Run by Bangor Business School
15.000 Credits or 7.500 ECTS Credits
Organiser: Dr Clair Doloriert
Overall aims and purpose
Knowledge Management is field that explores the challenges, contradictions and complexities of managing individual, group and organisational knowledge and learning within today’s dynamic organisation and environment. This module aims to develop a critical understanding of Knowledge Management theory from a multidisciplinary perspective. Topics include the nature of organisational knowledge, types of knowledge workers, managers and leaders, formulating a knowledge management strategy, the politics and power of creating, storing and sharing knowledge, organisational learning, creativity, innovation and change. The module also spotlights the surge in use of virtual learning/ home learning & social media platforms that have soared in demand in 2020; exploration of this integrated through lectures, workshops and assignments through which virtual learning & personal knowledge management is developed.
An introduction to Knowledge Management, what it is and why it is of interest for theory and practice. The current state of KM within organisations including Knowledge Intensive Firms, the role of Knowledge Managers, Chief Knowledge Officers and perspectives of Knowledge Workers. Introduction to key terms such as knowledge, information and learning; and the historical context of Knowledge Management. Ontologies and Epistemologies of Knowledge and how this informs Knowledge Management Strategy. The process of Knowledge Management and Organisational Learning; and the role of the HR/ KM and CKO within this. Knowledge Management Strategies; inc codification and personalisation, and typologies of KM Strategy. Organisational memory and unlearning. Socio-cultural issues related to managing and sharing knowledge within organisations including Communities of Practice, Share/Hoard Dilemma and the issues of politics, power and culture The important role of HRM for KM; particularly in terms of recruiting, rewarding and retaining knowledge workers, leading& motivating knowledge workers and relations issues within the KM contract. The important roles of ICT, with emphasis on Social Media, in KM and how ICT & Social Media is increasingly used for collecting, storing, disseminating and representing formal and informal knowledge within the workplace. Emergent issues relating to International Knowledge Management and sharing across cultures The challenges of valuing knowledge, good knowledge versus bad knowledge. Personal Knowledge Management
Demonstrate a critical and evaluative understanding of theories, concepts, operational issues and practice in KM ; Show appraising and evaluative insights, creativity and judgements in developing significant independent work; Show enhanced conceptual and operational knowledge and expertise derived from effective and appropriate engagement in individual and group activities.
Demonstrate a critical and evaluative knowledge and understanding of theories, concepts, and operational issues and practice in KM, and of the sources and methodologies which underpin them; Show appraising and evaluative insights, creativity and evidence-based judgements as well as a capacity to innovate and challenge assumptions from an informed perspective; Adopt an autonomous and innovative approach to engagement in individual and group activities.
Demonstrate knowledge and understanding of theories, concepts, operational issues and practice in KM ; Pursue significant independent work requiring subject specific and transferable skills; Engage with and contribute to both individual and group activities.
Develop an epistemic awareness of how knowledge is conceptualised, the nature of knowledge within organisations and the practical significance this has for Knowledge Managers within an organisation.
Develop a critical appreciation of the challenges of knowledge management within a group context including; Communities of Practice, conflict, politics and power most especially in international project teams.
Develop a critical awareness of some of the key concepts within the research literature and how such models inform practice.
Understand how virtual learning, home working & social learning is changing the landscape of KM
Develop an Increased sense of personal KM, and KM as students and managing personal knowledge for career development
An increased awareness of the diverse and complex human and social issues relating to managing knowledge within an organisational context
|Individual Case Study of KM in an organisation||100.00|
Teaching and Learning Strategy
his is the minimum time anticipated that students will spend reading, researching and writing up their individual case study, action plan and final pecha kucha presentation
Reading core text, preparing for lectures and post reflecting on lectures
Taught lectures - these include a traditional lecture element, interactive group discussion, case studies and ad hoc presentations etc
|Practical classes and workshops||
End of year Pecha Kucha Event
- Literacy - Proficiency in reading and writing through a variety of media
- Computer Literacy - Proficiency in using a varied range of computer software
- Self-Management - Able to work unsupervised in an efficient, punctual and structured manner. To examine the outcomes of tasks and events, and judge levels of quality and importance
- Exploring - Able to investigate, research and consider alternatives
- Information retrieval - Able to access different and multiple sources of information
- Inter-personal - Able to question, actively listen, examine given answers and interact sensitevely with others
- Critical analysis & Problem Solving - Able to deconstruct and analyse problems or complex situations. To find solutions to problems through analyses and exploration of all possibilities using appropriate methods, rescources and creativity.
- Presentation - Able to clearly present information and explanations to an audience. Through the written or oral mode of communication accurately and concisely.
- Teamwork - Able to constructively cooperate with others on a common task, and/or be part of a day-to-day working team
- Mentoring - Able to support, help, guide, inspire and/or coach others
- Management - Able to utilise, coordinate and control resources (human, physical and/or financial)
- Argument - Able to put forward, debate and justify an opinion or a course of action, with an individual or in a wider group setting
- Self-awareness & Reflectivity - Having an awareness of your own strengths, weaknesses, aims and objectives. Able to regularly review, evaluate and reflect upon the performance of yourself and others
- Leadership - Able to lead and manage, develop action plans and objectives, offer guidance and direction to others, and cope with the related pressures such authority can result in
Subject specific skills
- People management: to include communications, team building, leadership and motivating others.
- Problem solving and critical analysis: analysing facts and circumstances to determine the cause of a problem and identifying and selecting appropriate solutions.
- Innovation, creativity and enterprise: the ability to act entrepreneurially to generate, develop and communicate ideas, manage and exploit intellectual property, gain support, and deliver successful outcomes.
- Networking: an awareness of the interpersonal skills of effective listening, negotiating, persuasion and presentation and their use in generating business contacts.
- Ability to work collaboratively both internally and with external customers and an awareness of mutual interdependence.
- Ability to work with people from a range of cultures.
- Articulating and effectively explaining information.
- Building and maintaining relationships.
- Communication and listening including the ability to produce clear, structured business communications in a variety of media.
- Emotional intelligence and empathy.
- Conceptual and critical thinking, analysis, synthesis and evaluation.
- Self-management: a readiness to accept responsibility and flexibility, to be resilient, self-starting and appropriately assertive, to plan, organise and manage time.
- Self reflection: self-analysis and an awareness/sensitivity to diversity in terms of people and cultures. This includes a continuing appetite for development.
Talis Reading listhttp://readinglists.bangor.ac.uk/modules/abj-4030.html
Compulsory Core Text Hislop, D., Bosua, R., and Helms, R (2018) Knowledge Management in Organizations: A critical introduction (4th Edition) Oxford University Press
Supplementary (Optional/ Additional reading) Course Texts
Pauleen, D and Gorman, G (2011) “Personal Knowledge Management: Individual, Organizational and Social Perspectives” Farnham : Ashgate Publishing Ltd [free electronic resource available from Bangor University library catalogue]
Bingham,.T and Conner, M. (2010) “The New Social Learning: A guide to Transforming Organisations through social media” Berrett-Koehler: San Francisco, C.A.
Hart, J and Jarche, H (2014) “Social Learning Handbook 2014”, Centre for Learning & Performance Technologies, England.
Recommended Journals Journal of Knowledge Management The Learning Organisation Management Learning
Other useful links
CIPD website http://www.cipd.co.uk/hr-resources/
Knowledge Management Educational blog by Alan Frost http://www.knowledge-management-tools.net/