Unit 1 Knowledge and Change Management 财经专业英语教程（第四版）课件教程教案.pptx

Knowledge and Change Management ;Knowledge Management [Para 1] 　In 1988 Peter Drucker wrote: [Para 2]　The typical business [of the future] will be knowledge-based, an organisation composed largely of specialists who direct and discipline their own performance through feedback from colleagues, customers and headquarters. For this reason it will be what I call an information-based organisation.;[Para 3]　In such an organisation, the management of knowledge and information becomes a key to gaining competitive advantage. ;[Para 4] “Business today”, echoed Charles Handy in 1992, “depends largely on intellectual property, which resides inalienably[in?eili?n?bli] in the hearts and heads of individuals.”Both writers were reflecting a growing awareness that companies had moved far from Victorian times, when they were (as Handy put it) “properties with tangible assets worked by hands whose time owners bought”. ;They had become properties whose most valuable asset was intangible—the knowledge which exists in the heads and hearts of employees or in formal databases, patents, copyrights and so on.;[Para 8]　Information technology helped in their efforts to introduce good knowledge-management practices. Developments in it advanced the science immeasurably. Data warehousing (the centralising of information in vast electronic databases) enabled companies to be more sophisticated and customer-oriented in their business. At last the left hand knew what the right hand was doing; the marketing department knew who was already a customer of the company, and for what product or service.; [Para 9]　Knowledge management has been considered as four separate activities: Capturing information. Companies need to ensure that they are not suddenly bereft [bi?reft] of vital information when an important individual moves to another employer. Distributing information. Organisations must encourage the spread of information to others. The hoarding of information has historically been seen as a source of