Page 42 - Demo

%u062c%u0645%u064a%u0639 %u0627%u0644%u062d%u0642%u0648%u0642 %u0645%u062d%u0641%u0648%u0638%u0629 %u0640 %u0627%u0625%u0644%u0639%u062a%u062f%u0627%u0621 %u0639%u0649%u0644 %u062d%u0642 %u0627%u0645%u0644%u0624%u0644%u0641 %u0628%u0627%u0644%u0646%u0633%u062e %u0623%u0648 %u0627%u0644%u0637%u0628%u0627%u0639%u0629 %u064a%u0639%u0631%u0636 %u0641%u0627%u0639%u0644%u0647 %u0644%u0644%u0645%u0633%u0627%u0626%u0644%u0629 %u0627%u0644%u0642%u0627%u0646%u0648%u0646%u064a%u062942lOMoAR cPSD|10120753Roles of People in Knowledge Management1- Chief knowledge officer (CKO) (the big boss)The person in charge of a knowledge management effort in an organization. E.g.,IT manager. Sets KM strategic priorities. Establishes a repository of best practices(more in KM cycle). Gains a commitment from senior executives. Teaches andtrain others. Creates a process for managing intellectual assets and save them.Obtain customer satisfaction information. Globalizes knowledge management.Skills required of a CKO include: Interpersonal communication skills with otheremployees and managers. Leadership skills. Business acumen the ability tounderstand what%u2019s good or not for them. Strategic thinking. Collaboration skills.The ability to train and do educational programs. An understanding of IT and itsrole in advancing knowledge management.2- The CEO, other chief officers, and managersThe CEO is responsible for championing a knowledge management effortThe officers make available the resources needed to get the job done3- KMS developers: The team members who actually develop the systemInternal: work in my organization. External: when wanted knowledge notavailable inside my organization.KMS staff : Enterprise-wide KMS require a full-time workers harvest and catalogand manage the knowledge and training.Rest reed and understand from slides- Ensuring the Success of Knowledge Management EffortsUseful applications of KMS1- Expert location systems (know-who)