the assessment of the person’s family members and general background before indulging into the expedition. According to Brooking, (2015), an exploration of the culture within the host nation becomes fundamental apart from personal tendencies and goals which are supposed to determine the training that’s needed by the expat and their families. Cultural intelligence tools let the expatriates and their families evaluate their tendencies against the cultural tendencies of those in their host destinations. The exploration of the online cultural information acts as a rich information source that answers most questions which one might have when they face training. Expat and family training activities increase their knowledge of their host destination, values, society and day-to-day activities within the host nations. According to Brooking, (2015), engaging in the training reduces cultural misconceptions and misunderstanding. The training also improves the cross-cultural experience. The host manager and the team require a cultural briefing. The stage identifies the host manager in the destination country alongside the team which the expat would work alongside. The host manager ought to share information with the international assignee on the norms and values of the culture of the destination country. The expatriate must get updated on the Knowledge Management 3 management and communication techniques used apart from different expectations in the work. The expatriate undergoes in-person training but when it’s not possible; they might rely on online tools. Project alignment meeting might follow in the exercise. The host manager and the organization must first receive the critical information about the expatriate before they start exchanging information. They might use video conferences and telephone for the exchange communication activity. Project alignment meeting ought to happen between the host manager and the expatriate discussing the cultural variations that might reduce the success capacity of the project. The meetings must understand their areas of mutual expectations or misunderstanding during the engagement. The meeting might discuss relative timelines, setting milestones and reporting strategies which they could use. Coaching in the host nation makes the expatriates get informed about the unknown facts about their destination country. Face-to-face coaching directs the expatriate on the do and doesn't while in the foreign nation. Staff meeting, team member interactions, and coach virtual meetings ought to address the issues which the staff might experience in the foreign nation. Coaching sessions depend on the duration of the expatriate’s assignments and the participation that’s needed. The knowledge management process becomes invaluable to the expatriate to the assignments that he intends to engage. According to Brooking, (2015), dissemination of information and lessons acquired during the assignment let the person become a better person. Knowledge management allows the expatriate and the individual acquire the details of the Knowledge Management 4 information and reduce the repetitive issues that might occur during the assigned international duty. Question 2: Innovation occurs within any institution through gathering information from different sources apart from insights acquired from collegial networks. Innovations happen through the exchange of information within networks in lieu of stored and accumulated information. Knowledge and innovation occur from the development of connections that didn’t occur in the past. The discussion focuses on ways that a university institution might depend on the innovative network to generate innovation. Sustainable and successful innovation within a university institution stands on building and nurtured innovation networks inside the university and outside their boundaries. Internal and external innovation networks bear particular importance and roles during an innovation ecosystem. The university institution requires an internal innovation network that spearheads innovation from generation of ideas to the time they get adopted and implemented. Internal network innovations bring together different business ideologies and issues that they can’t manage to resolve themselves. Internal innovation network within an institution creates a strategic direction on the operational and brief infrastructure apart from the support needed when the partnership develops. Internal innovative networks create a bridge within the university campus because new ideas impact individuals and process in the university setting. Miscommunication might impair Knowledge Management 5 internal innovative networks. Innovation network ought to get proactively get built and managed under the watch of internal and external stakeholders. Once the boundary between an institution and a company becomes permeable external innovation network ought to happen as it lets both individuals and institutions engage in collaborative discussions. Thierauf, (2017) argues that through the collaboration between the university institution and external stakeholders, then new ideas would occur. The diverse network depends on a common platform that has goals which aim to end the problems at hand. A combination of both internal and external networks lets people in the university institution rise above their comfort zone and begins thinking beyond. Ideas that come from academic communities alongside startups generate a new perspective that’s needed within the university institution. The network would generate individuals from different diversities and skills like marketing, engineering, and design. The diversities bring together a varied personality mix that’s fundamental to innovation. Innovation becomes driven successfully based on continuous and repeatable strategies that get implemented by the effort of people in an organization. The internal and external innovation networks must get nurtured systematically because they contribute to the success within institutions. Innovation networks as a discipline would let institutions implement innovation culture amongst their workers. Innovation networks let a business or institution bring together minds from different regions that share their problems and tactics. Thierauf, (2017) argues that the people brainstorm on the ability to resolve the issues that impact their fellows and in the process, innovative solutions come up with help in performing tasks. Innovation starts from an individual then the Knowledge Management 6 ideology spreads within an institution. Once they share information from individuals in a local setting it’s easy to interact with individuals from outside their environment. Question 3: Multinational corporations are always quick to learn to engage in new business tactics. Global teams require employees to come together both physically and virtually with a single goal. Most institutions readily implement global working environment but offer little or no training and development to their staff to maintain a global team. The discussion identifies measures that generate effective global teams that operate in culturally diverse backgrounds. The first strategy entails understanding that everyone doesn’t work the same manner. Advanced multinational institutions agree that business gets performed different in countries and employees come from different cultures and might give varied interpretations to different to the same thing. The companies must generate methods of understanding the other in order to grow in the markets. Companies must understand the need to know staff members both on a personal and professional level. Cross-pollination of ideas and practices which aren’t the same in all locations makes it easy for people to relate as a team. Thierauf, (2017) argues that recognition of cultural difference creates the groundwork for building a global teamwork. The members of the team must ask questions that relate to the duties at hand and limit some jokes. Commitment becomes a factor that either breaks or makes a team. Team members require eliminating their egos when they work with fellow members. The members must embrace the other and listen to the ideologies of other people in the team. The team members must trust and Knowledge Management 7 listen to the information that’s given to them by their managers. The members must also share information when they feel they something doesn’t add up. The teamwork gets nurtured when its members support working together in the face of differences. The manager must facilitate the areas of focus that brings the team together including the objectives, mission, values, identity, and purpose of the team and the institution. The contribution of the team members towards the goals creates an opportunity to strengthen the team. When people work for the same objectives, values, and mission it creates the same grounds for the teamwork to get effective. Effective teamwork also depends on skillful listening and the responses issues which the team manager encounters. Malhotra, (2016) argued that the team members must have a mindset that’s focused on the positive sides of every scenario. The manager of the teams ought to dwell on common grounds that allow the team members interact with the rest. The members of the team must ask questions that relate to the duties at hand and limit some jokes. The team members could enhance team effectiveness through collaboration. Cooperation and compliance are best collaboration techniques. Thierauf, (2017) argues that collaboration takes time and might get challenging because the efforts of the team members might not yield success as planned. Individual goals must get placed aside for the goal of the main team to prosper. Compromise on the main goals of the team might impact the relationship between individuals in the team. Question 4: “Ready-to-go Knowledge Management” Knowledge Management 8 Information gets transmitted from one point to another in a company could get overwhelming at the end of the day. Malhotra, (2016) argued that managers and employees communicate through emails and telephones and by the end of the day tones of information stream from one end to another. Businesses with a knowledge management system in place become better placed because it improves learning, innovation, decision making and day to day activities of a company. A knowledge management system is fundamental to information governance within the institution. A knowledge management dwells on community outcomes. It improves content governance and information governance. Knowledge management systems increase the focus on outcomes thus a team meets the business needs. An organization doesn’t have to direct its energy on the processes of work and information management techniques. Knowledge management systems gather reports on everything and their intended outcomes. Knowledge management systems improve behavioral changes and technology elements within an institution. Knowledge management system offers a holistic approach to handling issues and production. The system allows people improve behaviors within an institution. Employees are able to collaborate with the other which leads to improved interactions at work. Knowledge management system allows the business needs come first before anything else in the company. Malhotra, (2016) argued that the goals of the company come before individual goals and the business is able to decide the technology that suits their needs. An effective knowledge management system allows an institution departmental knowledge; teams and critical projects become an important element within the institution. Knowledge Management 9 Knowledge management systems account teamwork allocation and the roles played by individuals in those teams. Team members have individuals like administrators, users, and managers each who must play a defined role in the team. The system offers a limitless access to information about the company and the roles that each person must play. A business attains an improvement in the products and services rendered to customers. The knowledge management system allows the business manage their demand and forecast the future growth potential of the business. Studying the trend allows the business specialize in the goods that augur with customer demands. The customers get the goods and services that match with their demands which mean that the business would defeat their competitors in an average market. Customers that get products that match their requirements become satisfied since the knowledge management system offers the company an understanding of their requirements through customer feedback analysis. Malhotra, (2016) argued that the staff productivity increases from the knowledge management system since the system allows colleagues share expertise and knowledge which they have amongst themselves. Employees feel addressed and appreciated of any concerns and their ideologies taken seriously. The entire business efficiency increases because the expertise of the employees gets utilized accordingly. The knowledge management system offers the company better policies which they use in staffing and recruitment of new workers. For instance, if the company increased the know-how on the demands of their customers, they require more workers to serve the growing demands of the customers. The institution might sell or share their knowledge with other willing companies. The company could allow small companies or competitors to Knowledge Management benchmark through their efforts. The company requires protecting its intellectual property otherwise rogue workers might sneak information to other companies at no cost. 10 Knowledge Management 11 References: Brooking, A. (2015). Corporate memory: Strategies for knowledge management. London: International Thomson Business Press. Malhotra, Y. (2016). Knowledge management and virtual organizations. Hershey, USA [u.a.: Idea Group Publishing. Parker, G. M. (2015). Team players and teamwork: New strategies for developing successful collaboration. Hoboken: Wiley. Schmitt, I. (2013). Knowledge Management at McKinsey. Munich: GRIN Verlag. Thierauf, R. J. (2017). Knowledge management systems for business. Westport, Conn. [u.a.: Quorum Book. West, M. A. (2012). Effective teamwork: Practical lessons from organizational research. (Effective teamwork.) Malden, Mass: BPS Blackwell. ...
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Robert__F
School: Cornell University

Attached.

Running head: KNOWLEDGE MANAGEMENT
Topic: Knowledge Management
Student name:
Instructor name:
Course name:
Date:

Knowledge Management

2
Question 1:

The work on international assignments starts long before the individual reaches the host
destination. The work also commences before the official start of the training or allocation of
duties. The study proposes critical stages that improve one’s success capacity and make it a
transformational experience.
The person requires a pre-program assessment which focuses on the assessment of the
person’s family members and general background before indulging into the expedition.
According to Brooking, (2015), an exploration of the culture within the host nation becomes
fundamental apart from personal tendencies and goals which are supposed to determine the
training that’s needed by the expat and their families.
Cultural intelligence tools let the expatriates and their families evaluate their tendencies
against the cultural tendencies of those in their host destinations. The exploration of the online
cultural information acts as a rich information source that answers most questions which one
might have when they face training.
Expat and family training activities increase their knowledge of their host destination,
values, society and day-to-day activities within the host nations. According to Brooking, (2015),
engaging in the training reduces cultural misconceptions and misunderstanding. The training also
improves the cross-cultural experience.
The host manager and the team require a cultural briefing. The stage identifies the host
manager in the destination country alongside the team which the expat would work alongside.
The host manager ought to share information with the international assignee on the norms and
values of the culture of the destination country. The expatriate must get updated on the

Knowledge Management

3

management and communication techniques used apart from different expectations in work. The
expatriate undergoes in-person training but when it is not possible; they might rely on online
tools.
Project alignment meeting might follow in the exercise. The host manager and the
organization must first receive the critical information about the expatriate before they start
exchanging information. They might use video conferences and telephone for the exchange
communication activity. Project alignment meeting ought to happen between the host manager
and the expatriate discussing the cultural variations that might reduce the success capacity of the
project. The meetings must understand their areas of mutual expectations or misunderstanding
during the engagement. The meeting might discuss relative timelines, setting milestones and
reporting strategies which they could use.
Coaching in the host nation makes the expatriates get informed about the unknown facts
about their destination country. Face-to-face coaching directs the expatriate on the do and doesn't
while in the foreign nation. Staff meeting, team member interactions, and virtual coach meetings
ought to address the issues which the staff might experience in the foreign nation. Coaching
sessions depend on the duration of the exp...

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