入会大优惠!!
入会咨询 QQ:106705027 微信号:www3722cn
3722管理资料下载
登录 注册

今日上传
     
经营学院系列: 火锅店 咖啡馆 美发店 美容店 装饰装修 药店 珠宝店

相关分类下载

经营管理
· 企业管理
· 企业文化
· 企划方案
· 产品管理
· 采购管理
· 成本管理
· 战略管理
· 物流管理
· 投资金融
· 知识管理
· 项目管理
· 运作管理
· 流程管理
· 企业上市
· 组织设计
· 公司治理
· 企业诊断
· 时间管理
· 目标管理
· 危机管理
· MP3语音版
· 最近话题
 

加入会员下载


40元=800分
个人金牌:98元/年


企业金牌:158元/年

优惠价120 元


个人永久:金牌438元
企业永久金牌:600元

详细了解

微信号(团购群): www3722cn

微店购买: 3722管理资料店

团购资料包

QQ: 106705027

 



成为企业会员赠送光盘!!
 

管理光盘

. 礼仪培训及礼仪策划大全光盘
. 品牌策划及品牌营销大全光盘
. MBA商业管理学院教程光盘

培训师宝典盘 培训师宝典光盘

管理光盘 人力资源经理宝典光盘
管理光盘 工厂品质管理宝典光盘
管理光盘 工作总结和计划光盘
管理光盘 经理人修练大全光盘
管理光盘 工厂生产管理宝典光盘
管理光盘 营销管理葵花宝典光盘
管理光盘 采购经理及供应商光盘
管理光盘 连锁、代理、渠道大全
管理光盘 财务经理管理葵花宝典
管理光盘 老板人力资源宝典光盘
管理光盘 中小企业管理大全光盘
管理光盘 员工培训培训视频光盘
管理光盘 策划大全宝典光盘
管理光盘 质量管理大全光盘2
管理光盘 商铺/店铺大全光盘
管理光盘 创业做老板大全光盘
管理光盘 管理培训大全光盘-1
管理光盘 合同大全管理光盘
管理光盘 管理表格大全光盘-2
管理光盘 管理制度大全光盘-2
管理光盘 生产管理大全系列2
管理光盘 外贸业务跟单大全光盘
管理光盘 内部控制风险管理光盘

管理光盘 模具设计及管理光盘
管理光盘 绩效考核目标管理光盘
管理光盘 员工管理大全光盘
管理光盘 供应链与企业物流管理
管理光盘 成本分析与管理盤(1)
管理光盘 成本分析与管理盤(2)
管理光盘 ISO质量认证大全光盘

管理光盘 供应商/委外管理光盘

管理光盘 模具经理大全光盘

管理光盘 现场班组长管理光盘
管理光盘 设备管理大全光盘
管理光盘 工程管理大全光盘
管理光盘 采购经理大全光盘
管理光盘 财务经理大全光盘
管理光盘 生产经理大全光盘
管理光盘 品质经理大全光盘
管理光盘 管理制度大全光盘
管理光盘 管理表格大全光盘
管理光盘 人力資源經理大全光盘
管理光盘 营销經理大全光盘
管理光盘 ERPP推行实施大全光盘

 
行业大全光盘 更多..
 

连锁超市及便利店管理宝典光盘

酒店营运管理宝典光盘(2012年)
家电行业营运管理大全光盘

管理光盘 餐饮连锁行业管理宝典光盘

管理光盘 汽车4S店营运光盘

管理光盘 服装行业管理宝典光盘
管理光盘 电子行业工厂大全
管理光盘 房地产行业光盘2
管理光盘 家具行业光盘
管理光盘 汽车行业大全光盘2
管理光盘 医疗药品大全光盘
管理光盘 影楼行业管理大全光盘
管理光盘 服装行业光盘(系列3)

管理光盘 广告设计素材光盘

管理光盘 制鞋行业大全光盘2
管理光盘 金融炒股证券大全光盘
管理光盘 电信行业大全光盘2
管理光盘 旅游行业大全光盘
管理光盘 旅游行业大全2光盘
管理光盘 行业分析报告大全光盘
管理光盘 广告行业大全光盘
管理光盘 美容行业大全光盘

管理光盘 保险行业大全光盘

管理光盘 印刷行业大全光盘
管理光盘 制鞋行业大全光盘
管理光盘 PCB行业光盘大全
管理光盘 连锁行业光盘大全
管理光盘 家电行业管理大全
管理光盘 酒店行业管理大全1
管理光盘 酒店行业管理大全2
管理光盘 服装企业管理大全1
管理光盘 服装行业大全光盘2
管理光盘 物流企业管理大全
管理光盘 房地产企业管理大全
管理光盘 电信行业大全光盘

 


 



 
学习大全光盘 更多..
 

数控车床教程光盤
钳工技能培训光盘
育儿-早教儿童教育光盘
音乐知识书籍光盘
人物传记大全光盘
财务课程教材学习光盘
儿童学习光盘
英语学习光盘1
英语学习光盘2
英语学习光盘3



  首页>>经营管理>>企业管理
《咨询公司知识管理.ppt 28》 -
下载分数: 0 (如何加入下载?)

扫瞄看更多资料包内容.

SIZE:
kb
其它人同时关注 经营管理 企业管理

只要XX元即可下载海量资料.或团购资料包


企业管理秘籍.移动硬盘包装,特惠388元.(限时送金牌)点详情

在此下载:


 

 

 

资料内容介绍:

‘Knowledge Management’ and the Consulting Industry
The Consultant
Once upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch and a Bhs tie gets out and asks the shepherd, ‘If I guess how many sheep you have, will you give me one of them?’ The shepherd looks at the young man, then looks at the sprawling field of sheep and says, ‘Okay.’ The young man parks the car, connects his notebook and wireless modem, enters a NASA site, scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, ‘You have exactly 1,586 sheep here.’ The shepherd answers: ‘That’s correct, you can have your sheep.’ The young man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: ‘Now, if I guess your profession, will you pay me back in kind?’ The young man answers: ‘Sure.’ The shepherd says, ‘You are a consultant.’ ‘Exactly! How did you know?’ asks the young man. ‘Very simple,’ answers the shepherd. ‘First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business ... and I’d really like to have my dog back.’
What is ‘consulting’?
The Collins English Dictionary reveals that to consult is to make oneself available to give professional advice, especially at scheduled times and for a fee. The term ‘consult’ originates in the medical profession. There a consultant is a physician who is asked to confirm a diagnosis; or it is a physician (or surgeon) who holds the highest appointment in a particular branch of medicine or surgery in a hospital. The consultant is therefore someone – mostly a specialist – who is asked to give expert advice or information.
The management consultant
The management consultant is a special breed of consultant.
Personification of the knowledge economy;
Anti-thesis to Ford’s assembly-line worker.
Symbolises the ‘future’ of work: not dirty, not heavy-duty, not manual, not monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun.
The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education
Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
InterCon
German subsidiary of a global management and technology consulting company
The IKM project
Virtual project team
IT >IT

Organisational Structure of InterCon
Internal knowledge management involves a number of actors at all stages of the project life cycle
Capturing knowledge from projects involves the following principles...
Filtering relevant documents ensures higher quality content in the Knowledge Base
This is the detailed workplan for Knowledge Capturing

Knowledge Domains of GMTs, Disciplines/CAs and CoEs will have the following basic structure
Content for Industry Homepages
H2 get from an unstructured heap of project files to a fully operational Intranet structure in 5 days
Task 0 - Setup
Task 1 - Data Mining
Task 2 - Structuring
Task 3 - Prototyping
Task 4 - Encoding
Task 5 - Refining
Task 6 - Production
Knowledge and IT
Swan et al. (1999) have found in a review of the knowledge management literature that in 1998 nearly 70 per cent of knowledge management related articles appeared in information systems and information technology literatures.
“Knowledge management is much more than technology, but ‘techknowledgy’ is clearly a part of knowledge management” (Davenport and Prusak, 1998: 123).
“The mere existence of knowledge somewhere in the organization is of little benefit; it becomes a valuable corporate asset only if it is accessible, and its value increases with the level of accessibility” (ibid.: 18)
Expert systems, artificial intelligence, desktop videoconferencing, hypertext systems such as intranets and knowledge maps.
The purpose of harnessing knowledge is, of course, clear: to turn knowledge into a valuable corporate asset, which will help to increase the competitive advantage of companies.
Knowledge and Intellectual Capital
“The formation of the discourse on intellectual capital is predicated upon the assumption that the traditional double-entry bookkeeping system is not able to reflect emerging realities. It is an inadequate tool for measuring the value of corporations whose value, it is claimed, lies mainly in their intangible components.” (Yakhlef and Salzer-Mörling, 2000: 20)
Today, it is argued that company assets not only include material artefacts, properties and financial assets, but also employees’ and organisational knowledges, which explicitly reside in people’s heads and are tacitly embodied.
Some knowledge management writers have therefore called for the development of new systems, that would enable a more adequate valuation of companies’ assets, and provide tools for exploiting existing tacit and explicit knowledge bases more effectively (see, for example, Brooking, 1996; Edvinsson and Malone, 1998; Lynn, 1998; Nahaphiet and Ghoshal, 1998; Roos et al., 1998; Stewart, 1998; Zeleny, 1989).
Tacit Knowledge
Know something ‘in theory’ and ‘practical common sense’ (Spender, 1996).
In many world languages this distinction can be made more explicit, e.g. wissen and kennen, savoir and connaître.
‘know-what’ and ‘know-how’.
‘knowing about something’ and ‘knowing through direct experience’ (King, 1964) or ‘knowledge about’ and ‘knowledge of acquaintance’ (James, 1950).
While experience is directly related to ‘know-how’, ‘know-what’ is the result of “systematic thought that eliminates the subjective and contextual contingencies of experience” (Spender, 1996: 49).
Blackler (1995): embrained, embodied, encultured, embedded and encoded.
Spender (1996): conscious (explicit individual knowledge), objectified (explicit organisational knowledge), automatic (preconscious individual knowledge) and collective (practical, context-dependent organisational knowledge).
“[T]he quintessential knowledge-creation process takes place when tacit knowledge is converted into explicit knowledge. In other words, our hunches, perceptions, mental models, beliefs, and experiences are converted to something that can be communicated and transmitted in formal and systematic language.” (Nonaka and Takeuchi: 1995: 230-231, italics added)
The Knowledge Commodity
“The commodity reflects the social characteristics of men’s own labour as objective characteristics of the products of labour themselves…It is nothing but the definite social relation between men themselves which assumes here, for them, the fantastic form of a relation between things.” (Marx, 1976: 164-165)
Commodity Fetishism
“The mysterious character of the commodity-form consists therefore simply in the fact that the commodity reflects the social characteristics of men’s own labour as objective characteristics of the products of labour themselves, as the socio-natural properties of these things. Hence it also reflects the social relation of the producers to the sum total of labour as a social relation between objects, a relation which exists apart from and outside the producers. Through this substitution, the products of labour become commodities, sensuous things which are at the same time supra-sensible or social. In the same way, the impression made by a thing on the optic nerve is perceived not as a subjective excitation of that nerve but as the objective form of a thing outside the eye. In the act of seeing, of course, light is really transmitted from one thing, the external object, to another thing, the eye. It is a physical relation between physical things. As against this, the commodity-form, and the value-relation of the products of labour within which it appears, have absolutely no connection with the physical nature of the commodity and the material [dinglich] relations arising out of this. It is nothing but the definite social relation between men themselves which assumes here, for them, the fantastic form of a relation between things. In order, therefore, to find an analogy we must take flight into the misty realm of religion. There the products of the human brain appear as autonomous figures endowed with a life of their own, which enter into relations both with each other and with the human race. So it is in the world of commodities with the products of men’s hands. I call this the fetishism which attaches itself to the products of labour as soon as they are produced as commodities, and is therefore inseparable from the production of commodities.” (Marx, 1976: 165)
Knowledge Management and Management Knowledge
Jackson and Carter write: “Management knowledge…constitutes a relatively homogeneous canon that claims to be able to improve organizational efficiency (and, thereby, profit, though the link is rarely demonstrable), in particular through the adoption of specific techniques for the use of labour. The general objective of these techniques is to enable units of labour to be more productive – that is, to work harder” (1998: 151)
For Jackson and Carter, management knowledge is thus “an ideologically based canon, biased in favour of an essentially capitalist interest. It functions as part of the techno-mediatic hegemony that sustains this dominant discourse” (1998: 152).
References
Swan et al. (1999) ‘Knowledge management and innovation: networks and networking’, Journal of Knowledge Management, 3(4): 262-275.
Davenport, Thomas H. and Laurence Prusak (1998) Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press.
Yakhlef, Ali and Miriam Salzer-Morling (2000) ‘Intellectual Capital: Managing by Numbers’, in Craig Prichard, Richard Hull, Mike Chumer and Hugh Willmott (eds.) Managing Knowledge: Critical Investigations of Work and Learning. London: Macmillan, 20-36.
Edvinsson, Leif and Michael S. Malone (1998) Intellectual Capital. London: Piatkus.
Zeleny, Milan (1989) ‘Knowledge as a New Form of Capital’, Human Systems Management, 8.
Lynn, Gary S. (1998) ‘New Product Team Learning: Developing and Profiting From Your Knowledge Capital’, California Management Review, 40(4): 74-93.
Nahapiet, Janine and Sumantra Ghoshal (1998) ‘Social Capital, Intellectual Capital and the Organizational Advantage’, Academy of Management Review, 23(2): 242-266.
Stewart, Thomas A. (1998) Intellectual Capital. London: Nicholas Brealey Publishing.
Roos, Johan; Goran Roos; Leif Edvinsson and Nicola C. Dragonetti (1997) Intellectual Capital. London: Macmillan.
Brooking, Annie (1996) Intellectual Capital. London: International Thomson Business Press.
Spender, J.-C. (1996) ‘Making Knowledge the Basis of a Dynamic Theory of the Firm’, Strategic Management Journal, 17: 45-62.
Blackler, Frank (1995) Knowledge, Knowledge Work and Organizations, an Overview and Interpretation. Organization Studies. 16(6): 1021-1046.
King, David (1964) Training within the Organization. London: Tavistock.
Nonaka, Ikujiro and Hirotaka Takeuchi (1995) The Knowledge-Creating Company. Oxford: Oxford University Press.
Marx, Karl (1976) Capital: A Critique of Political Economy, Vol. 1, trans. Ben Fowkes. London: Penguin.

 
 
同类型资料下载:
其它人同时关注 经营管理 企业管理 咨询公司

more
    。咨询公司图形样板库 172 PPT
    。咨询公司知识管理.ppt 28
    。咨询公司整体运作流程 56 .PPT
    。企业管理咨询公司运营管理规划(PPT 121页)
    。咨询公司薪酬绩效及方法(PPT 55页)
    。中水大禹技术咨询公司标准化知识课件(PPT 66页)
    。重庆山姆出国咨询公司部门及岗位职责.doc 8
    。管理咨询公司香港企业文化项目建议书(PPT 106页)
    。康达信认证咨询公司OHSAS18000认证(PPT 13页)
    。鑫龙星管理咨询公司ISO9001-2015质量手册(PDF 28页)
    。智伟商业管理咨询公司商场员工培训教材(DOC 39页)
    。2015年昆明企荣企业管理咨询公司管理制度(DOC 18页)
    。逸马连锁企业咨询公司营销管理手册(DOC 33页)
    。国金管理咨询公司湖南分公司考核制度(DOC 24页)
    。博捷管理咨询公司员工规范及各项规章制度(doc 15页)
 
 
如何成为VIP? 请参阅 如何获得积分? 请参阅
下载后如何解压文件?

rar格式文件下载Winrar3.8
PDF格式文件 Foxit 或 DAcroReader
PDG格式文件下载超星阅读器
NRG格式文件下载 Daemon

CEB格式文件下载 方正Apabi Reader
caj 格式文件请下载CAJViewer 7.0
下载视频用flashftp来登录ftp下载

自2月起. 本站文件都不压缩. 方便会员在ipad及手机上直接打开文件阅读

某些档案需要密码, 密码为 www.3722.cn 或 3722.cn 或 3722 小写. 注意不可有空格.


下载方法: 直接点击目标保存, 不要右键另存.不支持迅雷下载,若出现迅雷请选择取消.若用迅雷,只支持迅雷7版 不支持遨游浏览器.

某些大文件分成多卷, part1, part2, part3….. 请下载所有文件, 存盘时文件名依顺序改成 1, 2,3.. 然后解压第一个文件, 系统会问第2, 3个文件位置, 依次选择即可解压 (顺序一定要对)

foot 3722.cn
 

img

 

QQ: 106705027 微信号/团购群: www3722cn 微信公众号:3722资料下载 Email邮箱: 106705027@qq.com
2003-2022 粤ICP备09046627号
地址: 东莞市虎门镇虎门大道锦绣大厦2座

 

 


3722微信公众号