外文翻譯：知識(shí)管理方面的問題

1、河北科技師范學(xué)院2013屆本科畢業(yè)論文外文翻譯河北科技師范學(xué)院本科畢業(yè)論文外文翻譯 知識(shí)管理方面的問題 2012年 11 月 9 日河北科技師范學(xué)院教務(wù)處ISSUES IN KNOWLEDGE MANAGEMENTDr. K.V.S.N JAWAHAR BABUProfessor & PrincipalK.M.M INSTITUTE OF TECHNOLOGY & SCIENCE, RAMIREDDIPALLI, TIRUPATI,email: sudhajawaharAbstractChallenges and Issues in Knowledge Management -

2、that explore the various perspectives, focusing on Knowledge Management (KM) within the context of the management consulting industry, the dynamics associated with knowledge sharing and dissemination, methodological approaches to studying knowledge in organizations, and reflections on KM and managem

3、ent consulting. Many organizations are increasingly viewed as knowledge-based enterprises in which formal knowledge management is essential. Nowadays, KM is rapidly becoming an integral business activity for organizations as they realize that competitiveness pivots around the effective management of

4、 knowledge. KM promises much, but often delivers very little. There are no simple solutions to this challenge. This article starts by trying to define what KM is. It then identifies where the problems lie and suggests five steps to resolve those problems. KM has become an important tool in staying a

5、head in the competition between companies. In this article five different phases of the KM process are distinguished: acquiring knowledge, codifying knowledge, disseminating knowledge, developing knowledge and applying knowledge. The occurrence of KM problems is demonstrated in a case study in a kno

6、wledge-intensive company. Most of the problems in this case occur in the first three phases of the KM process. It is recommended that the company monitors on a regular basis, starting from its core competencies and its strategy, what essential knowledge their employees are lacking and encourages the

7、m to acquire it. Furthermore, the company should ensure that employees have time to codify their knowledge regularly and that adequate information systems are in place and kept up-to-date. The dissemination of knowledge can be improved by working in different teams, coupling junior with senior emplo

8、yees, and by the exchange of new knowledge between employees on a regular basis by encouraging the development of communities of practice and by the systematic creation of learning histories.IntroductionKM is an emerging management technique that is aimed at solving the current business challenges t

9、o increase efficiency and efficacy of core business processes while simultaneously incorporating continuous innovation. Some approaches to KM seem to view any manipulation of knowledge as KM. On this view, knowledge sharing, knowledge production, and knowledge transfer are KM. On this view, knowledg

10、e use is KM. On this view, KM is part of every business process. But, is KM really everything and anything having to do with knowledge and knowledge processing? Knowledge use occurs whenever any agent makes a decision. It is part of every business process. Knowledge processing is knowledge productio

11、n and knowledge integration, two distinct knowledge processes constituting the Knowledge Life Cycle (KLC). KM is knowledge process management, that is, the management of knowledge production, knowledge integration, the KLC, and their immediate outcomes.What is Knowledge?There is no consensus on the

12、nature of knowledge. Nor has there ever been in the history of human thought.Here's a brief and far from comprehensive survey of definitions offered by writers and researchers in knowledge management. Knowledge is: “Justified true belief”: This is the venerable definition of many philosophers, e

13、specially of empiricists who believe knowledge claims can be justified by facts. It also is the definition adopted by Nonaka and Takeuchi. “Information in context”: Its import is that a knowledge claim is valid if it fits without contradiction and adds to the systematic coherence of a larger framewo

14、rk of knowledge. “Knowledge is understanding based on experience”: This is an idea that is central to modern pragmatism and its associated epistemology.“Knowledge is experience or information that can be communicated or shared”. “Knowledge, while made up of data and information, can be thought of as

15、 much greater understanding of a situation, relationships, causal phenomena, and the theories and rules (both explicit and implicit) that underlie a given domain or problem.” “Knowledge can be thought of as the body of understandings, generalizations, and abstractions that we carry with us on a perm

16、anent or semi-permanent basis and apply to interpret and manage the world around us. It will consider knowledge to be the collection of mental units of all kinds that provides us with understanding and insights.” “The most essential definition of knowledge is that it is composed of and grounded sole

17、ly in potential acts. A definition offered in the same spirit is "knowledge is social acts," & "Knowledge is the capacity for effective action."Data, Information, and Knowledge all emerge from the social process. They are global properties of an organization, or its constitue

18、nt agents, depending on the Organizational level that is the focus of analysis. They are inter-subjective constructs, not personal data, information, or knowledge. A datum is the value of an observable, measurable or calculable attribute. Data is more than one such attribute value. Is a datum (or is

19、 data) information? Information is always provided by a datum, or by data, because data is always specified in some conceptual context. And it is important to note, the conceptual context is one that expresses data in a structured format. Without that structured format we would not call it “data.&qu

20、ot; So data is a type of information. It is a type of information whose conceptual context provides it with structure and whose purpose is to represent observation. Information, in more general terms, is data plus conceptual commitments and interpretations, or such commitments and interpretations al

21、one. Information is frequently data extracted, filtered or formatted in some way. It is information that has been subjected to, and passed tests of validation. It is information that has been enhanced by the record and experience provided by the validation process. In treating the distinctions among

22、 data, information, and knowledge, it is often assumed that these are arranged in a pyramid with data, the most plentiful type, at the bottom; information produced from data above it; knowledge produced from information through the hard work of refining or "mining," above it, and wisdom pr

23、oduced from knowledge, the rarest of all, at the top. It is (a) either a form of knowledge (i.e. also information) about doing what is right or (b) a kind of decision (in which case its not information, but a type of action in a business process). That is, depending on how it is defined, wisdom may

24、not be the same kind of thing as data, information, or knowledge.Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergisti

25、c combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings. While information generated by computer systems is not a very rich carrier of human interpretation for potential action, knowledge resides in the user'

26、s subjective context of action based on that information. Hence, it may not be incorrect to suggest that knowledge resides in the user and not in the collection of information. The KM Process, in turn, is an ongoing, persistent, purposeful network of interactions among human-based agents through whi

27、ch the participating agents aim at managing (handling, directing, governing, controlling, coordinating, planning, organizing) other agents, components, and activities participating in the basic knowledge processes (knowledge production and knowledge integration) in order to produce a planned, direct

28、ed, unified whole, producing, maintaining, enhancing, acquiring, and transmitting the enterprise's knowledge base. This definition is another way of stating the idea that KM is management of the KLC and its outcomes. The KM Process is a business process.Further divided into three task clusters:

29、interpersonal behavior, knowledge processing behavior, and decision making behavior. Interpersonal behavior may be further categorized into the following task clusters (there are two levels of task clusters in this hierarchy): Figurehead or ceremonial KM activity (focuses on performing formal KM act

30、s such as signing contracts, attending public functions on behalf of the enterprise's KM process, and representing the KM process to dignitaries visiting the enterprise); Leadership (includes hiring, training, motivating, monitoring, and evaluating staff. It also includes persuading non-KM agent

31、s within the enterprise of the validity of KM process activities); Building external relationships - another political activity designed to build status and to cultivate external sources of support for KM. KM Knowledge processing behavior includes: KM knowledge production (different in that it is he

32、re that the rules for knowledge production that are used at the level of knowledge processes are specified); KM Knowledge Integration (affected by KM knowledge production, and also affects knowledge production activities by stimulating new ones).Decision making behavior includes: Changing knowledge

33、process rules (involves making the decision to change such rules and causing both the new rules and the mandate to use them to be implemented); Crisis Handling (e.g., meeting CEO requests for new competitive intelligence in an area of high strategic interest for an enterprise, and directing rapid de

34、velopment of a KM support infrastructure in response to requests from high level executives); Allocating Resources (KM support infrastructures, training, professional conferences, salaries for KM staff, funds for new KM programs, etc.); Negotiating agreements (with representatives of business proces

35、ses over levels of effort for KM, the shape of KM programs, the ROI expected of KM activities, etc.).In brief, the nature of KM is that it is a complex process composed of the above task clusters broken down into task patterns, executed by agents through decision cycles composed of planning, acting,

36、 monitoring, and evaluating activities. Further specification of KM, therefore, involves breaking down these task clusters, a task undertaken elsewhere. Enough has been said here about the nature of KM to convey a much more concrete view in defining its scope, than is expressed elsewhere.Knowledge M

37、anagement is an exciting, vibrant field of practice.Full of challenges and surprises.Full of cross-disciplinary applications and the need for innovation. But it is also a field struggling to find its foundations in a sea of communications, demands, and conflicting interests, not all of which are con

38、sistent with the need to found a productive discipline based in both theory and practice. The issues are based on their centrality to the need to build sound conceptual foundations for KM, the controversy surrounding them, the confusion besetting them, and their importance in illustrating how far of

39、f the mark much of what passes for theory in KM is today. The connecting thread is the various issues are the inadequacy of KM theory and conceptualization. The researcher has shown that only a much more rigorous approach to discussion of these key issues can possibly result in progress in KM. To su

40、mmarize, culture and context are issues that affect how we represent knowledge, what is in store for knowledge, and how it can transfer and apply knowledge. It is not realistic to expect all users within the same multinational organization (and even less realistic if the users are in different organ

41、izations) to possess the same cultural and context attributes, so KM initiatives need to recognize these limitations and allow the differences. It should also be anticipated that the initiators/designers/ developers of a KMS will not belong to the same culture of the expected users nor necessarily p

42、ossess the context to understand how the expected users will transfer and use knowledge. Additionally, to realize that knowledge contributors/knowledge sources may be of a different culture than the knowledge users and that the knowledge users may not possess the same context knowledge as the knowle

43、dge contributors/sources.Not only,traditions,but whole schemes of thinking as well as understanding and interpreting the order. KMS are highly logical systems that only work properly when the logic of its user is captured properly. Therefore, stress the importance of investigating the culture and un

44、derstanding context before one can expect to design a successful KMS. Fortunately, there are frameworks which can use to assess culture and context and the need of research that applies these frameworks to KM situations. This issue hopefully starts the area of KM research and hopes to present more r

45、esearch dealing with these issues in the near future. 知識(shí)管理方面的問題作者k.v.s.n 瓦哈巴布博士、教授兼校長(zhǎng)K.M.M科學(xué)技術(shù)研究所 阮曼蒂庖,蒂魯帕蒂電子郵箱sudhajawahar摘要知識(shí)管理方面的挑戰(zhàn)和問題包括探討不同的角度，注重在管理咨詢業(yè)的背景下的知識(shí)管理（KM），與知識(shí)的共享和傳播相關(guān)的動(dòng)力學(xué)，在組織中學(xué)習(xí)知識(shí)的方法，以及對(duì)知識(shí)管理和管理咨詢的思考。許多組織正日益被視為是正式的知識(shí)管理所必要的知識(shí)型企業(yè)。如今，隨著他們認(rèn)識(shí)到競(jìng)爭(zhēng)力隨著有效的知識(shí)管理為轉(zhuǎn)移，知識(shí)管理迅速成為組織的整體業(yè)務(wù)活動(dòng)。知識(shí)管理許諾了太多，但往往提供

46、的非常少。對(duì)于這一挑戰(zhàn)我們沒有簡(jiǎn)單的解決方法。本文首先試圖定義知識(shí)管理是什么，然后確定問題的所在并提出了解決問題的五個(gè)步驟。知識(shí)管理已成為企業(yè)之間的競(jìng)爭(zhēng)中領(lǐng)先的一個(gè)重要工具。在這篇文章中的五個(gè)不同階段的知識(shí)管理流程是相區(qū)別的：獲取知識(shí)、編纂知識(shí)、傳播知識(shí)、發(fā)展知識(shí)和應(yīng)用知識(shí)。知識(shí)管理問題的發(fā)生在知識(shí)密集型企業(yè)案例研究中得到論證。在這種那個(gè)情況下，大多數(shù)的問題出現(xiàn)在知識(shí)管理過程的前三個(gè)階段，因此我們建議公司定期監(jiān)測(cè)，從他們的員工所缺乏并鼓勵(lì)他們要獲得的核心能力和戰(zhàn)略出發(fā)。此外，公司必須保證員工有時(shí)間定期整理自己的知識(shí)，保證充足的信息系統(tǒng)是適當(dāng)并保持是最新的。通過不同的團(tuán)隊(duì)工作的改進(jìn)，初級(jí)與高級(jí)雇

47、員的耦合，員工之間定期通過鼓勵(lì)發(fā)展實(shí)踐社區(qū)新知識(shí)的交換和歷史學(xué)習(xí)系統(tǒng)的創(chuàng)建來傳播知識(shí)。簡(jiǎn)介知識(shí)管理是一項(xiàng)新興的管理技術(shù)，旨在解決當(dāng)前的業(yè)務(wù)挑戰(zhàn)來提高效率和核心業(yè)務(wù)流程的效果，同時(shí)將不斷創(chuàng)新。知識(shí)管理的一些方法似乎認(rèn)為任何知識(shí)操作都可以作為知識(shí)管理。從這一觀點(diǎn)來看，知識(shí)共享、知識(shí)生產(chǎn)、知識(shí)轉(zhuǎn)移和知識(shí)應(yīng)用都是知識(shí)管理，知識(shí)管理是每一個(gè)業(yè)務(wù)流程的一部分。但是，知識(shí)管理真的是任何與知識(shí)和知識(shí)處理有關(guān)的東西嗎？ 任何代理人作出決定都產(chǎn)生知識(shí)使用，這是每一個(gè)業(yè)務(wù)流程的一部分。 知識(shí)處理是知識(shí)的生產(chǎn)和整合，是構(gòu)成知識(shí)生命周期（KLC）的兩個(gè)不同的知識(shí)過程。 知識(shí)管理是知識(shí)管理過程，也就是知識(shí)生產(chǎn)管理、知識(shí)整

48、合、知識(shí)生命周期以及他們的直接結(jié)果。什么是知識(shí)？人們對(duì)自然知識(shí)的定義沒有達(dá)成共識(shí)，在人類思想史上也沒有達(dá)成這種共識(shí)。這里有一個(gè)簡(jiǎn)短的并且遠(yuǎn)非作家和研究人員在知識(shí)管理的定義方面提供的全面調(diào)查。許多哲學(xué)家定義知識(shí)就是“證明真正的信仰是合理的”，特別是那些相信知識(shí)聲稱可以被證明合理的經(jīng)驗(yàn)主義者。這也是諾娜卡和泰科馳所采用的定義。“語境”中的信息：其含義是如果它與沒有矛盾相符合，并且增加了一個(gè)更大框架一致的的知識(shí)系統(tǒng)，那么知識(shí)的要求是有效的。有一個(gè)以現(xiàn)代實(shí)用主義及其相關(guān)的認(rèn)識(shí)論為中心的想法，即“知識(shí)是基于經(jīng)驗(yàn)的理解”?！爸R(shí)是經(jīng)驗(yàn)或可連通或共享的信息”。知識(shí)，雖然由數(shù)據(jù)和信息組成，可以被認(rèn)為是更大的了

49、解情況、關(guān)系、因果現(xiàn)象、構(gòu)成給定的領(lǐng)域或問題基礎(chǔ)的理論和規(guī)則（顯式或隱式）?！爸R(shí)可以被認(rèn)為是理解、概括和抽象的主要部分，這些部分使我們擁有一個(gè)永久的或半永久的基礎(chǔ)，并且適用于解釋和管理我們周圍的世界。它認(rèn)為知識(shí)是各種心理單元的集合，這些集合為我們提供了認(rèn)識(shí)和見解”?！爸R(shí)的最基本的定義是它完全由潛在的行為組成，并建立在潛在的行為上。本著同樣精神提供的一個(gè)定義是“知識(shí)是社會(huì)行為”或“知識(shí)是能力的有效措施”。數(shù)據(jù)、信息、知識(shí)都從社會(huì)過程中顯露出來。他們是一個(gè)組織的整體性質(zhì)，或其根據(jù)分析重點(diǎn)的組織層級(jí)的構(gòu)成代理。他們是主體間的建造，而不是個(gè)人的數(shù)據(jù)、信息或知識(shí)?；鶞?zhǔn)是一個(gè)觀察值，可測(cè)量或可計(jì)算的屬

50、性。數(shù)據(jù)遠(yuǎn)不是一個(gè)這樣的屬性值。數(shù)據(jù)是一個(gè)信息嗎？信息總是由一個(gè)基準(zhǔn)或數(shù)據(jù)提供，因?yàn)閿?shù)據(jù)總是在一定的語境中指定的。重要的是要注意到，語境是在結(jié)構(gòu)化的數(shù)據(jù)格式中表達(dá)數(shù)據(jù)。沒有結(jié)構(gòu)化的格式我們不會(huì)把它稱為“數(shù)據(jù)”。因此，數(shù)據(jù)是一種類型的信息，其概念為上下文提供了結(jié)構(gòu)，其目的是表述觀察。在更一般的條件下，信息是數(shù)據(jù)和概念的承諾和解釋，或單獨(dú)承諾和解釋。信息是頻繁的數(shù)據(jù)提取、過濾或以某種方式格式化。人們已經(jīng)做過信息試驗(yàn)，并且信息已通過試驗(yàn)驗(yàn)證。知識(shí)通過驗(yàn)證過程中提供的記錄和經(jīng)驗(yàn)增強(qiáng)。對(duì)待數(shù)據(jù)、信息和知識(shí)的之間的區(qū)別，人們常常認(rèn)為，這些最豐富類型的數(shù)據(jù)被安排在數(shù)據(jù)金字塔的底部；知識(shí)從以上的數(shù)據(jù)中產(chǎn)生；知

51、識(shí)通過精煉或“挖掘”的努力產(chǎn)生，總之，知識(shí)從最可貴的智慧中產(chǎn)生。這或者是一個(gè)形式的知識(shí)（或信息），該知識(shí)是關(guān)于做什么或一種決定是正確的(在這種情況下,它不是信息,而是在一個(gè)業(yè)務(wù)流程中的一種行動(dòng))。也就是說,根據(jù)它是如何定義的,智慧可能與數(shù)據(jù)、信息和知識(shí)不是同一種東西。知識(shí)管理迎合了組織適應(yīng)、生存能力和面對(duì)日益間斷的環(huán)境變化的勝任能力的關(guān)鍵問題。從本質(zhì)上講，它體現(xiàn)了組織的過程，該過程尋求數(shù)據(jù)和信息技術(shù)的信息處理能力的協(xié)同組合以及人類的創(chuàng)造力和創(chuàng)新能力。而通過計(jì)算機(jī)系統(tǒng)產(chǎn)生的信息不是一個(gè)非常豐富的人類解釋載體的潛在行動(dòng),知識(shí)駐留在用戶的基于這些信息的主觀語境的行動(dòng)中。因此，知識(shí)存在于用戶，而不是存在于收集的信息可能是正確的