ISBN: 9781606494547 - mapping workflows and managing knowledge: capturing formal and tacit knowledge to improve performance: capturing formal and tacit knowledge to improve performance (19 risultati)

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Paperback. Condizione: Brand New. uk ed. edition. 220 pages. 8.75x6.00x0.75 inches. In Stock.

Condizione: New. Num Pages: 220 pages. BIC Classification: KJMV3; KJMV9. Category: (G) General (US: Trade). Dimension: 229 x 154 x 13. Weight in Grams: 342. . 2012. Paperback. . . . .

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Condizione: New. pp. 220.

Condizione: New. Num Pages: 220 pages. BIC Classification: KJMV3; KJMV9. Category: (G) General (US: Trade). Dimension: 229 x 154 x 13. Weight in Grams: 342. . 2012. Paperback. . . . . Books ship from the US and Ireland.

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Kartoniert / Broschiert. Condizione: New. &Uumlber den AutorrnrnrnJohn Kmetz Newark, DE University of Delaware President Transition Assistance Associates.rnKlappentextrnrnThis is a book that does what the title says, and is different from most business pr.

Taschenbuch. Condizione: Neu. Mapping Workflows and Managing Knowledge | Capturing Formal and Tacit Knowledge to Improve Performance | John Kmetz | Taschenbuch | Einband - flex.(Paperback) | Englisch | 2012 | Business Expert Press | EAN 9781606494547 | Verantwortliche Person für die EU: Mare Nostrum Group B.V., Doelen 72, 4831 GR BREDA, NIEDERLANDE, gpsr[at]mare-nostrum[dot]co[dot]uk | Anbieter: preigu.…

Taschenbuch. Condizione: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Workflow, process, or business process mapping has been discovered by organizations of all kinds as being a powerful tool to analyze and improve their internal processes. It has attracted major attention from software vendors, including Oracle and IBM, who market systems that are designed to map processes and quantify all aspects of their operations. These systems can be very effective at capturing the formal or explicit knowledge inherent to any workflow; however, a long-term problem with these approaches is that the full 'knowledge base' underlying these processes contains many elements which are 'tacit knowledge.' Despite being outside of the formal knowledge base, tacit knowledge must be addressed when describing the nature and functioning of processes. A key feature of the mapping method used in this book is that it makes both formal and tacit knowledge explicit in the workflow maps it produces. Much of what has been learned in the years of applying and teaching this method is that software-driven approaches are hobbled by the complications presented by tacit knowledge in workflows. Until both formal and tacit knowledge are understood these software-driven approaches cannot achieve their full potential. Consequently the mapping process here, by necessity, becomes a method for managing knowledge as well as a method of mapping the flow of materials and information. While it is a basis for process improvement in its own right, it can support development of both software-driven process mapping and the creation of dynamic programs on the basis of accurate understanding of existing workflows. 242 pp. Englisch.…

Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Workflow, process, or business process mapping has been discovered by organizations of all kinds as being a powerful tool to analyze and improve their internal processes. It has attracted major attention from software vendors, including Oracle and IBM, who market systems that are designed to map processes and quantify all aspects of their operations. These systems can be very effective at capturing the formal or explicit knowledge inherent to any workflow; however, a long-term problem with these approaches is that the full 'knowledge base' underlying these processes contains many elements which are 'tacit knowledge.' Despite being outside of the formal knowledge base, tacit knowledge must be addressed when describing the nature and functioning of processes. A key feature of the mapping method used in this book is that it makes both formal and tacit knowledge explicit in the workflow maps it produces. Much of what has been learned in the years of applying and teaching this method is that software-driven approaches are hobbled by the complications presented by tacit knowledge in workflows. Until both formal and tacit knowledge are understood these software-driven approaches cannot achieve their full potential. Consequently the mapping process here, by necessity, becomes a method for managing knowledge as well as a method of mapping the flow of materials and information. While it is a basis for process improvement in its own right, it can support development of both software-driven process mapping and the creation of dynamic programs on the basis of accurate understanding of existing workflows.…