KNOWLEDGE MANAGEMENT

Bianda Puspita Sari

29319355

Individual Assignment
Summary Book of Knowledge Management dalam Konteks Organisasi Pembelajar by Jann
Hidajat Tjakraatmadja and Donald Crestofel Lantu

Lecture:

Dr. Ir. Rudy Bekti, MBA

Dedy Sushandoyo, M.Sc.Eng., M.A.Sc., Ph.D.

Master of Business Administration

School of Business and Management
Institut Teknologi Bandung
 Table of Contents
CHAPTER 1......................................................................................................................... 1
NEW PARADIGM KNOWLEDGE ERA ............................................................................. 1
1.1 Introduction .................................................................................................................... 1
1.2 Knowledge Era Needs New Organization ...................................................................... 1
1.2.1 Knowledge Era Demands Learning Organization....................................................................... 1
1.2.2 Learning Organizations Demanding a Conducive Work Environment ........................................ 1
1.2.3 Longevity Prescription Organization in the Age of Knowledge .................................................. 1
1.2.4 The Capitalist Organization Metaphor - Emotional .................................................................... 2
1.2.5 Mechanical Organization Metaphor - Biological - Humanist ...................................................... 2
1.3 Organizations in the Age of Knowledge Need New Humans ......................................... 2
1.3.1 Learning Organizations According to Humans Who Have Global Competence .......................... 2
1.3.2 According to the Human Adult Learning Organization............................................................... 2
1.3.3 Learning Organization According to Ethical Humans................................................................. 3
1.3.4 Learning Organization According to Creative Humans .............................................................. 3
CHAPTER 2......................................................................................................................... 4
WHY REFORM THE NATION INDONESIA VERY SLOW? ............................................ 4
2.1 Introduction .................................................................................................................... 4
2.2 Society Is Losing Their Identity - Losing Patience and Wisdom ................................... 4
2.3 Our Nation Is Accustomed To Short Term Thinking .................................................... 4
2.4 The Crisis of True Leadership........................................................................................ 4
CHAPTER 3......................................................................................................................... 5
HUMAN KNOWLEDGE AND LEARNING PROCESS ..................................................... 5
3.1 Introduction .................................................................................................................... 5
3.2 Knowledge and Work Competence ................................................................................ 5
3.3 Knowledge and Learning Process .................................................................................. 5
3.3.1 The Rational as well as the Spiritual Being ................................................................................ 5
3.3.2 Adult Stage ............................................................................................................................... 5
3.4 Potential of Human Learners ......................................................................................... 6
CHAPTER 4......................................................................................................................... 7
INDIVIDUAL AND ORGANIZATIONAL LEARNING MODELS .................................... 7
4.1 Individual Learning Model............................................................................................. 7
4.1.1 Jann Hidayat's Individual Learning Model (2001) ...................................................................... 7
4.2 Organizational Learning Model ..................................................................................... 7
4.2.1 Jann Hidayat's Organizational Learning Model (2001) ............................................................... 7
CHAPTER 5......................................................................................................................... 8
KNOWLEDGE MANAGEMENT IN THE CONTEXT OF LEARNING
ORGANIZATIONS .............................................................................................................. 8
5.1 Meaning of Knowledge Management for the Company ................................................ 8
5.2 Smart Learning Organization ........................................................................................ 8

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 5.3 The Development of Knowledge Management Paradigm in the Context of a Learning
Organization ................................................................................................................................ 8
5.3.1 Era of Total Quality Management Paradigm: Focus on Building Work Processes ....................... 8
5.3.2 The Age of Learning Organization Paradigm: Focus on Building a Mindset ............................... 8
5.3.3 Paradigm Era of Institutionalizing Learning Disciplines: Knowledge is Institutionalized as a
Discipline of Learning Organizations ...................................................................................................... 9
CHAPTER 6....................................................................................................................... 10
THREE PILLARS OF LEARNING ORGANIZATIONS .................................................. 10
6.1 The Meaning of Organizational Change ...................................................................... 10
6.2 The Concept of the Three Pillars of the Learning Organization ................................. 10
6.2.1 Individual Learning Pillar........................................................................................................ 10
6.2.2 Pillars of Organizational Learning ........................................................................................... 10
6.2.3 Pillars of the Knowledge Transformation Pathway................................................................... 10

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 CHAPTER 1
NEW PARADIGM KNOWLEDGE ERA

1.1 Introduction
The manual era is an era where the dominant human factor needed to manage a
traditional industrial system is muscle (physical energy). Era machinery industry is the second
era started since the industrial revolution, and the impact on agriculture and manufacturing
industry. The era of knowledge is an era where the dominant factor of humans needed to
manage a work system is the quality of thought that is used and internalized.

1.2 Knowledge Era Needs New Organization

Today we feel in the age of globalization, which means that the era demands all
companies in the world to be able to accept global content to be absorbed into their organization
and at the same time be able to globalize local contents, so that they can be accepted by people
around the world..

1.2.1 Knowledge Era Demands Learning Organization

We contemplate to be able to deal with the quality of emotional intelligence in
managers in our country, the changes should be made when the organization has a problem. A
change will occur if the members of the organization have sensitivity, have feelings of
dissatisfaction with the current condition. Ideally, a healthy organization always applies the
concept of preventive management, implementing change strategies when the company is
progressing, that is, when sales are good and when everyone is proud of the organization.

1.2.2 Learning Organizations Demanding a Conducive Work Environment

The critical problem for future organizations is how the organization has a working
atmosphere and mechanisms that are able to arouse enthusiasm and encourage the creation of
explicit knowledge and knowledge of all its members, so that innovations can occur that can
maximize the added value of the organization.

1.2.3 Longevity Prescription Organization in the Age of Knowledge

4 characteristics of long-lived companies, such as:
1. Sensitive to the environment
2. Having a strong identity or identity

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3. Having a tolerant attitude towards differences and being able to carry out the process
of decentralization of authority based on mutual trust
4. Implement rational investment management

1.2.4 The Capitalist Organization Metaphor - Emotional

The main capital of the organization is the optimal arrangement of all organizational
resources, including the human being treated as a resource. The human emotional side is
actually the source of one's job competence and the aggregation of the work competencies of
all members of the organization will be the source of the formation of human capital.

1.2.5 Mechanical Organization Metaphor - Biological - Humanist

Mechanical organization considers humans to be machines that can survive when
turned on and will die if turned off. Biological organization, menganggao humans only have
the ability as biological creatures, which have the ability to move or grow, but only rely on
rational thought and logic. Humanist organizations, consider and treat humans as a whole,
because apart from being a biological being, humans are also an emotional and spiritual being.

1.3 Organizations in the Age of Knowledge Need New Humans

Things that are indispensable for one's career development, such as: motivation,
persistence, and the willingness to always learn new things - which are often referred to as
aspects of soft skills. The aspects of soft skills actually determine a person's career success in
their workplace.

1.3.1 Learning Organizations According to Humans Who Have Global Competence

Facing the challenges of today's work world, it is not enough just to equip job seekers
with academic abilities. Because, most of the formal educational institutions that exist in our
country to date, are only able to provide knowledge by means of a cognitive approach or
knowledge transfer, which is less balanced by the provision of job skills.

1.3.2 According to the Human Adult Learning Organization

The first stage is the stage of building the quality of humans individually. The second
stage is the formation of human capital consisting of intellectual capital, credibility capital, and
organizational social capital. The third stage, the stage of achieving organizational performance
as a manifestation of achieving prosperity.
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1.3.3 Learning Organization According to Ethical Humans

Basically the flow of labor of a country means the flow of knowledge of a country.
Thus, a country that has good human qualities will have a greater opportunity to be able to sell
knowledge.

1.3.4 Learning Organization According to Creative Humans

To survive, business people or corporations must always make new products or
services. Thus, innovation is the keyword for most corporations. However, innovation must be
built and created through a systematic management framework.
 CHAPTER 2
WHY REFORM THE NATION INDONESIA VERY SLOW?

2.1 Introduction
There are ten indicators used to measure the comfort level of doing business in a
country, namely the level of ease in starting a business, dealing with licenses, hiring employees,
registering property, getting credit, protecting investors, paying taxes, trading between
countries, applying contracts and closing businesses.

2.2 Society Is Losing Their Identity - Losing Patience and Wisdom

We are experiencing self-confidence so that our minds tend to narrow and shut
ourselves off from global challenges, characterized by our growing spirit of inclusion. What is
missing from our nation is patience and wisdom, patience is a very resilient spiritual potential
to treat the limits of frustration and all forms of inner turmoil in the stakes of life. Wisdom is
authentic spiritual wealth to always take and provide the sides of virtue and problems in the
midst of aggressive and explosive behavior libido.

2.3 Our Nation Is Accustomed To Short Term Thinking

This short-term way of thinking has destroyed the fundamental structure of the
organization, which generally has to be built with a long time and is also needed to maintain
the organization's sustainability in the long term.

2.4 The Crisis of True Leadership

The Indonesian nation needs a leader who is able to deliver and oversee the reform
process. The Indonesian nation needs leaders who can set an example for change and are able
to dialogue with the community to find and determine an agreed direction and steps for change.

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 CHAPTER 3
HUMAN KNOWLEDGE AND LEARNING PROCESS

3.1 Introduction
Knowledge is structured information that is used evenly and is used to provide direction
for an efficient and effective transformation process. The key to success in increasing the
welfare and quality of work life of individuals and groups in an organization is largely
determined by the discovery and deepening of knowledge possessed by humans, members of
the organization.

3.2 Knowledge and Work Competence

Understanding work competence is a way to understand knowledge and its
relationship with the world of work. Several types of job competencies can be stated and
grouped into 2 categories, such as:
1. Technical Competence à is a type of competency that is expressed in job skills.
2. Behavioural Competence à is a type of competence that is expressed in a person's
behavior at work.

3.3 Knowledge and Learning Process

Learning for every human being is a very basic need, as basic as the human need to eat
and drink to make ends meet. Only people who are willing and able to learn will change, so
that they are able to live in an ever-changing nature.

3.3.1 The Rational as well as the Spiritual Being

Humans are different from animals, because humans are rational creatures, who guide
humans based on stimuli from their environment.

3.3.2 Adult Stage

2 human periods when he reaches the adult level:
1. Growth Period à where humans carry out a balanced learning process between
outside-in and inside-out, in order to find their identity towards maturity.

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2. Self-Maturity Actualization Period à where humans have the awareness and

enthusiasm to actualize all their potential, express, practice, and express themselves
completely, completely, by being themselves.

3.4 Potential of Human Learners

Human learners are the main capital of learning organizations, and of course, become
the main capital to maintain the learning community. The essence of a learning organization is
to build a learning person. The biggest problem in developing human learners is the fact that
humans are basically lazy to learn.
 CHAPTER 4
INDIVIDUAL AND ORGANIZATIONAL LEARNING MODELS

4.1 Individual Learning Model

4.1.1 Jann Hidayat's Individual Learning Model (2001)
Humans are required to always learn to recognize their environment and at the same
time recognize and actualize themselves. Humans are required to be able to position themselves
according to their capacities.

4.2 Organizational Learning Model

A learning organization is defined as an organization that has the ability to always
improve its performance in a sustainable and cyclical manner, because its members have
individual commitment and competencies capable of learning and sharing knowledge - at a
superficial or substantial level.

4.2.1 Jann Hidayat's Organizational Learning Model (2001)

Concept of organizational learning process:
1. Single Cycle Organizational Learning (SCOL) à it is because the organization is
successful in carrying out the process of integrating knowledge through a mechanism
of thought..
2. Dual Cycle Organizational Learning (DCOL) à it is because the organization has
succeeded in carrying out an intellectual, emotional and spiritual integration
simultaneously, through the mechanism of thought and mental exercise..

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 CHAPTER 5
KNOWLEDGE MANAGEMENT IN THE CONTEXT OF LEARNING
ORGANIZATIONS

5.1 Meaning of Knowledge Management for the Company

The essential thing in knowledge management is the formation of a conducive learning
environment, so that workers are motivated to continue learning to use the information or
knowledge provided by the company, and develop their individual knowledge, and in the end
want to share the new knowledge they get to become organizational knowledge.

5.2 Smart Learning Organization

A smart organization is an organization that is able to develop its excellence in a
sustainable manner, from its activities based on knowledge and services, by relying on its
intellectual property. Intelligent organizations can only be built if we can put workers in the
right position, and at the same time can be empowered so that they can reach the human level,
namely humans who have an awareness of philosophical, beauty and scientific values which
are symbols of the morality of life..

5.3 The Development of Knowledge Management Paradigm in the Context of a

Learning Organization
5.3.1 Era of Total Quality Management Paradigm: Focus on Building Work Processes
In the era of total quality management, the manufacturing industry is able to
continuously improve the production process carried out in each manufacturing and
administrative work unit, the production process, to the process of sending ordered products to
consumers, so they are also able to respond quickly to various questions and various consumer
complaints.

5.3.2 The Age of Learning Organization Paradigm: Focus on Building a Mindset

The era of learning organizations was preceded by a shift in the focus of organizational
attention, from efforts to continuously improve work processes to improvements in how we
should work.

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5.3.3 Paradigm Era of Institutionalizing Learning Disciplines: Knowledge is

Institutionalized as a Discipline of Learning Organizations
The two stages of quality and learning organizations gradually combine to form a third
wave, namely when knowledge as a result of learning is institutionalized as the discipline of
managers and workers. Learning organizations require five learning disciplines: (1) personal
mastery discipline, (2) various vision disciplines, (3) mental model disciplines, (4) team
learning discipline, (5) systematic thinking discipline.
 CHAPTER 6
THREE PILLARS OF LEARNING ORGANIZATIONS

6.1 The Meaning of Organizational Change

The word change contains many meanings, in an organizational context, change means
the organization's ability to adapt to changes in its business environment. Organizational
change is an effort to maintain its survival.

6.2 The Concept of the Three Pillars of the Learning Organization

6.2.1 Individual Learning Pillar
The human learner concept implies that humans have the ability to learn and change,
both physically and mentally. Physically, humans change from being babies to adults, mentally
humans change from being selfish, becoming humans who are able to do consideration.

6.2.2 Pillars of Organizational Learning

Apart from being individuals with unique personalities, humans are also social
creatures, namely beings who have the instinct and ability to live in society. The concept of an
organizational learning process is based on the concept of multiple learning cycles:
1. The horizontal learning organization cycle à it is because the organization is
successful in carrying out the process of integrating knowledge through a thought
mechanism.
2. The learning organization cycle vertically à it is because the organization is
successful in integrating intellectual, emotional and spiritual simultaneously, through
the mechanism of thought and mental exercise.

6.2.3 Pillars of the Knowledge Transformation Pathway

This pillar serves to integrate, combine and synergize individual learning outcomes into
organizational human capital as a result of organizational learning.

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