  Theory Knowledge Management (KM). Answer the question how we should manage knowledge work and knowledge organization.   It covers: the discussion :how and when the creation of KW should be supported and how to use the accumulation of the knowledge, what is the value of the knowledge, and how knowledge drives the existing management practices

KM can be approached from three directions (Tuomi.1999):   Organizational cognitions and intelligence   Organizational development and strategy   Organizational information system and information processing

Organizational Development   Within this perspective: approach knowledge management from more interventionist and analytical.   Questions about the ways knowledge as resources in organization including the measurement and analysis of intellectual capital

Knowledge Management Roots of the Discipline (OIS) System theory Computer Science BPR (OD) Organization theory Sociology (OD) Psychology Philosophy Pedagogy (AI) Artificial Intelligence

Knowledge Management Subject Related Discussion (Smith and Lyles.2004) (OL) Organization Learning (LO) Learning Organization IS and Performance System (Tangible-Intangible) Organizational Knowledge Creation

Knowledge Management Landscape (Garvin.1998) people Technology Process

Our Customers (External Structure) Our Organization (Internal Structure) Our People (Competence) Growth The growth of the school can be seen from the data that shows number of client s in particular year compared by it in the previous year. Growth IT investment percent value added Growth The growth of the teachers competency can be measured through the level of teachers professionalism Efficiency The efficiency can be measured through the relation built between the school management and parents as client. (Parents complain handling) Efficiency Proportion of school staff to the number of client Efficiency The efficiency of the teachers can be measured through the way teachers handle the learning process including students and parents handling Stability The stability of the school as a service company can be seen from the client growth percentage every year. Stability Age of the organization Rookie Ratio School supporting staff turn over Stability The stability of the teachers can be seen from the level of teachers turn over per year

The growth of the teachers’ competency Subject of Observ Indicators Leadership and community Teachers collaborate with other teachers and school colleagues to create and sustain learning communities in their classroom and their school Teachers work with professionals, parents and members of the community to enhance pupil learning, pupil achievement and school programs On Going Professional Learning Teacher engage in ongoing professional learning and apply it to improve their teaching practices.

The efficiency of the teachers Subject of Observ Indicators Commitment to pupils and pupil learning Teachers demonstrate commitment to the well-being and development of all pupils Teachers provide an environment for learning that encourage pupils to be problem-solvers, decision-makers, life-long learners and contributing members of a changing society Professional knowledge Teachers know their subject matter Teachers know a variety of effective classroom management strategies Teachers know how pupils learn and factors that influence pupil learning and achievement. Teaching practice Teachers communicate effectively with pupils, parents and colleagues Teachers use their knowledge and understanding of pupils, curriculum, teaching practices and classroom management strategies to promote the learning and achievement of their pupils. Teacher consistently uses appropriate technology in their teaching practices and related professional responsibilities

Measuring Ext Structure Measuring Ext Structure  Growth/Renewal –Profitability / customer –Growth (organics) –Refferals  Efficiency –Satisfied customer index –Win-loose index –Sales per customer  Stability –Proportion of big customer –Age structure –Frequency of repeat order

Action To Take –Carefully select bright young people –Provide “up-or-out” career path –Maintain ‘one firm’ concept or strong culture and image –Create Information sharing system –Put client first, firm second, expert last for knowledge creating focus –Build relationship (CRM,Pareto Scheme) –Honor former employees as honored alumni –Go for the large assignments that allows team –Publicize the conceptin books and seminars –Focus on relations to develop markets –Create informatin –sharing system –Change for teams, not for individuals

Business perspectives Areas in educational organizations Learning and growth Innovation and growth Internal business processes Internal stakeholders Customer External stakeholders Financial Finance and business

 External stakeholders, i.e. : student access, outreach, marketing and connections to academic communities.  Internal stakeholders, i.e.: effective communications, secure and safe campus, integrated planning.  Innovation and growth, i.e.: coordinated and unified programs for the teaching staff development, innovation on delivering education modules and programs.  Financial and business, i.e.: Up dates on facilities, appropriate replacement of school equipments, practical and comprehensive resource planning strategies. According to Sam Miller in How a Balanced Scorecard for Educational Evaluation Should be.