Mapping Of Knowlegde

I want to explain about the spread of knowledge in my group. My group is consist of some person, they are Kartika (me), Ayu, Dyah and Marhamah.

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Chapter 6 - Knowledge Management in Practice

Knowledge management or knowledge sharing manifest themselves in many ways in the workplace; that may include ordinary events, such as facilitated meetings or informal conversations or more complex interactions that require information and communication technology.

FINDING INFORMATION AND KNOWLEDGE

Since building knowledge may require the analysis and synthesis of information, the lines between working with information and working with knowledge or knowledge artifacts easily become blurred. Under the aegis of ‘knowledge management’, there are three types of processes that are generally considered to be essential: finding or uncovering knowledge, sharing knowledge, and the development of new knowledge. All may play a role in assisting with decision making and encouraging innovation. The chain is straightforward, a pyramid, in fact, leading from Data at the bottom through Information, Knowledge, Intelligence, Decision, and Action, to Value. Finding information and knowledge refers to processes that allow organizations to make sense and make use of data, information, and knowledge objects that may be present but are not codified, analyzed, nor accessible to members. Knowledge exists in all organizations, but all knowledge may not be explicit.

SHARING INFORMATION ANDKNOWLEDGE

Sharing of information for knowledge development is the most traditional collection of processes, easily understood, but often overlooked in a systematic knowledge management program. Sharing refers to the willingness and ability of the knowledgeable to share what they know to help others expand their own learning and knowing.Teaching and learning activities, such as online universities in industry, mentoring programs, apprenticeships, and training programs all serve as opportunities for individuals to share knowledge. The live interactions that occur in lectures and other kinds of learning sessions can now be captured fairly easily with digital video or audio equipment. Even mobile devices have these capabilities.They can then be indexed and placed on a shared file platform or in an intranet.

DEVELOPMENT OFKNOWLEDGE

Knowledge development takes place when individuals work to create new understandings, innovations, and a synthesis of what is known already together with newly acquired information or knowledge. Although individuals can intentionally develop their own knowledge through seeking opportunities to be creative and learn, the development of knowledge is often a social process. Meetings, teleconferences, planning sessions, knowledge cafes, and team think tank sessions all serve to help workers develop knowledge together. The synergies brought about by effective meetings can encourage the development of new knowledge. Allowing individuals to take risks and occasionally make mistakes (and learn from them) can also develop a culture of innovation that fosters the creation of new knowledge through research and experimentation.

KNOWLEDGE AUDIT

The obvious first step in launching a formalKMprogram throughout an organization is to conduct an information or knowledge audit.An audit answers the questions of what information and knowledge exists in the organization and where is it?Who maintains it?Who has access to it? Etc. The idea of an information auditory much predates KM as we have defined KM here. Accompanying, or more accurately a component of, the Information Resources Management (IRM) movement of the 1970’s was a strong emphasis upon the information or knowledge audit. At that time, the Internet and Web portals did not yet exist, and there was a very legitimate concern that data was being captured in an unplanned and decentralized fashion and that the data was held as the “slave of the program.” While tacit or implicit information was not ignored, the emphasis was very much upon explicit captured data and information. Clearly, the techniques used in creating a knowledge audit or knowledge map are those borrowed from social network analysis and anthropology, and appropriately so, since Knowledge Management is interdisciplinary by nature, spanning boundaries of thought and interests. The second stage focuses on programs, projects, and products. It’s critical for all involved in such an endeavor to remember that knowledge grows from information, so careful oversight of information is necessary as a foundation for knowledge development and the formation of a knowledge sharing culture.

TAGS, TAXONOMIES, AND CONTENT MANAGEMENT

Having identified and located information and knowledge, the obvious next step is to make it relocatable and retrievable, made possible by tagging and creating taxonomies. The tag and taxonomy stage of KM consists primarily of assembling various information resources in some sort of portal-like environment and making them available to the organization. This can include internally generated information, including lessons learned databases and expertise locators, as well as external information, the open web and also deep web information subscribed to by the organization.With the arrival of extensive email use by virtually all organizations the extentof internal information to be managed has exploded.

LESSONS LEARNED DATABASES

Lessons Learned databases are databases that attempt to capture and to make accessible knowledge that has been operationally obtained and typically would not have been captured in a fixed medium (to use copyright terminology). In theKMcontext, the emphasis is typically upon capturing knowledge embedded in persons and making it explicit.The lessons learned concept or practice is one that might be described as having been birthed by KM, as there is very little in the way of a direct antecedent. Early in the KM movement, the phrase typically used was “best practices,” but that phrase was soon replaced with “lessons learned.” The reasons were that “lessons learned” was broader and more inclusive, and because “best practice” seemed too restrictive and could be interpreted as meaning there was only one best practice in a situation. The implementation of a lessons learned system is complex both politically and operationally. Most successful lessons learned implementations have concluded that such a system needs to be monitored and that there needs to be a vetting and approval mechanism before items are mounted as lessonslearned. How long do items stay in the system? Who decides when an item is no longer salient and timely? Most successful lessons learned systems have an active weeding or stratification process. Without a clearly designed process for weeding, the proportion of new and crisp items inevitably declines, the system begins to look stale, and usage and utility falls.

EXPERTISE LOCATION

If knowledge resides in people, then one of the best ways to learn what an expert knows is to talk with one. Locating the right expert with the knowledge you need, though, can be a problem. The basic function of an expertise locator system is straightforward, it is to identify and locate those persons within an organization who have expertise in a particular area. There are nowthree areas which typically supply data for an expertise locator system, employee resumes, employee self identification of areas of expertise, typically by being requested to fill out a form online, or by algorithmic analysis of electronic communications from and to the employee.

COMMUNITIES OF PRACTICE (COPS)

Communities of Practice (CoPs) are groups of individuals with shared interests that come together in person or virtually to tell stories, discuss best practices, and talk over lessons learned [Wenger, E., 1998a,Wenger and Snyder, 1999].Communities of practice emphasize the social nature of learning within or across organizations. Conversations around the water cooler are often taken for granted, but organizations find that when workers give up a company office to work out of their home, that the natural knowledge sharing that occurs in social spaces must be replicated in an online form. In the context of KM, CoPs are generally understood to mean electronically linked communities. Electronic linkage is not essential of course, but since KM arose in the consulting community from the awareness of the potential of Intranets to link geographically dispersed organizations, this orientation is understandable and inevitable. The organization and maintenance of CoPs is not a simple and easy undertaking. As Durham, M. [2004] points out, there are several key roles to be filled, which she describes as manager, moderator, and thought leader. They need not necessarily be three separate people, but in some cases they will need to be.

PROCESSES, PROCEDURES, AND PRACTICES MATRIX

That matrix reveals several interesting things. Almost everything one does in KM is designed to help find information and knowledge.However, if we assume that the main goal ofKM is to share knowledge and even more importantly to develop new knowledge, then the Knowledge Audit and the Tags, Taxonomies and Content Management stages are the underpinnings and the tools. It is the knowledge sharing and knowledge creation of one on one communications enabled by expertise locators, and the communal sharing and creation of knowledge enabled by communities of practice toward which KM development should be aimed.

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Chapter 5 - Knowledge “Acts”

QUESTION ASKING AND ANSWERING

Question asking and answering is a foundational process by which what people know tacitly becomes expressed, and hence, externalized as knowledge. Boahene and Ditsa [2003] suggest that Information Management systems target a base of expressive speech acts by mainly supporting the recall of meaning-attribution while Knowledge Management systems target regulative and constantive speech acts primarily to support the organization and management of dynamic complexity. They reason that IM addresses questions such as ‘Where,’ ‘Who,’ ‘When,’ and ‘What,’ while KM targets problems involving dynamic complexity, addressing solutions to questions such as ‘How’ and ‘Why.’ Another category of questions, “What-if,” will also fall in the domain of knowledge activity. Since such questions necessitate predicting and prioritizing outcomes, attempts to address such “what-if ” questions will require integrating understanding of “what” with “why” and “how” to arrive at reasonable resolution.

POSTING CONTENT TO REPOSITORIES

Contributing content such as lessons-learned, project experiences, and success stories is another approach to knowledge sharing. Professionals may not have the time to hand off a document for submission to an appointed surrogate either. For many professionals who are used to online communication and accessing databases and discussion lists, we could argue that it is quicker and easier for the professionals to make the contribution themselves. As awareness increases for the importance of making knowledge explicit, more and more products will appear to help with creating knowledge bases and decision recommendations, but it is a mindset open to using, sharing, and creating knowledge that will make a difference in creating an organizational knowledge culture.

(RE)USINGKNOWLEDGE

Desouza et al. [2006] assert that the decision to consume knowledge can be framed as a problem of risk evaluation, with perceived complexity and relative advantage being identified as factors relating to intentions to “consume” knowledge. However, it is essential that the knowledge consumer is able to reasonably frame his or her knowledge needs.

KNOWLEDGE-BASEDDECISIONMAKING

In general, decision making involves identifying alternatives, projecting probabilities and outcomes of alternatives, and evaluating outcomes according to known preferences and implications for stakeholders.

Information used in one activity that results in new knowledge will, in turn, be used to guide selection of alternatives in future tasks that involve decision making. Codified rules and routines would be relied on to support evaluation of alternatives and selection of action decisions. Choice of alternatives, and decision outcomes then provide the backdrop upon which sense making, or justification, of decision rationale occurs. Such decision rationale, and its associated sense making can then be codified for (re)use in other contexts, applied to future activities that draw on it to create new instances of knowledge. In such decision oriented activity, we have proposed that “what-if ” questions are the dominant type of speech act performed.Support for such scenario predicting questions will demand rich context upon which to apply knowledge of the past and the present to bear on the problem or situation at hand.

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Chapter 4 - Conceptualizing Knowledge Emergence

GATEKEEPERS, INFORMATION, STARS, AND BOUNDARY SPANNERS

A substantial body of research has been developed on the transmission of information within organizations, particularly R&D organizations. The “information stars” were central to information flow both within the organization at large, and within their project or projects. The characteristics that distinguished these stars were:

• · extensive communication with their field outside of the organization

• · greater perusal of information sources, journals, etc., information mavens

• · a high degree of connectedness with other information stars, one can infer that their utility was not just having more information at their fingertips, but knowing to whom to turn within the organization for further information

• · an above average degree of formal education compared to their project teammates

RESEARCH PRODUCTIVITY AND KNOWLEDGE

The productivity measure was, at base, simply the number of approved new drugs (new drug applications or NDAs) per millions of dollars of R&D budget. This measure, however, was refined by weighting the NDAs in regard to:

1) whether or not the Food and Drug Administration (FDA) judged the drug to be an “important therapeutic advance,”

2) the chemical novelty of the drug, and

3) the filing company’s patent position in regard to the drug, an indicator of where the bulk of the research was done.

The more productive companies were characterized by:

• A relatively egalitarian managerial structure with unobtrusive status indicators in the R&D environment,

• Less concern with protecting proprietary information,

• Greater openness to outside information, greater use of their libraries and information centers, specifically, greater attendance by employees at professional meetings,

• Greater information systems development effort,

• Greater end-user use of information systems and more encouragement of browsing and serendipity. Increased time spent browsing and keeping abreast,

• Greater technical and subject sophistication of the information services staff.

LACK OF RECOGNITION OFTHESE FINDINGS IN THE BUSINESS COMMUNITY

a subset of an even larger problem - the lack of recognition of or even obtuseness to the importance of information and information related managerial actions in the business community. The three most important characteristics are all related to the information environment and information flow – specifically:

1) easy access to information by individuals;

2) free flow of information both into and out of the organizations;

3) rewards for sharing, seeking, and using “new” externally developed information sources.

It analyzed various aspects of the behavior of research project managers as perceived by their staff and team members, and it found that in the more productive organizations (as defined by rates of growth and return on assets), the managers were perceived to be significantly more characterized by three aspects of their behavior, all information related:

1) they routed literature and references to scientific and technical staff,

2) they directed their staff to use scientific and technical information (STI) and to purchase STI services, and

3) they encouraged publication of results and supported professional meeting attendance and continuing education.

Particularly striking was the finding that not only did information related management behavior tendstrongly to discriminate between “high-performance” and “low-performance” companies, but also that none of the non information related management behaviors measured had any discriminatory value. Here, given the inability to find any significance for other managerial factors, the failure to remark upon the importance of information and knowledge factors can truly be described as remarkable.

COMMUNITY-BASED MODELS

The Community of Practice (CoP) is not necessarily department-based nor centered in one organization.ACoP can consist of those in charge of human resources training, for example, in a number of organizations.This model is based on the premise that organizational members with similar interests or practices meet to discuss issues of mutual concern and to help each other solve problems. The meeting can often happen in electronic-based forums, and these online discussions are usually self-managing. Group Decision Support Systems (GDSSs) were originally conceived of as collaborative tools where groups came together, participated in brainstorming and then, through human facilitation, voted on items and issues important to the organization. Generic Decision Support Systems (DSS) that act more like expert systems with the added feature of suggesting decision options are well suited to the Web, and they are proliferating as the Web becomes the ubiquitous information and communication platform for information storage and retrieval, and for interaction as well. The GDSS has not migrated easily to theWeb, however, some web-based systems are available and have adapted to an asynchronous situation.

ACTIVITY-BASED MODELS

The model was implemented with limited workflow functions at a global telecommunications company.While repositories and workflow support have largely developed with limited integration, designs such as this, grounded in case implementations, provide some empirical validity as to the appropriateness and value of incorporating activity as context for knowledge reuse.

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DIFFERENT CONCEPTS OF BEAUTY

I believe that the concept of beauty differs according to time and places. During the renaissance period, people thought that plump women were gorgeous. In contrast, nowadays women who are slim are considered attractive. In the 1950’s, fashion thrends made women believe that they would look more stunning if they had curly hair, whereas today, a straight and long hairstyle is preffered. Previously in America and Europe, people with light complexions were considered attractive, while nowadays many people think that they look more exotic if they are tanned.

SNSD - Girl Band from South Korea

Angelina Jolie - Holliwood Artist

However, geography also plays a role in determining the concept of beauty. For example, an Indian woman with long and straight black hair is considered beautiful. In Africa , on the other hand, a woman with curly hair is thought of as good looking. In some parts of Africa , women wear tattoos as symbols of beauty while Chinese women go for flawless skin without any marks. So time and place really determine people’s perspectives of beauty

Miss Angola Miss Universe 2011

The participants of the Miss Universe beauty pageant are diserve, some of them, especially those who come from European countries, have fair complexions. On the other hand, the participants who come from latin America countries are more tanned. Indonesians are generally fair skinned, however people in the eastern part of Indonesia have darker complexions.

Dian Sastro - Indonesians Artist

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Gravity. Is that Street art ??

Is this art or vandalism?

Graffiti is writing or drawing with the use of aerosol spray and paints on surfaces that are open to the public eye like walls and pillars. graffiti art is an individual artist's decorative expression of personal creativity on the medium of existing, archaic structures - one person's personal manifestation of original, organic creations that adhere to a specific place in time for an undetermined duration.

Some people consider it as an art that emphasizes dynamic youth but others regard it as a form of vandalism and thus, an illegal act. We have to report all graffiti activity to the police. Many people see graffiti as an intriguing and sophisticated style of painting, but others resent it because some of the drawings are gross and imporer. In addition, graffiti practitioners often disregard people’s properties and owner’s rights. What do you think?

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The Advantages Of Social Media for Me !

Currently, who don't use social networks to communicate? Increasingly sophisticated technology make people in the world use the Internet, especially social network as a communication medium distance. The first time I used Friendster social network, but its function is still limited only to send the wall, messages, upload photos and update shoutout. Then came facebook. Social network that one is interesting because it not only as a means of exchanging information, but many are using it to play games, electronics sales & photo tools that can be uploaded anf tag to a person who is in our photos and the most popular today is twitter, because more simple in use and more effective to deliver news.

I feel all the benefits of Friendster, facebook and twitter are using the social network I can gather in community Badminton Lovers. I really love this one sports because many handsome and beautiful athletes. I can watch badminton tournament with badminton lovers, Im very happy for having known them in any social networking from outside of Java such as Sumatra, Kalimantan and even Papua. wow! I'm glad to know them all, because it can increase my knowledge of sports, especially badminton and the most memorable I can meet my idols and take pictures together with Liliyana Natsir and Taufik Hidayat. Yeaaayy: D

Sea Games 2011 with Rina ( my BestFriend in BL )

Liliyana Natsir & Taufik Hidayat ( My idol )

1st Gathering BL at PIM

Celebrate Birthday Lee Yong Dae

Indonesia Open 2009 with my friend in Senior High School

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Resume Chapter 3 - Theorizing Knowledge in Organizations

In order to better understand the notion of “managing” knowledge, there is a need to better understand what it is about knowledge flow in organizations that lends itself to any form of management. The process view, on the other hand, largely emphasizes the emergent nature of knowledge that is often embedded within a person or within organizational routines, activities, and outcomes, or arises from the interplay of persons and existing information or knowledge.

In the course of innovation and production of goods and services, information and knowledge are regarded as central inputs to organizational processes. Learning and knowledge are then seen as direct outcomes of activities performed commensurate with the organization’s central mission and core competencies. Whether as a resource or as a process, for organizations that have begun to recognize organizational knowledge as a source of competitive advantage, knowledge generation and retention have become strategic necessities for such knowledge dependent firms.

While knowledge itself may be perceived as a resource, its creation occurs through human interactions, whether physical or virtual. For example, for knowledge to emerge from within a group, interactions that occur among its members shape the knowledge that emerges from the mutual engagement and participation of the group members.
Nonaka and Takeuchi are the most prominent theorists in the knowledge management domain. Their SECI (Socialization, Externalization, Combination, Internalization) model posits a spiral-type process in which knowledge goes from within a person’s own knowledge store to a more explicit state that can be shared socially with others.This happens through a series of transformations that involve externalization and combination of what a person learns with experience and beliefs and then to the internalization stage where one takes what is learned and incorporates it within.

By suggesting an alternative stance of knowing as mediated, situated, provisional, pragmatic, and contested, as opposed to a more classic view of knowledge as embodied, embrained, encultured, and encoded, Blackler recognizes that knowledge permeates activity systems within the organization. proposes that knowledge can be observed as emerging out of the tensions that arise within an organization’s activity systems, that is, among individuals and their communities, their environment (rules and regulations), and the instruments and resources that mediate their activities.

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Resume Chapter 2 - Background Bibliograpich Analysis

In the early years of KM, it was probably a very safe assumption that almost all KMarticles would have the phrase “knowledge management” in the title, but as the KM field has grown, that almost certainly is no longer a safe assumption. There are now numerous articles about “communities of practice” or “enterprise content management” or “lessons learned” that clearly are KM focused, but they do not use the phrase “knowledge management” in the title.

The significance of the KM growth pattern becomesmuch more apparent when one compares it with the pattern of other major business enthusiasms of recent years. The difference is dramatic. Quality Circles, Business Process Engineering, and Total Quality Management all show an almost identical pattern of approximately five years of dramatic, exponential, growth, then they peak and fall off to near nothing almost as quickly. KM, by contrast, has that same period of five years of exponential growth, 1994 to 1999, but in the decade since it has not declined, rather it has continued to grow steadily and consistently. All the hallmarks are here of a rather permanent development. There has also been substantial interest in the academic world concerning KM.The database ‘Dissertations and Theses’ includes bibliographic information about theses published by graduate students at accredited North American institutions from 1861, and from 50 European universities since 1988. A search of the database showed that all of the dissertations and theses with ‘knowledge management’ in the title or in the key word fields have been published since 1996.





In general, the number of dissertations focusing on some aspect of knowledge management rises gradually until 2006 and has remained steady with about 100 theses produced each year in English with, however, a decline in 2008 and 2009.
An interesting observation is that there was a very brief spurt of articles about KM in journals devoted to education, but that interest soon waned. This is likely a function of the fact that KM, as mentioned previously has a very corporatist and organizational emphasis, while for most academic principals, the faculty, their commitment to their field, their discipline and sub-discipline, their “invisible college” comes first. Their commitment to their nominal home institution is quite secondary. And, for most of those faculty, their invisible college already functions as their community of practice.

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Resume Chapter 1 of KM

Definitions of KM :

1. “Knowledge management is the process of capturing, distributing, and effectively using knowledge” - Davenport,T. (1994)
2. “A discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include databases, documents, policies, procedures, and previously uncaptured expertise and experience in individual workers” - (Duhon, 1998)
3. “KM is an effort to increase useful knowledge within the organization.Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge objects or artifacts.” - McInerney, C. (2002)

The earliest instances of KM, as the term is understood today, derive from the consulting world, from which the principles of KM eventually spread to other disciplines.The consulting firms quickly realized the potential of the Intranet flavor of the Internet for linking together their own geographically dispersed knowledge based organizations. In a sense, KM also has roots in the implementation of Supply Chain Management (SCM) software and business process reengineering (BPR) as well as the more recent development of Enterprise Resource Planning (ERP). IT development has always displayed a pattern, of growth from more structured data to less tractable, less well structured, or comparatively unstructured data. Remember that text processing was at one time called “string handling,” because to people brought up on handling numeric data, text was most conveniently thought of as a string of symbols. In that sense, SCM & BPR & ERP to KM, represent a logical and predictable progression toward unstructured information and knowledge.

Another aspect of KM’s relationship to ICT is that KM emerged at approximately the same time as the cost of personal computers dropped to the degree that PC’s became cost effective and affordable desktop tools for the ordinary person. The situation with KM is quite analogous to the very similar concern a few decades back that “word processing” was a lousy descriptor. One processed meat, of course, but surely not words.Words made poetry.However, word processing was the term the industry, then principally IBM and Wang, chose to use, and that is the term that stuck.

Given this background information, another good functional definition of KM and how it developed is the equestrian metaphor of “by the intranet out of intellectual capital” [Koenig,M., 2000a].By this definition,KM has two parents, the enthusiasm for and the appreciation of intellectual capital, and the development of the Internet and its offspring, intranets and extranets. Intellectual Capital is, in turn, a token of the larger recognition of the importance of information and knowledge.

In observing the development of KM as practiced, described, and discussed at professional meetings, conferences, and trade shows, one can observe three clear stages.

The first stage, these groups also realized that internal communication and information sharing was often lacking. If knowledge could be shared more effectively, then the efficiency would increase business and the bottom line would improve. When the internet emerged, they realized that the intranet flavor of the internet provided a valuable tool to accomplish knowledge coordination and sharing. The first stage of KM focused on the deployment of new technology to accomplish these information sharing goals. A new product needs a name and a theme or rationale. The name for their new product was Knowledge Management. The crucial thematic justification for KM was intellectual capital, a theme that had emerged as a burgeoning topic in the business literature just a few of years earlier.

The second stage, ’if you build it they will come’ is a fallacy stage. In other words, the recognition that building KM systems alone is not sufficient and can easily lead to quick and embarrassing failure if human factors are not sufficiently taken into account. Both were not only about the human factors of KM implementation and use, they were also about knowledge creation as well as knowledge sharing and communication

The third stage was the awareness of the importance of content, and, in particular, an awareness of the importance of the retrievability and, therefore, of the importance of the arrangement, description, and structure of that content. Since a good alternate description for the second stage of KM is the “it’s no good if they don’t use it” stage, then in that vein, perhaps the best description for the new third stage is the “it’s no good if they can’t find it” stage, or perhaps “it’s no good if they try to use it, but can’t find it.”

The Three Stages of KM

STAGE I “By the Internet out of Intellectual Capital”
• Information Technology
• Intellectual Capital
• The Internet (including intranets, extranets, etc.)
Key Phrases: “best practices,” later replaced by the more politic “lessons learned”

STAGE II Human and cultural dimensions, the HR, Human Relations stage
• Communities of Practice
• Organizational Culture
• The Learning Organization (Senge), and
• Tacit Knowledge (Nonaka) incorporated into KM
Key Phrase: “communities of practice”

STAGE III Content and Retrievability
• Structuring content and assigning descriptors (index terms)
Key Phrases: “ content management” and “taxonomies”

STAGE IV ? Access to External Information
• Emphases upon External Information and the recognition of the Importance of Context
Key Terms: “context” and “extranet”


KM may also be displayed and to a degree defined graphically through mapping. The following presents an expanded form of a graphic used by IBM in their KM consultancy to explain the value and purpose of KM.

Information / Knowledge related business enthusiasms and hot topics of the last quarterCentury : (Listed in approximate chronological order with the most recent first; note that these are topics, not specific dated events)
1. Enterprise Content Management (ECM)
2. Supply Chain Management (SCM)
3. Customer Relationship Management (CRM)
4. Enterprise Resource Planning (ERP)
5. Knowledge Management (KM)
6. Intellectual Capital (IC)
7. E-business
8. DataWarehousing / Data Mining
9. Core Competencies
10.Business Process Re-Engineering
11.The shift from Hierarchies to Markets, both economic and political
12.Competitive Intelligence (CI)
13.Total Quality Management (TQM) and Benchmarking
14.Information Technology (IT) and Organizational Structure
15.Information Resource Management (IRM)
16.Enterprise-Wide Information Analysis (IBM Inc.)
17.Management Information Systems (MIS) to (Decision Support Systems (DSS) and the importance Of External Information
18.I.T. as Competitive Advantage
19.Managing the Archipelago (of Information Services)
20.Information Systems Stage Hypotheses (Nolan, Rockart, Gibson & Jackson, Marchand,
Koenig, &Zachman)
21.Decision Analysis
22.Data Driven Systems Design (the fundamental basis of Structured Programming)
23.I.T. and Productivity
24.Minimization of Unallocated Cost


We have always had trouble defining KM, and now we have another definition, or more exactly a new metaphor, KM is the name for that newly recognized forest of all the trees of information and knowledge (small ‘k’) management.


A final way to view KM is to observe KM as the movement to replicate the information environment known to be conducive to successful R&D - rich, deep, and open communication and information access - and deploy it broadly across the firm. The principles and practices of KM have developed in a very conducive environment, given that in this post-industrial information age, an increasingly larger proportion of the population consists of information workers.

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Simple ChryptoGraphy !

Cryptography is science or art to scramble messages. people who do cryptography called kriptograper and crypto system is a system to encrypt and descrypt messaging system.
A good crypto system:
1. ciphertext should look random
2. space key to be a large
3. key is more important than the algorithm

Explanation
Plaintext : the actual messages (messages that have not been at random)
Encryption Algorithm : The algorithm used to scramble messages
Ciphertext: The message is encrypted
Descryption Algorithm : The algorithm used to restore a scrambled message

Key: the key used to encrypt messages and descriptions
Kinds of Cryptography:
A. Symmetric Cryptography
Which uses the same cryptographic keys during encryption and message descriptions (only have one key)
2. Asymmetric Cryptography
Use different cryptographic keys during the encryption and description messages (public key to encrypt messages while the private key to descrypt message)

Asymmetric cryptographic algorithm more complicated than asymmetric cryptographic algorithm, but its will be more use secure.

Basic techniques of cryptography:
A. ASSOCIATE / Caesar Cipher
Step algorithm: making a substitution table (provided free) the random table created will be more difficult to solve.
Example:
Initial table : ABCDEFGHIJKLMNOPQRSTUVWXYZ
Table substitution: KLMNOPQRSTUVWXYZABCDEFGHIJ

Plaintext : Knowledge Management
Ciphertext: Uxygvonqo wkxktowoxd

A SAMPLE PROGRAM USING C + + PROGRAMMING



Initial View Program



2. Blocking

Encryption techniques to divide the plaintext into blocks of some of the characters to be encrypted independently.

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what is Knowledge Management?

“Knowledge is power, share it, and it will multiply”

Knowledge management is the name of a concept in which an enterprise consciously and
comprehensively gathers, organizes, shares, and analyzes its knowledge in terms of resources, documents, and people skills.

The knowledge management can help in many ways:
1. Helps the organization to know, what they know! What are the strong capabilities/ staff and facilities they have?
2. Helps the organization to identify the concentration areas and less populated areas of knowledge.
3. And it helps the organization to collectively, share towards fulfillment of goals and objectives of the organization. It also help find the current status of the organization as compared to the competitors.

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"Football is the sport, but badminton sporting achievements"

Badminton and football is the most popular sport in Indonesia. But football is far more popular than badminton . We can look at past performances AFF Cup, Indonesia failed to win the cup. But the enthusiastic people of Indonesia to the sport has never diminished. Whereas that only the South-East Asia. Fate is inversely related to badminton At the Beijing Olympics , All England Champion and the Asian Games, Indonesia badminton have gold medal. But the reaction of government and society are very different. Taufik Hidayat also scathing criticism to the media, government and society at large. 2004 Olympic gold medalist was felt that the media, government and society more concerned about the sport of football, badminton is proven not to the decades of world-class achievement, and often. the name of Indonesia. "Badminton is sporting achievements. Not just sports community. I am not demeaning the branch or other athletes, but the Olympic gold medal from badminton to Indonesia well" . I strongly agree with Taufik Hidayat! the government is more concerned with who is NOT doing well in sports that compare with the name of Indonesia in the international arena. Should Indonesia without a title at the London Olympic Games in order to realize the government to pay attention to badminton?

Taufik Hidayat ( Mens Single ) Gold Medals in Olympic Athena 2004

Markis Kido - Hendra Setiawan ( Mens Double) Gold Medals in Olympic Beijing 2008



Liliyana Natsir - Nova Widianto ( Mix Double ) Silver Medals in Olympic Beijing 2008



Maria Kristin Yulianti ( Womens Single ) Bronze Medals in Olympic Beijing 2008

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this is Me!

Helloooo.. everyone :)
I want to introduce myself.. My name's Kartika Dwi Hapsari but everybody called me Tika .. I live in Sawangan Depok at Depok Jaya Agung Residence, apple street no 7. I have one brother , his name Aditya Mahendra and he got marriage with Siti Zubaedah.. now They have one baby 'Nabil' he's very cute, I love him so much :*

Very Cute Baby :)




ohya my parents worked at Agriculture Department since 1982. . Now I have studied at Islamic University Syariff Hidayatullah Jakarta . I consentrated in Corporate Information System. . I think tecknology very usefull in this era and I want to be Analysist System.. *amin* ..

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