MOTEx analysis

from Wikipedia, the free encyclopedia

The MOTEx analysis belongs to the area of knowledge management , with the focus on the best possible use of knowledge .

The analysis deals with the status quo of a small to medium-sized company and shows areas in which action is required. In general, the MOTEx analysis relates to the areas of people , organization , technology and external factors within a company.

Derivation

According to Dieter Herbst , knowledge management, in contrast to information management, is a complex management concept with which a company designs its relevant knowledge holistically, target-oriented and future-oriented as a value-adding resource .

Knowledge management is required to increase the effectiveness and quality in a company. In a first step, information and knowledge about the company are gathered. The data obtained are then structured and checked for gaps.

Before developing sustainable knowledge management, little value was placed on such an analysis, although from today's perspective it would have made many work steps easier. Nowadays, seamless knowledge management includes, for example, passing on information to third parties or setting up a database that is accessible to all employees. In this way, company-specific information and empirical values ​​are not lost, for example through a change in personnel.

Knowledge management thus ensures easier handling of data within a company. In this way, its efficiency can be increased.

The focus of this analysis is on people, because the success or failure of a company depends not least on the acceptance of those involved, such as the employees. It is therefore important to show within a company where the purpose of such a structured knowledge management lies.

In general, knowledge management provides strategies , concepts and methods for this. Until the development of the MOTEx analysis, there was no tool to apply it in practice.

The term knowledge within a company includes procedures, programs of action, strategies, skills and behavioral automatisms. Since these are individually very different, it is extremely useful to create this knowledge, for example in the form of databases, and make it accessible to all employees .

commitment

So that knowledge management can be implemented effectively, it makes sense to develop an individual concept that illustrates the value of knowledge management and its contribution to a company.

In this concept, the goals of knowledge management should be derived directly from the company goals in order to ultimately meet a certain expectation. This is not only important for the measurability of knowledge management, but also to show employees and management where the benefits of a mature knowledge management lie.

The goals can be divided into three types: strategic, operational and normative goals.

One of the strategic goals is, for example, that knowledge is made available where it is needed. An operational goal would be an overview with the company's internal experts . And finally, the normative goals aimed at sharing knowledge.

Once the goals have been specifically formulated, the MOTEx analysis is often used, which first examines and describes the current situation.

This analysis was developed at the WZL machine tool laboratory at RWTH Aachen University and published in 2003. The aim of the analysis is to create transparency in the knowledge management processes running in the company so that the market and competitive position is strengthened.

Areas in which there is a need for action are often:

  1. Loss of knowledge that occurs due to personnel changes, this knowledge should be recorded and saved beforehand, as the personnel must regularly revise their knowledge and enter it in a database.
  2. Insufficient overview of data stocks, as these are often not recorded correctly and uniformly.
  3. Too little knowledge flow in processes, no cross-departmental work.
  4. Knowledge islands with insufficient knowledge exchange.
  5. Lack of systematic evaluation of experiences.

approaches

MOT approach

According to Gilbert Probst , knowledge describes “the totality of knowledge and abilities that individuals use to solve problems . [...] Knowledge is based on data and information, but in contrast to these, it is always tied to people . [...] "

Knowledge management thus refers to the knowledge in a company and tries to “manage” it in such a way that an increase in quality results from it, which is reflected in the new or improved products or processes.

The MOT approach deals with the dimensions of people, organization and technology.

The human dimension includes, for example, the factors of employee motivation , the capacity to process knowledge and an adequate learning environment within the company.

The organization dimension deals with factors such as the integration of approaches into the company's structures and the development of methods for managing a knowledge cycle.

In the field of technology, for example, information and communication technologies are summarized, whereby these are an aid to support flexible knowledge management.

"In this holistic MOT approach, all aspects of the company are taken into account."

Successful knowledge management must be measured against these dimensions.

Probst approach - knowledge management cycle according to Probst et al.

The cycle model is made up of individual building blocks, each of which describes a partial aspect of knowledge management. The MOTEx analysis also works with these components in their respective phases:

  • Knowledge goals: The measures are given a direction in which the company should develop.
  • Knowledge assessment: The success and failure of knowledge management should be assessed.
  • Knowledge identification: Transparency about existing knowledge (overview of available data and information).
  • Knowledge acquisition: It must be determined from where one obtains his knowledge, e.g. B. by employing experts.
  • Knowledge development: Here products or ideas should be developed and improved in the company itself.
  • Knowledge (distribution) distribution: Which employees need which knowledge; for example, increasing teamwork is sought.
  • Use of knowledge: Knowledge that is not used has no value or if it is used incorrectly, it does not contribute to the further development of the company.
  • Knowledge retention: Knowledge can be lost through, e.g. B. the dismissal of employees, this should work against the preservation of knowledge, whereby the individually collected experiences should be saved and made generally accessible.

The MOTEx analysis is intended to help ensure that these building blocks can be assessed through the various phases .

These building blocks serve as the basis for the analysis, as well as the MOT approach.

MOTEx analysis

This analysis was designed by the Federal Ministry of Education and Research (BMBF) as part of a project called SENEKA (Service Networks for Education and Training Processes). This is intended to give companies a tool with which they can check the company's internal current situation.

Before the MOTEx analysis, there were only limited support methods that were only successful to a limited extent and did not cover all areas to be checked. The starting point of this analysis was the MOT approach, as it allows the company to be viewed holistically.

However, one should not only speak of knowledge management within the company, but also emphasize cross-company knowledge management. Thus, the three factors are no longer sufficient; information about the market or customers, suppliers and competitors must also be available.

This is where the fourth dimension comes into play, which is described by external / corporate environment. After all, there is no point if the customer is ultimately dissatisfied with the product or the delivery time, for example. This is why this approach to the MOTEx analysis has been expanded in order to actually cover all areas.

The analysis can be divided into four phases in which the company is viewed and assessed as a holistic one.

  1. Phase 1: knowledge audit
  2. Phase 2: evaluation of results
  3. Phase 3: analysis and evaluation
  4. Phase 4: selection and implementation

Phase 1

In phase 1 of the knowledge audit, employees, customers and executives are asked about the current knowledge management situation . The customers are asked about the need for action in the company and the employees fill out a questionnaire to classify their company . The survey can affect the entire company or just a department.

Within the analysis, the four dimensions are human ( incentive systems , learning & development); Organization (processes & methods); Technology (availability & acceptance, state of the art & topicality); and externa (customers & suppliers), the basis of the knowledge audit. Each of these dimensions has appropriate content-related aspects, which are derived from known success and failure parameters.

A questionnaire can contain the following aspects:

  • Questions about the "human" dimension:

Does your company have regular training on methodological knowledge?

Are the skills of the individual employees regularly measured and assessed?

  • Questions about the "organization" dimension:

Is knowledge and information about the core processes of your company documented?

Do team meetings take place on a regular basis?

  • Questions about the "technology" dimension:

Are there infrastructural IT interfaces to customers, suppliers, competitors and external third parties?

Are there electronic discussion forums or the like that are used for knowledge transfer?

  • Questions about the "External" dimension:

Do customer requirements flow into the development of company performance?

Do you have access to your suppliers' knowledge (costs, strategies, technology)?

Consequently, the results of the surveys can be classified in a company classification. Within this classification there are four possible levels to be achieved. When the final fourth phase is reached, a company can be described as a “knowledge-oriented company” .

Finally, in-depth interviews are held with selected employees and managers , which on the one hand again point out the need for action, but also provide initial possible improvement approaches.

step 1 Level 2 level 3 Level 4
M. Hardly any further training No need-based training Internal academies Online Distance Education
O Knowledge is not yet a factor of production Beginning process orientation Knowledge management as a support process Worldwide knowledge networks
T Non-networked workplaces Workplace equipment Mobile workplaces Real-time oriented mobile workplaces (worldwide)
Ex Production orientation, not customer orientation Customer and supplier knowledge is included Process determination by the customer Configuration of a specific product by the customer

Table 1: Company classification

Phase 2

After the audit, phase 2 takes place, in which the responses received from employees are specifically evaluated using dependency and evaluation matrices.

An overview is then created of the degree of maturity of the area examined in each of the four dimensions. Such an evaluation is shown in a table in the following example.

step 1 Level 2 level 3 Level 4
M.
O
T
Ex
0-19% 20-59% 60-79% 80-100%

Table 2: Evaluation of the knowledge audit

Such an evaluation of a fictitious company is shown in Table 2. In this you can see that this company is in level 1 in the human and external area. In the areas of organization and technology, it is in level 2. The percentages provide information about the extent to which knowledge management must be available in order to belong to the respective level. If a company only fulfills 0–19%, it is in level 1, with a degree of fulfillment between 20 and 59% it is in level 2. Between 60 and 79%, phase 3 is reached and the final phase 4 is between 80 and 100% .

Phase 3

In the third phase of the MOTEx analysis, the results are evaluated so that specific measures to improve knowledge management are created, which can be simplified by a graphic representation.

The result ultimately results as a classification of the four dimensions, through which the company can then specifically increase its efficiency with suitable solutions. B. traces its errors . In this way, the company can sustainably increase its market and competitive position.

Phase 4

In phase 4 a comparison can be made between the actual and the target situation.

The company can decide in which area it would like to strive for improvement. This can be, for example, an improvement of the virtual platform, a customer strategy workshop, a network analysis or the like.

Further specific solutions can be derived from the SENEKA project.

Summary

The various phases of the MOTEx analysis can be divided into the build-up phase (0–19%), the growth phase (20–59%), the maturation phase (60–79%) and the age phase (over 80%). It is important to know that from a certain degree of fulfillment an increase is associated with considerable expenditure of time and money. Without too much effort, it is only then possible to increase in the age phase through modifications, improvements and developments in the field of knowledge management.

The main focus of the analysis is "people", as this is the focus of the survey. Thus, there is no individual perception or an unreflected consultant decision. On the contrary, all employees belonging to the unit to be examined are questioned from the bottom up, and opinions from external partners or suppliers are also included.  

The MOTEx analysis was also implemented in a software tool in order to be able to implement it in a practical manner.

Basically it can be said that the MOTEx analysis supports companies on their way to meaningful, practicable knowledge management.

"Knowledge management is successful when it avoids lengthy searches, offers access to new ideas and inspiration, and ensures regular reporting and transparency in the company."

If the MOTEx analysis is carried out regularly, it can lead to continuous improvement in the company.

In this context, it should be mentioned that the MOTEx analysis is the only and first method that looks at the entire company, in contrast to previous methods that only looked at individual dimensions.

literature

  • Ulich, E .: Industrial Psychology .7. Edition. Schäfer-Poeschel, Stuttgart 2011, ISBN 978-3-7910-3049-4
  • Schmitt, R .; Pfeifer, T .: Masing quality management. 6th edition. Hanser Verlag, Munich 2014, ISBN 978-3-446-43431-8
  • Schuler, H .; Sonntag, K .: Handbook of Work and Organizational Psychology. Volume 6. Hogrefe Verlag, Göttingen 2007, ISBN 978-3-8017-1849-7 , p. 729ff
  • Hacker, W .: General industrial psychology, psychological regulation of knowledge, thought and physical work. 2nd edition, Hans Huber Verlag, Bern 2005, ISBN 3-456-84249-X , p. 369ff

Web links

Individual evidence

  1. ↑ Herbst, D .: Success factor knowledge management: Knowledge as a unique combination of information and experience - systematic recording, archiving and dissemination of knowledge - instruments of knowledge management . Cornelius Verlag, Berlin 2000, ISBN 978-3-464-49072-3 .
  2. ^ The origin of the WBI method. Accessed June 20, 2018 (German).
  3. ↑ a b c d Schmitt, R .; Pfeiffer, T .: Quality Management: Strategies, Methods, Techniques . 4th edition. Hanser Verlag, Munich 2010, ISBN 978-3-446-41277-4 , p. 341 ff., 348 .
  4. ↑ a b c d Pfeifer T .; Strina G .; Uribe J .; Betzold M .: Do we know what we know? Ed .: Journal for Business Science and Management Practice, io new management. No. 10 , 2003, p. 40 .
  5. ^ Probst, G .; Raub, S .; Romhardt, K .: Managing knowledge: How companies use their most valuable resource optimally . 4th edition. Gabler, Wiesbaden 2003, ISBN 978-3-322-94790-1 .
  6. ↑ Lehner, F .: Knowledge Management: Basics, Methods and Technical Support . 5th edition. Hanser Verlag, Munich 2014, ISBN 978-3-446-44135-4 , pp. 82 .