Ase Study: Siemens knows what it knows through knowledge management

attached is the whole assingment.
This assignment amount to 100% of my module, Please read it thoroughly. all details written (format and requirements really matter)
There are special instructions written by the professor and must be done according to it.

A friend of mine just got busted for plagiarism a week ago, uni is concetrating please be careful
the limit for words is 3000 words. Uni is strict with that as well.

Finally, im doing my bachelor and I chose A2, I wish its the appropriate one.

Ase Study: Siemens knows what it knows through knowledge management

Case Study: Siemens knows what it knows through knowledge management

The problem
Siemens AG, a $73 billion electronics and electrical-engineering conglomerate, produces everything from light bulbs to X-ray machines, from power generation equipment to high-speed trains. During its 156-year history, Siemens has developed into one of the worlds largest and most successful corporations. Siemens is well known for the technical brilliance of its engineers, but much of their knowledge was locked and unavailable to other employees. Facing the pressure to maximise the benefits of corporate membership of each business unit, Siemens AG needed to learn to leverage the knowledge and expertise of its 460,000 employees worldwide.
The solution
The roots of knowledge management at Siemens go back to 1996, when a number of people within the corporation with an interest in knowledge management (KM) formed a community of practice. They researched the subject, learned what was being done by other companies, and determined how KM could benefit Siemens. Without suggestion or encouragement from senior executives, mid-level employees in Siemens business units began creating repositories, communities of practice, and informal techniques of sharing knowledge. By 1999, the central board of Siemens AG confirmed the importance of knowledge management to the entire company by creating an organizational unit that would be responsible for the worldwide deployment of KM.

The movement toward knowledge management by Siemens has presented several challenges to the company, the most notable of which are technological and cultural. Randall Sellers, director of knowledge management for the Americas Region of Siemens, states: In my opinion, the technology or IT role is a small one. I think its 20 percent IT and 80 percent change managementa dealing with cultural change and human interfaces.At the heart of Siemenss technical solution to knowledge management is a Web site called ShareNet, which combines elements of a database repository, a chat room, and a search engine. Online entry forms allow employees to store information they think might be useful to colleagues. Other Siemens employees are able to search the repository or browse by topic, and then contact the authors for more information using one of the available communication channels. In addition, the system lets employees post alerts when they have an urgent question. Although KM implementation at Siemens involved establishing a network to collect, categorize, and share information using databases and intranets, Siemens realised that IT was only the tool that enabled knowledge management. Randall Sellers states: a?the challenge is managing the people who manage the knowledgea?.
Results
ShareNet has evolved into a state-of-the-art Web-based knowledge management system that stores and catalogs volumes of valuable knowledge, makes it available to every employee, and enhances global collaboration. Numerous companies, including Intel, Philips, and Volkswagen, studied ShareNet before setting up their own knowledge management systems. Teleos, an independent knowledge management research company, has acknowledged Siemens as one of the Most Admired Knowledge Enterprises worldwide for five years in a row.

Siemens has realized a variety of quantifiable benefits afforded by knowledge management. For example, in April 1999, the company developed a portion of ShareNet to support the Information & Communications Networks Group at the cost of $7.8 million. Within two years, the tool helped to generate $122 million in additional sales.

Ultimately, knowledge management may be one of the major tools that will help Siemens prove that large diversified conglomerates can work and that being big might even be an advantage in the Information Age.

Source: Turban et al. (2007) Decision Support and Business Intelligence Systems (8th Edition). Pearson: Prentice Hall.


Questions


1. In the case study, Randall Sellers, states that The challenge is managing the people who manage the knowledgea?. Discuss this statement in light of recent theories and practice in Knowledge Management. Provide examples to support your answer. [50% of overall marks]

2. Explain how the wrong organisational culture can reduce the effectiveness of knowledge management. Provide examples to support your answer. [50% of overall marks]


Format and requirements


a? Marks will be awarded for well-argued, well-researched answers, including appropriate use of the relevant literature. A good answer will relate to the relevant literature, will integrate examples with argument, and be clear and concise.
a? Answers should not exceed 3000 words in length, excluding any appendices/figures and references. You should indicate the word length clearly in your submission. Any text which exceeds the word-length will not be marked.
a? In previous years, some students have found this word-length to be a challenge. You will need to be succinct, to plan your work very carefully, and to present it with maximum impact.
a? It is helpful to number the pages a this allows me to make more precise comments when providing feedback.
a? In your report cite at least five academic journal articles related to the topic (Not magazines or websites). More references are expected besides the five academic journal articles.
a? Your report should be word-processed.
a? Reference style must follow Harvard Reference System. The university library web site has a?a guide to referencinga? at s (as appropriate), Student Registration Number/s, Department/School, Name of Module, Module code, Module Coordinators and Digital receipt (Turnitin) Number. Submission forms are available from the School Reception.


Note: Any evidence of plagiarism will be dealt with severely in accordance with university regulations. No late submission is accepted unless proper approval is provided.



Percentage 0 24 25 a 39 40 a 49 50 a 59 60 a 69 70 79 80 100
Degree Class Fail Compensatable Fail Third class Class 2.2 Class 2.1 First Class First class
OUTCOMES
Knowledge and Understanding
a? Depth of knowledge
Inadequate evidence of knowledge as expected for level 3 or 4 Limited and patchy evidence of knowledge and understanding
Inconsistent evidence of knowledge and understanding concepts and principles taught at level 3 or 4 Adequate evidence of sound knowledge and understanding of the key or higher order principles and concepts
Good evidence of knowledge and understanding of the key or higher order principles, concepts and techniques.
A comprehensive and thorough awareness of the key or higher order principles, concepts and techniques.
of the subject Exceptional evidence of knowledge of concepts and techniques of the subject
a? Evidence of reading Inadequate evidence or no evidence of reading
Limited evidence of
reading Adequate evidence of reading literature, mostly restricted to recommended set texts
Appropriate use of sources to show understanding of concepts, may include some evidence of reading beyond the set texts. Evidence of comprehensive reading. Literature used to support central argument or development of debate As expected with 2.1 level and evidence of extensive reading that extends beyond core texts.

Exceptional evidence of extensive reading that extends beyond core texts
a? Use of information
Little ability to use or select information effectively Patchy evidence of appropriate use of information. Information applied with some consistency Competent use of information and generally