Chapter 13 Copyright and Fair Use

Copyright and Fair Use Scenarios and Resources

Here in the Office of Instructional Consulting (IC), questions regarding copyright and fair use are continually posed in regard to using and repurposing digital video, images, and other online resources for educational purposes.  Although there are lots of checklists and rules available for working within the bounds of copyright and fair use, most lists are only helpful in very cut-and-dry situations and often fail to account for most common instructional scenarios that involve complicated and cloudy situational factors.  Every scenario is different and situational or contextual factors can always cloud the final recommendation.

Having dealt so often with questions of copyright and fair use, We felt it would be useful to share some of the resources that we use in our office on a regular basis to make recommendations.  One type of copyright/fair use resource we find particularly useful that goes beyond a simple fair use checklist, and provides somewhat of a problem-based approach utilizes scenarios and recommendations.  The scenario approach is becoming more popular, but we have our favorite resource, which comes for the University of Minnesota.  We are find these scenarios very helpful not only for the context, but also because most of the scenario recommendations also provide justification and links to additional resources.

Chapter 12 Knowledge Management

Knowledge Management is a new branch of management for achieving breakthrough business performance through the synergy of people, processes, and technology. Its focus is on the management of change, uncertainty, and complexity. It evolved from the need for advancing beyond the failing paradigm of Information Technology Management that accounts for 70%-80% system failures. As 'IT' becomes more of a commodity and endowed with more complex 'potential' capabilities, there is need for re-focusing on strategic execution. As we transition from an era of information scarcity to information glut, there is need for re-focusing on human sense-making processes underlying decisions, choices, and performance. In this new paradigm for increasingly uncertain and complex business environments, dynamically evolving performance outcomes are the key drivers of how 'smart minds' use 'smart technologies' to leverage strategic opportunities and challenges. 

Knowledge management efforts typically focus on organizational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organization. KM efforts overlap with organizational learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. KM efforts can help individuals and groups to share valuable organizational insights, to reduce redundant work, to avoid reinventing the wheel per se, to reduce training time for new employees, to retain intellectual capital as employees turnover in an organization, and to adapt to changing environments and markets (McAdam & McCreedy 2000) (Thompson & Walsham 2004). 

In terms of the enterprise, early collections of case studies recognized the importance of knowledge management dimensions of strategy, process, and measurement (Morey, Maybury & Thuraisingham 2002). Key lessons learned included: people, and the cultures that influence their behaviors, are the single most critical resource for successful knowledge creation, dissemination, and application; cognitive, social, and organizational learning processes are essential to the success of a knowledge management strategy; and measurement, benchmarking, and incentives are essential to accelerate the learning process and to drive cultural change. In short, knowledge management programs can yield impressive benefits to individuals and organizations if they are purposeful, concrete, and action-oriented. 

More recently with the advent of the Web 2.0, the concept of knowledge management has evolved towards a vision more based on people participation and emergence. This line of evolution is termed Enterprise 2.0 (McAfee 2006). However, there is an ongoing debate and discussions (Lakhani & McAfee 2007) as to whether Enterprise 2.0 is just a fad that does not bring anything new or useful or whether it is, indeed, the future of knowledge management (Davenport 2008).

Chapter 11 Information System

INFORMATION SYSTEMS

Information Systems (IS) are a strategic necessity and innovative systems that
are focused on identifying and improving the performance of key business drivers deliver a competitive advantage. Coca-Cola Bottling Indonesia (CCBI) is a market leader
in innovative systems and is committed to the ongoing investment in appropriate technology that can enhance value across the organization.

World class solutions require dedicated people and our commitment to recruiting and training
the best mix of technical and analytical system managers, designers, engineers, developers and implementers is the reason we will continue to prosper. Our dedicated IS team is structured to be integrated within our business activity functions to ensure solutions are integrated, focused on priorities correctly and are delivering the desired results.

We are committed to user education. The solutions CCBI choose to deploy are leading class business applications or infrastructures. To ensure the most value can be gained form our investment our IS team are also responsible for ensuring our end users are capable at transactional processing and information dissemination.

The Indonesian business environment is developing quickly and to ensure CCBI has a balanced approach to achieving growth we ensure we invest in research and development. Given our relationship with the wider Coca-Cola system we are able to tap into the large 'knowledge bank' of innovative solutions deployed worldwide and can adopt these into our environment if required.

Coca-Cola Bottling Indonesia produces core brands such as Coca-Cola, Sprite, Fanta, and Frestea in factories spread all over Indonesia. To keep quality beverages produced in accordance with the standards, we apply a strict production process which is recognized internationally.

Giving the codes on each product is the most important part of the overall process. With the codes that we keep our customers get the drinks in the best taste.

Each code indicates specific descriptions about the product. There is a code that shows information about the date of manufacture.

There is a more complex code, consisting of letters and numbers indicating day, month, shift, and the factory where the drink is made. Anything else that does not appear on the packaging because the ink used can only be read by special technology

All this shows our commitment to ensure that technology, human resources and materials we use, all aimed to satisfy our customers and our consumers.

PEOPLE DEVELOPMENT

People development has been one of the central focuses of our management in order to prepare a competent, dynamic and dedicated work force. Our goal is to satisfy more than 200 million consumers through servicing, with excellence, around 400,000 customers throughout Indonesia.

We realize that in order to capture all opportunities, provide superior service to our customers and face challenging competitive environment, our teams must have the appropriate knowledge, skills and the right attitude.

With the long history of Coca-Cola in Indonesia, whilst we continue to recruit young people with the potential to fill key roles, we also continue to provide training and develop people to ensure that our organization capability meets the business demand, and that our people are capable of delivering the expacted results.

A dedicated team for people development has been installed to improve functional-technical skills, as well as the managerial and leadership skills, of our key employees. This function has been supported and certified by a number of international training and development resources. They include, among others, The Coca-Cola Company, Coca-Cola Amatil  and some other international institutions.

A group of facilitators is recruited both from within and from outside with strong business acumen, hands-on experiences in the related fields and, more importantly, with 'educational-at-heart'.