| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "TECHNICAL SUPPORT KNOWLEDGE MANAGEMENT": |
|
|
Technical Support and Knowledge Management, 2007.
This paper provides knowledge management solutions for a technical support division.
1,387 words (approx. 5.5 pages), 7 sources, MLA, $ 46.95
»
Click here to show/hide summary
Abstract
The paper describes the strategic role of a technical support team who must continually analyze, manage and learn what is working and what isn't in the service of their internal and external customers. The paper reveals that without a knowledge management system, hundreds of problems can quickly surface. The paper examines four of the most common challenges that can occur and offers relevant solutions.
Outline:
Summary
Creating a Knowledge Management Strategy: Problems and Solutions
Problem 1
Problem 2
Problem 3
Problem 4
Summary
From the Paper
"At the center of any Technical Support Divisions' role in any organization is the need to be a responsive resource to its internal and external customers. The effectiveness of any technical support division is directly linked to its ability over time to learn about which solutions work and why, how the organizations' products function in a variety of environments and under a wide variety of conditions, and most critical for a high tech and software company, what the dependences are with other system components and elements. The extent to which a product or service can function in conjunction with other system components in the case of a high tech manufacturer, or in a variety of conditions and under specific stress loads as is the case with an auto manufacturer, all hinges on the ability of technical support divisions' ability to constantly learn and catalog what works and what doesn't for the products and services supported."
| |
|
Knowledge Management, 2004.
An analysis of the strategic business tool of knowledge management.
8,192 words (approx. 32.8 pages), 46 sources, MLA, $ 175.95
»
Click here to show/hide summary
Abstract
This paper reviews, synthesizes, and evaluates existing work that has been carried out in the field of knowledge management (KM). The data evaluated is from a wide variety of books, journal articles, magazines, and the Internet. The paper contends that increased understanding of knowledge management by any organization can help improve its productivity and consequently its profitability.
Table of Contents
Chapter 1: Introduction
1.1 Problem Statement
1.2 Hypothesis
1.3 Rationale for the Study
1.4 Data Collection and Subject Population
1.5 Limitations of the Study
Chapter 2: Literature Review
2.1 Concepts of Knowledge Management
2.2 Elements of Knowledge Management
2.2.1 Training and Organizational Learning
2.2.2 Knowledge "Flow" through the Organization
2.3 Team Working and Knowledge Management
2.4 Communication Channels
2.5 Barriers to KM Implementation
2.6 Leadership
2.7 Rewards and Recognition Needed for KM Workers
2.8 Infrastructure Technical and Social
Chapter 3: Methodology
Chapter 4: Recommendation and Conclusion
4.1 Recommendations
4.2 Conclusion
Chapter 5: Bibliography
From the Paper
"Organizational knowledge is becoming very essential for organizations operating in the present environment. The ability of any organization to harness, nurture and efficiently use the knowledge of the workers can prove to be the competitive strategy for any organization. There is also a lot of knowledge woven into the processes of any organization. Economies in the U.S. and the industrialized world are depending more on knowledge and intelligence based businesses. If organizations can understand appropriate ways to harness this knowledge, they can then optimally use it for betterment of the organization. Additionally, they can improve areas of process and task improvement, customer relationships and logistics and supply chain management. This will ensure the generation of greater profits for the company. Management practices have undergone rapid changes and evolutions in the past three decades."
| |
|
Knowledge Management, 2001.
A feasibility case study on knowlege management.
3,200 words (approx. 12.8 pages), 4 sources, $ 92.95
»
Click here to show/hide summary
Abstract
This feasability study, carried out for a knowledge management project, is based on a fictitious organisation, an insurance company, that is expanding rapidly and needs to implement a database system to store client details and general information. The report includes a presentation of the use case (report section 2), analysis of Organisational and Technical Requirements (section 3), Proposition of a Solution (section 4), Implementation Strategy (section 5) and Evaluation Strategy (section 6). Conclusionsare also drawn regarding the knowledge management project (section 7).
| |
|
Organizational Learning and Knowledge, 2008.
This paper discusses the role of learning and knowledge management in an organization.
1,896 words (approx. 7.6 pages), 13 sources, APA, $ 60.95
»
Click here to show/hide summary
Abstract
The paper looks at the main elements of a learning organization. The paper then discusses the four main principles of a socio-technical designed system: a social system, a technical system, an integration and a managing the system. The paper highlights the effect of knowledge management on organizational learning and knowledge.
From the Paper
"Organizations cannot exist in isolation. Anne Morrow Lindbergh's quote "If one is estranged from oneself, then one is estranged from others too. If one is out of touch with oneself, then one cannot touch others" (Lewis, 2007) supports that for organizations to survive they will have to flourish in their environment through depending on one another and learn to use the information derived to form their own unique knowledge. Organizations are constantly facing the demands of a fast paced world and will have to be strategically positioned through learning and adaptation to effectively compete and sustain core competencies."
| |
|
Knowledge-Based System Applications, 2002.
A review of knowledge acquisition for knowledge-based system applications.
8,801 words (approx. 35.2 pages), 40 sources, MLA, $ 184.95
»
Click here to show/hide summary
Abstract
In this paper, an overview is provided of knowledge acquisition as it relates to expert systems. After this, specific knowledge acquisition methodologies and techniques are reviewed that have been used in the development of knowledge-based systems. Subsequently, information is provided on recent advances in knowledge acquisition. Finally, future trends based on recent developments are discussed.
Overview of Knowledge Acquisition
First Generation Knowledge Acquisition Methodological Approaches
Second Generation Knowledge Acquisition Methodological Approaches
Knowledge Acquisition Techniques by Interaction with the Expert
Interviewing
Case Study
Protocol Analysis
Critiquing
Role Playing
Simulation
Prototyping
Rapid Application Development and Joint Application Development
Teachback
Observation
Goal Related
List Related
Construct Elicitation
Sorting
Laddering
20 Questions
Document Analysis
Recent Developments in Knowledge Acquisition
Future Directions
References
From the Paper
"Knowledge acquisition represents a field of artificial intelligence focused on the development of methods, techniques and tools for building expert system knowledge bases. During the 1970s and 1980s, most researchers and practitioners believed that knowledge should be acquired via a process involving a knowledge engineer, who interviews a domain expert regarding the knowledge domain of interest. The knowledge engineer was then responsible for organizing and formalizing the extracted knowledge to the point that it was appropriate for processing by a knowledge-based system. After processing was completed, the extracted knowledge could then be tested by presenting example problems to the knowledge-based system."
| |
|
Knowledge Management, 2004.
A discussion on whether it is possible for an organisation to develop a knowledge base which is more than the sum of its individual employees? knowledge.
3,065 words (approx. 12.3 pages), 17 sources, MLA, $ 89.95
»
Click here to show/hide summary
Abstract
This paper examines how knowledge management is one of the hottest subjects in management studies due to the changing paradigm of management as we enter the 21st century. It attempts to show that it is possible for an organisation to develop a knowledge base, which is more than the sum of its individual employees? knowledge. It reviews the guidance given by the management literature and considers some of the important points. It also looks at some companies that have been successful in their implementation of a knowledge management system.
Outline
Introduction
Knowledge Management
Knowledge Creation
Learning Organisation
Obstacles to Creating a Knowledge Base
Knowledge Sharing
Characteristics of an Effective KM System
Knowledge Management ? 2 Different Opinions
Success Stories
Conclusions
From the Paper
"KPMG recently surveyed over 400 organisations in the UK, mainland Europe and the US and found ?81% had or were considering a knowledge management program, 79% believed that knowledge management can play an ?extremely significant? or ?significant? role in improving competitive advantage?. (KPGM Knowledge management Research Report) Similarly, a survey by PriceWaterhouseCoopers showed that 97 % of senior executives believe that ?knowledge management is a critical issue for them?. A more telling survey conducted by Tacit was that of individuals working at the interface between creating/using knowledge. In a survey of professional, managerial, and technical knowledge workers Tacit investigated employees opinion on how their employers handled knowledge sharing. The findings of the Tacit survey illustrate a serious problem, valuable knowledge is available &/or created within the organisation, but is not utilised efficiently."
| |
|
Human Quality Management, 2004.
This paper discusses important human quality management issues and looks at the company Comcast.
7,425 words (approx. 29.7 pages), 24 sources, $ 263.95
»
Click here to show/hide summary
Abstract
In this article, the writer makes suggestions for how Comcast should build a training facility for technical support staff. Taking quality management into consideration, the writer describes how the paper focuses on important training issues like ergonomics. Further, the writer discusses Deming's P.D.S.A. model.
From the Paper
"Comcast has reached a stage where the company believes that it needs a separate training facility for technical support personnel. In order to make recommendations about building a training facility, it is important to understand the fundamental precepts of employee training. A study of ergonomics is essential to making appropriate recommendations relating to the appropriate design for this training facility for Comcast. Ideally, the facility will be capable of serving a variety of other purposes when it is not in use for training field technical service personnel.
| |
|
Plato's Quest for True Knowledge, 2002.
Examining Plato's paradox of the search for true knowledge and how one will know when one has discovered this knowledge.
1,785 words (approx. 7.1 pages), 1 source, MLA, $ 57.95
»
Click here to show/hide summary
Abstract
This paper discusses how Plato states that for true knowledge, the process known as learning is actually a process of uncovering or recollecting what the individual already knows. It explains that as a solution to the question of how one will know when the correct answer is found this is ingenious. But this is not Plato's essential answer to the paradox. The true resolution lies in Socrates' demonstration that one can, through inquiry, come to knowledge of an object even though one has no knowledge of it to begin with.
From the Paper
"As Socrates puts it, during the discussion of what the slave has accomplished in the exercise in inquiry, "a man who does not know has in himself true opinions on a subject without having knowledge" (85c). Plato's theory of recollection may provide an explanation of how the individual is able to proceed along the path toward knowledge and how he knows when he has discovered knowledge. But recollection is, in itself, inadequate to the task of inquiry which is, as Socrates shows, essential to acquiring knowledge even if this is essentially an uncovering of knowledge the individual possesses from previous incarnations.
Socrates' method on being asked about a particular object (usually a virtue) is to deny that he has any knowledge of the object of inquiry and then to prompt the other to explain what he knows about that object. Those with whom he speaks inevitably have opinions or beliefs about the object in question. As the interlocutor supplies his answers (his opinions and beliefs) Socrates leads him, by careful questioning, to see that he does not, in fact, have the knowledge of the object that he thought he possessed. Thus Socrates invariably demonstrates to the other party that, like Socrates, he too does not know what the virtue is. This leaves the other man, as Meno says, feeling like he has been stung and numbed by the hidden barb of a sting-ray (80a). But in Meno's case the interlocutor begins to question the whole process of inquiry in which they are engaged. Meno poses a paradox for Socrates which presents a genuine puzzle."
| |
|
"Knowledge Walkouts" & EMC, 2006.
A look at whether knowledge management and enterprise content management (ECM) can save a company from "knowledge walkouts".
2,424 words (approx. 9.7 pages), 10 sources, MLA, $ 74.95
»
Click here to show/hide summary
Abstract
This paper defines and analyses the concept of "knowledge walkouts". It specifically discusses strategies for managing the creation of enterprise content management (ECM) and ensuing knowledge management strategies to alleviate the loss of key intellectual property as key employees retire.
Outline:
Executive Summary
Statement of the Problem
Findings
Defining Enterprise Content Management
Structuring Enterprise Content is the First Step to Knowledge Management
Retaining the Knowledge to Overcome "Knowledge Walkouts"
Knowledge Management for Many Organizations: Use It Or Lose It
Knowledge for the New Workforce
New Technology for the New Generation
Conclusions and Recommendations
From the Paper
"The fact that there are organizations whose knowledge management systems are best practices for their given industry, and have processes in place for capturing and retaining excellent components of their knowledge are still the fact that it must be used to be effective according to Gartner (2006). Based on "the last mile" of knowledge management so to speak being these processes of selectively applying the content to specific business strategies and challenges, the indexing, search, and retrieval of knowledge in these repositories becomes a completely separate issue. Once in the repository, there's little guarantee that the valuable knowledge ever emerges again. In fact, it's not valuable at all without a thorough consideration for the way new workers will access it and put it to use. Getting workers to change how they do their jobs is also a critical aspect of capturing content, according to The Hard Side of Change Management (2005). "
| |
|
Management Information Systems, 2007.
An analysis of management and employee expectations of management information systems.
2,567 words (approx. 10.3 pages), 11 sources, MLA, $ 77.95
»
Click here to show/hide summary
Abstract
This paper explores the socio-technical impact of management information systems (MIS) for organizations that use information blocks and management interaction. Furthermore, it addresses employees' reactions to such systems that track and measure an individual's performance and ability. The paper then shows the management and employees varied expectations of the same system.
Table of Contents:
Introduction and Overview
MIS Utilization and Employees Reactions
Management Expectations VS. Others
System Developer Expectations
Conclusions
From the Paper
"Managers are the key factors to strategic success of their organization especially with properly built MIS. Managers have to determining the business value of using information system and they have to select information systems that employees capable to use and understand how the new information system works. As a result, the managers should first established new policy to rebuild trust with their workers and then use the MIS tools properly to benefit the organizations. MIS will not fulfill managerial tasks and create artificial manager."
| |
|
Problem Solving Knowledge Sharing, 2006.
A look at how companies successfully overcome knowledge sharing obstacles by adopting a multi-faceted approach to knowledge sharing.
1,776 words (approx. 7.1 pages), 5 sources, APA, $ 57.95
»
Click here to show/hide summary
Abstract
This study examines the knowledge sharing process in order to determine what factors can successfully influence a manager's ability to overcome knowledge deficits and improve an organizations bottom line. Key aspects of knowledge sharing examined in this synopsis include operations management, information management and project management. In addition the researcher defines knowledge sharing as a strategy that contributes to continuous improvement in organizations large and small. For purposes of this study large organizational strategies are considered.
Table of Contents
Executive Summary
Synopsis of Knowledge Sharing Problem
Project Management
Operations Management
Information Management
Combining Operations, Information and Project Management To Foster Knowledge Sharing
Conclusions
From the Paper
"One of the most formidable challenges facing managers is facilitating productive knowledge sharing throughout the organization. Knowledge sharing is the process of exchanging or sharing information and knowledge within an organization in a manner that results in the greatest organizational success. There are many factors that can impede knowledge sharing within an organization. These include: lack of partnership, the lack of desire to seek advice from others or uncover new ways of doing things, failure to understand how useful knowledge might be for others, lack of trust and lack of time (Skyrme, 1). "
| |
|
Knowledge and Expertise in the Court System, 2008.
An analysis of whether expert knowledge, that is presented in court, is in fact true and accurate knowledge and whether it is reliable in court proceedings.
1,763 words (approx. 7.1 pages), 3 sources, MLA, $ 56.95
»
Click here to show/hide summary
Abstract
This paper discusses the truth of knowledge and expertise within the court system and looks at whether this form of information could represent inaccurate knowledge. More specifically, the paper analyzes whether data such as scientific opinion and expertise, social science evidence and eyewitness testimony are reliable in court proceedings and whether they do, in fact, represent "knowledge."
Table of Contents:
Introduction
Knowledge and Expertise in Court
Conclusion
From the Paper
"The findings of the abovementioned researchers indicate some interesting trends in our conception of "truth", "knowledge" and "expertise" in the modern court system. Though science is honored in modern society as an almost God-like certainty, in the court system (as Bertin & Henifin point out) it holds much less weight. The combined findings indicate that court rulings are based rather on a number of forms of evidence, all of which have been called into question by the researchers. Like Bertin and Henifin, Redding and Reppucci explored a form of court evidence often scrutinized for accuracy - social science evidence. However, unlike Bertin and Henifin, Redding and Reppucci seem to lament the fact that their investigated form of evidence is often overlooked or misconstrued in the field of law, particularly by judges - the ultimate decision-makers. Lastly, like Redding and Reppucci, Kebbell and Giles explored the concept of bias in court in eliciting tainted evidence. Kebbell and Giles demonstrated that the questioning techniques of lawyers can have an impact on the accuracy of eyewitness recollection. The combined findings of these researchers indicate that knowledge and expertise in the court system under current provisions is far from conclusive."
| |
|
Project Management Techniques, 2008.
An analysis of the similarities and differences in traditional project management techniques vs. various systems management methods.
15,004 words (approx. 60.0 pages), 29 sources, APA, $ 249.95
»
Click here to show/hide summary
Abstract
This paper defines and compares traditional project management techniques with various systems management methods and determines how these methods evolved over time. The paper seeks to understand the role of failure in this evolution and applies these technical and humanistic approaches to suggest new methods to improve systems integration in the future. The paper also provides a critical review of the relevant peer-reviewed and scholarly literature and concludes with a summary of the research and recommendations.
Outline:
Executive Summary
Chapter 1: Introduction
Chapter 2: Review of Related Literature
Chapter 3: Methodology
Chapter 4: Summary, Conclusions and Recommendations
From the Paper
"In reality, virtually all organizations employ project management and operational management techniques in their day-to-day management and operations, but there are some important distinctions that emerge from the research. For example, according to one authority, "Success in a project is not proportional to success in project management. . . . Project management is merely a collection of techniques and attitudes that may bring a little light to a confused commercial world. Project management, like any other technique, needs to be understood and learned before tools can ever be usefully wielded" (Reiss, 1995, p. 4). In many cases, complacency and inattention to the realities of the marketplace may erode the attributes traditional project management approaches."
| |
|
Performance Management, 2004.
An analysis of performance management in total quality management (TQM) organizations.
2,653 words (approx. 10.6 pages), 11 sources, MLA, $ 79.95
»
Click here to show/hide summary
Abstract
This paper contends that general deductions at the procedural or technical level are that TQM organizations are more probable to deal with and evaluate process performance and employ a broader array of measures of performance than non-TQM organizations. The paper claims that novelty and time-related performance, quality, delivery, and customer contentment continue to be the most extensively used performance measures. The paper examines the necessity to combine planned goals, customer needs, process capability, and personal participation that are perceived as essential for successful performance management systems based on Total Quality Management.
From the Paper
"Total quality management - TQM endeavors to produce an organizational culture that promotes constant development in everything by everyone at all times, and necessitates changes in organizational processes, priorities relating to strategies, individual beliefs, attitudes and behaviors. (Pun; Lau, 2003, p. 316) To decide the quality performance on projects, all companies use conventional hard measurements like cost, schedule and safety. Some other soft methods like customer contentment, guidance, employee participation, and cooperation; training, flexibility, awareness, etc are used by the top companies. Most consider the requirement for clear work procedures and the interactive processes of planning, communication, and teamwork among all parties are main aspects in project achievement. (Quality Performance Measurements of the EPC Process: Current Practices)"
| |
|
Human Resource Management (HRM) at Microsoft, 2002.
A study of Microsoft's successful human resource management.
2,690 words (approx. 10.8 pages), 10 sources, MLA, $ 80.95
»
Click here to show/hide summary
Abstract
This paper focuses on Microsoft?s employee management methods including how they recruit and retain their staff. It presents information on the human resource practices at Microsoft by describing why they are effective. The author states that Microsoft?s success is based on the effectiveness of their employees and is an example of excellent human resource management. Microsoft offers two advancement path, allowing those with technical skills to advance as technical experts, just as those with conceptual skills advance as managers. The paper examines the reward system at Microsoft, which is a prime example of the focus on a partnership by rewarding valued employees with shares of the company.
Table of Contents
Human Resource Management at Microsoft
Recruitment And Selection - In The Beginning
Recruitment And Selection - Later Stages
Employee Satisfaction And Loyalty
Employee Rewards
Analysis Of Human Resource Management at Microsoft
Recruitment And Selection
Employee Motivation
Employee Loyalty And Satisfaction
Employee Rewards
Bibliography
From the Paper
"Microsoft is one of the wealthiest and most successful companies in the world. Even more important, from a human resource perspective, is the fact that Microsoft is an employee-driven organization. While other organizations base their success on better manufacturing techniques, or better technology, Microsoft?s success is based on the effectiveness of their employees. Essentially, Microsoft value their staff and realize the importance of their staff. This focus on employees may, in the future, expand to all organizations. Microsoft then, is worth studying as an example of best practice in human resource management."
|
|
|
