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- South African Journal of Information Management
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- Volume 12, Issue 1, 2010
South African Journal of Information Management - Volume 12, Issue 1, 2010
Volumes & issues
Volume 12, Issue 1, 2010
Positioning e-skills within an organisation : an information systems management viewpoint : original researchAuthor Zoran MitrovicSource: South African Journal of Information Management 12, pp 1 –7 (2010)More Less
The intersection of business and IT in an organisation requires people with diverse business- and technology-related competences and skills, commonly referred to as 'e-competences' and 'e-skills'. The positioning of these competences within an IT function in an organisation is (arguably) well defined, but their place in other areas of business managerial concern in an organisation, such as business processes or organisational strategy, is still not sufficiently clear. As e-skills and e-competences are inevitably associated with the use of organisational information systems (IS), this paper reports an initial study aimed at positioning these competences and skills within an organisation from an IS perspective. The positioning was done by examining models of IS, e-competences and e-skills and identifying their possible areas of intersection, which resulted in mapping these competences and skills to the areas of managerial concern in an organisation - as seen from an IS perspective. This mapping has revealed an initial understanding of how business value, here seen as business benefits, is created by using the e-skills and e-competences (supposedly) possessed by employees throughout an organisation.
Knowledge management in local government : the case of Stellenbosch Municipality : original researchSource: South African Journal of Information Management 12, pp 1 –7 (2010)More Less
Knowledge management (KM) was a well-founded management approach that held significant benefits for public sector organisations. KM as a management philosophy had an impact on various components of an organisation and it could therefore significantly advance organisational efficiency. The successful implementation of KM initiatives had to be ensured because, different organisational processes and departments had to collaborate and functional silos had to be eliminated. KM required long-term commitment and dedication from all organisational members. Furthermore, there were certain knowledge management enablers in an organisation that needed to be developed and that were necessary for the achievement of organisational effectiveness. These enablers were the organisational culture, human resources, information technology, organisational structure and, the organisation's strategy and leadership. This article assessed each of these enablers and how they impacted on an organisation's KM efforts. Stellenbosch Municipality was used as a case in point. The article further examined how local governments were able to effectively implement KM practices as strategic tools used to achieve service delivery and operational goals. The article concluded with a number of recommended strategies, (1) to develop the KM enablers that were present in organisations and (2) to aid the implementation of successful organisational KM initiatives.