Organizational Behavior and Sexual Harassment.

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[pic] MANAGEMENT CENTRE INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA Research paper Westminster International College KNOWLEDGE MANAGEMENT 05 October 2009 Group Members: Muhamed Abdilahi Osman G0915067 Ernad Helic G0918235 Nurhida Septarina Harahap G0819260 Mohamed Ibrahim Hassan G0196859 Wesam Saeed Hasab Alah G0917355 Introduction: |Westminster International College is a division of the London School of Commerce (UK) Group of Colleges.

Westminster International College | | |(WIC) is located in Subang Jaya, Selangor, the premier educational hub of Malaysia. WIC has been conducting numerous programs in Business | | |at the Undergraduate and Postgraduate level with global affiliations. | | Our aim is to meet your goal of obtaining internationally recognized high quality education, at affordable fees. We will provide you with the right tools of critical thinking and study skills which will enable you to continue your studies at our London campus or at any other international campuses in the U. K, Australia, New Zealand, the USA and Canada.

Westminster International College is proud of its distinguished teaching quality. As a division of the London School of Commerce (UK) Group of Colleges, all courses conducted at the Westminster International College, Malaysia, will go through the same stringent quality control procedures as practiced by the universities in the United Kingdom. Students who successfully complete the programme in Westminster International College, Malaysia will be given first preference and are guaranteed admission in the London School of Commerce and its Group of Colleges at a discounted fee. [pic|UK Honours degree at very affordable fees | |] | | |[pic|Truly international experience | |] | | |[pic|Students come from 38 countries | |] | | |[pic|Student exchange programme | |] | | |[pic|Internationally recognised qualifications | |] | | |[pic|Scholarships for Masters degree* | |] | | |[pic|Most competitive pathway for a UK degree | |] | | |[pic|3 intakes a year | |] | | |[pic|Full credit transfer | |] | | Objectives: ? Our goal was to find out how Westminster International College shares knowledge in its different faculties and branches across the many platforms. Methods: ? Interview: we interview the CEO of the college ? Observation: observed the day to day and over all conduct of employees Discussion and analysis:

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Planning for the future is never an easy task for anyone least for a well-established one as there are huge amounts of uncertainties and fast changes taking place in the global business environment, one would certainly be at best, to be as prepared as much as they could and of course, the utilization of strategic management can aid their own unique predicament, however, this is not to say that it would be a ‘stop-gap measure’ to curtain the unenviable circumstances but at least gives some form of direction and purpose. Knowledge management(KM) outline many ways to help the organization achieve its strategic goals and this can only be optimized if the organization’s culture is a forward-thinking one, i. e. open, trust and flexible. If not, KM is nothing but a tool that would be under-utilized. So it is not only important to have a strategic KM plans but it have to be forward-thinking and the intention should be there, that the whole purpose of KM is to increase and improve the competitiveness of the organization as whole.

Organizational success in terms of KM depends on the relationship between information, tacit knowledge, explicit knowledge, organization knowledge and knowledge management and how organizations utilize it. There are some key factors the needs to be identified by the management of the organization in order to facilitate the process of knowledge management and the dissemination of it. Globalization has become identified with a number of trends. These include greater international movement of commodities, money, information, and people; and the development of technology, organizations, legal systems, and infrastructures to allow this movement. The trends affected globalization such as greater trans-border data flow, using such technologies as the Internet.

One of the trends is ‘education’ where it is generally seen as a formal process of instruction, based on a theory of teaching, to impart formal knowledge (to one or more students). However, the process of learning can occur, with or without formal institutional education. Knowledge accumulation and the accumulation of skills for using ICTs will occur increasingly outside the traditional institutions of formal education. Learning in the workplace, and through collaborations that sometimes span the global and at other times involve tightly nit local communities with similar interests, will become more commonplace. Here knowledge management gets the right information to the right people at the right time i. e. to enable the right actions.

Innovation is the most evolved stage in the development of knowledge management. The first stage is data, the second is information, the third is knowledge, and the fourth is innovation. Let us take an example of Westminster International College and London School of Commerce where much of the education and learning environment is divided into very rigid academic disciplines, focused on discrete units of research. However, the emerging Information Society requires a holistic understanding of systems thinking. There are a range of new technologies and new techniques engendered that allow for the production of new knowledge and the dissemination of data, information and knowledge.

Some of the technology used in the two colleges include the Internet, World Wide Web, CD-ROM, and printed, audio, video and other electronic media forms. These new technologies allow for academic practitioners to move from being “sages on the stage” into the role of the “guide on the side” and assist students in gaining the skills and abilities required to acquire and utilise knowledge contained in various forms around the world and it enhances the student’s ability to acquire and utilise knowledge. Using advanced information and communications technologies, a new system of knowledge, education and learning were applied wide range of synchronous and asynchronous activities that aid the lecturers and student in breaking the boundaries of space and time.

Synchronous activities can include real-time lectures (featuring audio, presentations, web sites, and even video all of which can occur with the lecturers being at the same location (London) or even a different location from the learner. Asynchronous activities can include archived lectures (in audio and video), and other archived course material that can be accessed at nearly anytime, anyplace. Many demographic and social changes affect the nature of the way we work. However, the advancement of computer and information technologies is having, and will continue to have, an especially profound impact on the way people perform work tasks and roles.

Technologies support new patterns of communication and information access within organizations, which is facilitating the change in bureaucratic approaches to management, with the promise of vigorous internal networks, more effective collaborative work relationships, and significant reductions in hierarchical structures of control. Take for example in Westminster International College groups or departments within organizations to coordinate geographically. Here the collaborative applications such as computer-based conferencing, shared databases, shared applications and video-conferencing can be used to help dispersed people work together. The idea of having individuals travel to London School of Commerce based in the UK for meetings or trainings, will dissolve. Access to this material can be provided in the workplace (campus in Malaysia).

Furthermore,  changed  work  conditions  affected  the  preservation  of knowledge   in the  workplace and thus the employees work productivity has been Increased and efficiency is greatly enhanced Virtual  communication  plays  in an  increasing  role  in business  activities  as  shown  in km this kind of technonological communication can generate many   benefits  and  challenges  and this might  help the organization become more effective in the ways they share knowledge. On the other hadn, this the enhanced technology and communication capabilities can actually safe cost and time in terms of travelling and expenses on book keeping. Non-profit organization refers to a type of business which is organized under rules that forbid the distribution of profits to owners. Nonprofit organizations can, and do, operate in all other particulars like any other sort of business.

They have bank accounts; own productive assets; receive income from sales and other forms of activity, including donations and grants; make and hold investments; employ staff; enter into contracts. Simply put, a nonprofit is an organization that comes together to achieve a mission, rather than to make a profit. Its net earnings are devoted exclusively to charitable, educational, or recreational purposes, and its board of directors (or trustees) ensures the nonprofit actually works for the public good and earns its tax breaks. Strategic Management do help an organization to achieve its goals to do better job by focusing its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization’s direction in response to a changing environment.

It is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. it is  sometimes  claimed  that  knowledge  management  is just  another  fad  of  little  benefit  to  organization . identify  some   of the points you  would  make  to  refute  this  statement? We have asked. As long the CEO of an organization participates in promoting Knowledge Management in organization, Knowledge Management will be supported. It is not fad as part comes from top management and every employee benefits from Knowledge Management by getting rewarded and in their participation and commitment in the improvement of the knowledge management of the institute.

Some instances which we can illustrate how information, explicit knowledge, tacit knowledge and organizational knowledge work together in organizations. For an example at Westminster International College the lecturers provides materials for everyone in the college to access online (explicit knowledge) and some do not share information with others-difficult to code it (tacit knowledge). For organizational knowledge example when college has ISO documented procedures encompasses lecturer notes, examination papers and course programmes. cultural issues important considerations when developing strategic knowledge management due to the sensitivity of the ways and behaviors of the various cultures around the world.

So at Westminster international college Knowledge, and the management thereof, has increasingly been regarded as a crucial factor in the development of a sustainable source of competitive advantage among organizations in the “knowledge” age. In fact the move to integrate knowledge management (KM) in an organization strategy is a challenging one where it requires deliberate and sustainable changes not only in terms of policies and processes but also in terms of an organization’s culture. Knowledge issues are said to be closely interlinked with organizational culture and as such, managing knowledge partly becomes a matter of managing an organization’s culture.

Culture impacts on how organizations function, and this includes how knowledge is created, shared, used and re-used. The ability of organizations to manage its knowledge more effectively is thus affected by the kind of culture that it has. for instances as stating that in matters of less material changes, a senior manager demonstrating an altered value through personal example seems to have an effect on broader patterns in the organization. The notion that cultures can be transformed or developed through the influence of an individual’s behavioral change is significant in that it offers insights on the validity and applicability of the interpersonal approach to change. Conclusion:

As the aim for implement knowledge management system are (1) make knowledge visible and identifiable, (2) develop a knowledge-intensive culture, (3) build knowledge infrastructure (Davenport, T. H. & Prusak, L. , 1998), If we want to achieve knowledge sharing process, we not only focus on technology but also need to create a “knowledge age organization” that can help people in thinking. Cultural barrier is not a main problem if company got a clear objective and policy with enough support before implementation, then implement any strategic knowledge management will fit into organizational culture, after that ongoing review and proper manage the content in KM is a must, Besides, ive all the people enough motivation and reward, also need to train up everyone in organization support and aware use KM for knowledge sharing is the vital factor to support business activities. Moreover, there must a knowledge sharing culture and it must come from top down and every employee must have the need and responsibility that it’s the best interest of his/her and organization to share knowledge among other members as well. Finally many elements in an organizational environment can foster or inhibit communities of practice, including management interest, reward systems, work processes, corporate culture, and company policies. These factors rarely determine whether people form communities of practice, but they can facilitate or hinder participation. For example, issues of compensation and recognition often come up.

Because communities of practice must be self-organizing to learn effectively and because participation must be intrinsically self-sustaining, it is tricky to use reward systems as a way to manipulate behavior or micro-manage the community. But organizations shouldn’t ignore the issue of reward and recognition altogether; rather, they need to adapt reward systems to support participation in learning communities, for instance, by including community activities and leadership in performance review discussions. Managers also need to make sure that existing compensation systems do not inadvertently penalize the work involved in building communities.