28/7/03 © J.UCS Managing Organizational Risk Knowledge Luciana de Landa Farias (Federal University of Rio de Janeiro – COPPE‚ Brazil delanda@cos.ufrj.br) Guilherme H. Travassos (Federal University of Rio de Janeiro – COPPE‚ Brazil ght@cos.ufrj.br) Ana Regina Rocha (Federal University of Rio de Janeiro – COPPE‚ Brazil darocha@cos.ufrj.br) Abstract: Risk planning requires an organization global view‚ as it is strongly centered in the experience and knowledge acquired in former projects
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Contents Introduction Knowledge is increasingly regarded as central‚ both to the successful functioning of organizations and to their strategic direction. Managing Information and Knowledge in Organizations explores the nature and place of knowledge in contemporary organizations‚ paying particular attention to the management of information and data and to the crucial enabling role played by information and communication technology Effective communication requires a good understanding of the
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2 Discuss the range of decisions taken by managers at different levels of management at Viettin 3 Examine the information and knowledge needed to ensure that the above decisions are effective 6 Assess internal and external sources of information and understand that managers need to collect 7 Justify recommendations for improvements in information and knowledge management and decision-making in the given organization 9 Identify possible stakeholders (both internal and external) for decision
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Executive summary: Change management is very vital role any organisation. In this report during part one it’s analyse hoe Harley Davidson did their change management. During the part two of report its been dedicated to discuss how Harley Davidson main competitor Honda did their change process. To assist to discuss change process of Harley Davidson author have selected three main change theory such as Lewin‚ Planning and Gaplin model. The significant if individual change and organisational change
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in exchange for a share of your company. Examples of equity financing include investors or stock 1.2 A) Tax effects The taxes affect a business in the capital it will be able to spend on expanding the business. The more money they pay in taxes‚ the less money they have to hire more employees and grow the business. Taxes also cut into profits and the company’s stock value. This is the reason why the government can create jobs by easing the tax burden on company workers. When company’s start hiring
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McKinsey 7S Model This model was developed in the 1980’s by Robert Waterman‚ Tom Peters and Julien Philips whilst working for McKinsey and originally presented in their article " Structure is not Organisation". To quote them: "Intellectually all managers and consultants know that much more goes on in the process of organizing than the charts‚ boxes‚ dotted lines‚ position descriptions‚ and matrices can possibly depict. But all too often we behave as though we didn’t know it - if we want change
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Morrisons is one of the country’s largest supermarket chains‚ offering a range of goods including both branded and own label products. Morrisons offer more than 150 buy one get one free and constantly lower prices‚ unbeatable customer service and a pleasant shopping. They are consistent and reliable in offering good value. Morrison has a wide range of products in its store‚ these are: groceries‚ fresh foods‚ home & leisure‚ music & video and health & beauty. Task 1 a) Morrisons
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Intellectual Capital as a Tool for Managing Knowledge Karl Sveiby was an early proponent of the intellectual capital evolution and has advanced the notion of intellectual capital as it applies to organisational knowledge management. As a researcher and manager of numerous ‘knowledge intensive’ organisations Karl Sveiby‚ along with other prominent gurus in knowledge management‚ viewed knowledge as comprising of tacit (ie.‚ verbalised‚ non-codifable knowledge‚ such as culture‚ symbols‚ artefacts)
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approaches to managing knowledge may lead to an organisation’s competitive advantage‚ supporting your views with pertinent literature and examples. Knowledge management (KM) is a relatively new concept that emerged 15 or 20 years ago and which presents knowledge as a process‚ rather as something that people have. Blacker (1995) himself talks of “knowing as a process”‚ thus something far more complex and ambiguous than the classical and cognitive views that we could have of knowledge. Moreover‚
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http://en.wikipedia.org/wiki/McKinsey_7S_Framework The McKinsey 7S Framework is a management model developed by well-known business consultants Waterman and Peters (who also developed the MBWA-- "Management By Walking Around" motif‚ and authored "In Search of Excellence") in the 1980s. This was a strategic vision for groups‚ to include businesses‚ business units‚ and teams. The 7S are structure‚ strategy‚ systems‚ skills‚ style‚ staff and shared values. The model is most often used as a tool to
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