Theory Knowledge Management (KM). Answer the question how we should manage knowledge work and knowledge organization.

It covers: the discussion :how and when the creation of KW should be supported and how to use the accumulation of the knowledge, what is the value of the knowledge, and how knowledge drives the existing management practices

KM can be approached from three directions (Tuomi.1999):

Organizational cognitions and intelligence

Organizational development and strategy

Organizational information system and information processing

Organizational Development

Within this perspective: approach knowledge management from more interventionist and analytical .

Questions about the ways knowledge as resources in organization including the measurement and analysis of intellectual capital

Knowledge ManagementKnowledge ManagementRoots of the DisciplineRoots of the Discipline

(OIS)System theory

Computer ScienceBPR

(OD)Organization theory

Sociology

(OD)PsychologyPhilosophyPedagogy

(AI)Artificial Intelligence

Knowledge ManagementKnowledge ManagementSubject Related DiscussionSubject Related Discussion

(Smith and Lyles.2004)(Smith and Lyles.2004)

(OL)Organization Learning

(LO)Learning Organization

IS and PerformanceSystem

(Tangible-Intangible)

Organizational KnowledgeCreation

Knowledge ManagementKnowledge ManagementLandscape Landscape (Garvin.1998)(Garvin.1998)

people

TechnologyProcess

Our Customers(External Structure)

Our Organization(Internal Structure)

Our People(Competence)

GrowthThe growth of the school can be seen

from the data that shows number of client s in particular year compared by it in the previous year.

GrowthIT investment percent value added

GrowthThe growth of the teachers competency

can be measured through the level of teachers professionalism

EfficiencyThe efficiency can be measured through

the relation built between the school management and parents as client. (Parents complain handling)

EfficiencyProportion of school staff to the number

of client

EfficiencyThe efficiency of the teachers can be

measured through the way teachers handle the learning process including students and parents handling

StabilityThe stability of the school as a service

company can be seen from the client growth percentage every year.

StabilityAge of the organizationRookie RatioSchool supporting staff turn over

StabilityThe stability of the teachers can be seen

from the level of teachers turn over per year

The growth of the teachers’ competency

Subject of Observ

Indicators

Leadership and community

Teachers collaborate with other teachers and school colleagues to create and sustain learning communities in their classroom and their school

Teachers work with professionals, parents and members of the community to enhance pupil learning, pupil achievement and school programs

On Going Professional Learning

Teacher engage in ongoing professional learning and apply it to improve their teaching practices.

The efficiency of the teachersSubject of Observ

Indicators

Commitment to pupils and pupil learning

Teachers demonstrate commitment to the well-being and development of all pupils

Teachers provide an environment for learning that encourage pupils to be problem-solvers, decision-makers, life-long learners and contributing members of a changing society

Professional knowledge

Teachers know their subject matter

Teachers know a variety of effective classroom management strategies

Teachers know how pupils learn and factors that influence pupil learning and achievement.

Teaching practice

Teachers communicate effectively with pupils, parents and colleagues

Teachers use their knowledge and understanding of pupils, curriculum, teaching practices and classroom management strategies to promote the learning and achievement of their pupils.

Teacher consistently uses appropriate technology in their teaching practices and related professional responsibilities

Measuring Ext StructureMeasuring Ext Structure

Growth/RenewalGrowth/Renewal– Profitability / customerProfitability / customer– Growth (organics)Growth (organics)– RefferalsRefferals

EfficiencyEfficiency– Satisfied customer indexSatisfied customer index– Win-loose indexWin-loose index– Sales per customerSales per customer

StabilityStability– Proportion of big customerProportion of big customer– Age structureAge structure– Frequency of repeat orderFrequency of repeat order

Action To TakeAction To Take

– Carefully select bright young peopleCarefully select bright young people– Provide “up-or-out” career pathProvide “up-or-out” career path– Maintain ‘one firm’ concept or strong culture and Maintain ‘one firm’ concept or strong culture and

imageimage– Create Information sharing systemCreate Information sharing system– Put client first, firm second, expert last for Put client first, firm second, expert last for

knowledge creating focusknowledge creating focus– Build relationship (CRM,Pareto Scheme)Build relationship (CRM,Pareto Scheme)– Honor former employees as honored alumniHonor former employees as honored alumni– Go for the large assignments that allows teamGo for the large assignments that allows team– Publicize the conceptin books and seminarsPublicize the conceptin books and seminars– Focus on relations to develop marketsFocus on relations to develop markets– Create informatin –sharing systemCreate informatin –sharing system– Change for teams, not for individualsChange for teams, not for individuals

Business perspectivesBusiness perspectives Areas in educational Areas in educational organizationsorganizations

Learning and growthLearning and growth Innovation and growthInnovation and growth

Internal business Internal business processesprocesses

Internal stakeholdersInternal stakeholders

CustomerCustomer External stakeholdersExternal stakeholders

FinancialFinancial Finance and businessFinance and business

External stakeholdersExternal stakeholders, i.e. : student access, outreach, , i.e. : student access, outreach, marketing and connections to academic communities.marketing and connections to academic communities.

Internal stakeholdersInternal stakeholders, i.e.: effective communications, , i.e.: effective communications, secure and safe campus, integrated planning.secure and safe campus, integrated planning.

Innovation and growthInnovation and growth, i.e.: coordinated and unified , i.e.: coordinated and unified programs for the teaching staff development, innovation programs for the teaching staff development, innovation on delivering education modules and programs. on delivering education modules and programs.

Financial and businessFinancial and business, i.e.: Up dates on facilities, , i.e.: Up dates on facilities, appropriate replacement of school equipments, practical appropriate replacement of school equipments, practical and comprehensive resource planning strategies.and comprehensive resource planning strategies.

•According to Sam Miller in •How a Balanced Scorecard for Educational Evaluation Should be.