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14-44 ภาษาอ​ ังกฤษ​สำ�หรับเจ้าหน้าที่สำ�นักงาน

เร่ืองท​ ่ี 14.3.1
Meanings and Importance

Reading passage 8
Situation 4 Having read about Knowledge Management in the office from the web site of the
annual conference of the Thai Chamber of Commerce, Mr. William Johnson, the Managing
Director, discussed knowledge management with Orawan.

Activity 25 Listening Comprehension
Listen to the dialogue and fill in the following blanks with the missing words.
J ohnson: I was reading an interesting blog about Knowledge Management (KM) the other
day.
Orawan: What is Knowledge Management, Bill?
Johnson: T he full scope of knowledge management (KM) is not something that is (1)
. He said before we can look at the differences in the definitions, we
have to examine the similarities.
Orawan: Well, I don’t know (2) .
Johnson: K M is about making the right knowledge (3) . It is about making
sure that an organization can learn, and that it will be able to retrieve and use its
knowledge assets in current applications as they are needed. In the words of Peter
Drucker it is “the coordination and exploitation of organizational knowledge re-
sources, in order to create benefit and competitive advantage”.
Orawan: He sounds as though he made careful study (4) .
Johnson: Where the disagreement sometimes occurs is (5) the creation
of new knowledge. Wellman (2009) limits the scope of KM to lessons learned and
the techniques employed for the management of (6) . He argues
that knowledge creation is often perceived as a separate discipline and generally
falls under innovation management.
Orawan: It’s all quite complex, isn’t it?
Johnson: Y es, Bukowitz and Williams (1999) link KM directly to tactical and (7)
. Its focus is on the use and enhancement of knowledge based assets to enable
the firm to respond to these issues. According to this view, the answer to the
question “what is knowledge management” would be significantly broader.