Overview

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

Assessment Strategy

Threshold: C- to C+ (50-59%): Satisfactory performance. No major omissions or inaccuracies in the deployment of information/skills. Some grasp of theoretical/conceptual/practical elements. Integration of theory/practice/information present intermittently in pursuit of the assessed work's objectives. Knowledge of key areas/principles only. Weaknesses in understanding of some areas. Limited evidence of background study. Answer inadequately focused on task and with some irrelevant material and poor structure. Arguments presented but lack coherence. Minor factual/computational errors. Lacking original interpretation.

Merit: B- to B+ (60-69%): Good performance. Most of the relevant information accurately deployed. Good grasp of theoretical/conceptual/practical elements. Good integration of theory/practice/information in pursuit of the assessed work's objectives. Evidence of the use of creative and reflective skills. Understands most but not all concepts/issues. Evidence of background study. Focused answer with good structure. Arguments presented coherently. Mostly free of factual errors. Some limited original interpretation. Well known links between topics are described. Problems addressed by existing methods/approaches. Good presentation with accurate communication

Distinction: A- and above (70) and above: An outstanding performance, exceptionally able. The relevant information accurately deployed. Excellent grasp of theoretical/conceptual/practice elements. Good integration of theory/practice/information in pursuit of the assessed work's objectives. Strong evidence of the use of creative and reflective skills.

Learning Outcomes

• Develop a critical and practical understanding regarding the role of HRM in shaping and structuring the knowledge behaviours of their staff through HRM policies and practices, and through situational leadership, champions and mentors.

• Develop a critical awareness of some of the key concepts within the research literature and how such models inform practice. Includes understanding what KM is and key typologies and frameworks, the concepts of knowledge workers and knowledge intensive firms, and definitions, concepts and frameworks of learning and the learning organisation.

• Develop a practical understanding of the different knowledge management non ICT and ICT tools, process and strategies available to the knowledge manager and the organisation.

• Develop an Increased sense of personal KM, and KM as students and managing personal knowledge for career development

• 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. Understand the KM can be viewed from two very separate, yet interdependent, lenses; objectivist and constructivist.