Analysis of an organisational case study Task:
To describe and critically analyse the knowledge system behind one of the case studies and analyse the source, target and flow of knowledge and information in the situation. The paper should also describe the form of the knowledge. The sorts of questions you might seek to answer are:
1. What is the knowledge problem or opportunity?
2. What are the possible models for understanding or analysing the knowledge situation
3. What is the knowledge or intellectual capital that needs to be managed or processed?
This essay requires the critical analysis of a knowledge management a concept, model, definition, theory or technique of knowledge management. This requires students to research the topic sufficiently to gain a working understanding of the topic.
We are looking for you to demonstrate your ability to:
1. find and make sense of the ideas or concepts about Knowledge and its management
2. describe the flow of knowledge in a case study scenario and critically analyse it in KMS terms
3. identify the methodology you are using and why
4. articulate your argument into a cogent and presentable assignment
5. effectively use the references given and find additional material. Do not develop a solution for the problem! That is the next assignment.
Knowledge Management Systems Case Study
The National Bank of Greece
The National Bank of Greece is driven by an intent by its management board to have KM incorporated in the e-Banking operation. The bank has just launched this new initiative and was looking for contemporary ways to support it. KM’s central proposition of experience capturing, retention and transfer was, according to management’s words, definitely fitting the bank’s priorities of a dynamically and competitively operated e- banking environment. Besides e-banking, the organization has been undergoing a general restructuring aiming to align its existing operations with the strategic vision of a fully “virtual bank”. This project comprised structural and organizational changes in the way traditional banking services have been offered to customers.
In brief, structural changes were introducing a new type of branch, where the emphasis would be given to substituting the traditional way of conducting customer transactions with a fully automated environment where transactions would be fulfilled with the support of all different digital channels i.e. Internet, Phone, TV, Mobile. Complementary to this, the bank aimed at shifting its branch operations towards a fully customer-centric model where the branch would be dedicated to individual consultations related to financial investments and high value products. The aim is to move simple transactions, questions and resolution of problems to self-service or resolution via online channels. In physical terms, this entailed the creation of appropriate spaces. The bank was planning to introduce the new branch design first to a pilot volume and then to escalate it to its whole network. Most importantly though, the bank was undertaking a huge organizational endeavour to have new business processes and new competences implemented. The leader of the organizational changes was the Human Resource Development unit.
The launch of e-banking was actually pointing to the advent of a new era for the organization, where new technologies would be dominant and work practices would be competence-driven. KM seemed to or at least be able to encompass many of these aspects.
Change management was planned to be done via an internal marketing strategy with recognition and rewards for early adoption by staff. There have been delays in the rollout of the new desktop for agents at the branches and this has caused some unrest and friction. Staff a complaining that they don’t know what is going on and have not been consulted. This has grown to the extent of an increase in unscheduled leave, stress-related sick days and in some cases, action to inhibit the change.
Management is now looking to see if a Knowledge Management System or approach can assist the change management process and support all of the parties in migrating successfully to a new way of doing business.
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