Difference between revisions of "Asset management"
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== Description== | == Description== | ||
| − | Asset management is an approach for management of a [[Nuclear organization|nuclear organization]]| to consider, in a balanced fashion, the entirety of its resources. | + | Asset management is an approach for the management of a [[Nuclear organization|nuclear organization]]| to consider, in a balanced fashion, the entirety of its resources. Asset management, broadly defined, refers to any [[System|system]] that cost-effectively monitors and maintains things that are of value to an organisation [1]. This includes management of tangible assets such as personnel and other animate creatures, facilities, equipment, fiscal investment, inventory, and [[Intangible asset|intangible assets]] such as [[Knowledge|knowledge]], see Fig 1. |
As [[Knowledge management|knowledge management]] concerns itself with [[Knowledge|knowledge]], at least part of which is organization's [[Intangible asset|intangible asset]], KM and asset management partly overlap, see Fig 1. | As [[Knowledge management|knowledge management]] concerns itself with [[Knowledge|knowledge]], at least part of which is organization's [[Intangible asset|intangible asset]], KM and asset management partly overlap, see Fig 1. | ||
Revision as of 17:56, 23 April 2014
Definition
Asset management is Management of organization's assets
Summary
Description
Asset management is an approach for the management of a nuclear organization| to consider, in a balanced fashion, the entirety of its resources. Asset management, broadly defined, refers to any system that cost-effectively monitors and maintains things that are of value to an organisation [1]. This includes management of tangible assets such as personnel and other animate creatures, facilities, equipment, fiscal investment, inventory, and intangible assets such as knowledge, see Fig 1.
As knowledge management concerns itself with knowledge, at least part of which is organization's intangible asset, KM and asset management partly overlap, see Fig 1.
Approaches such as the balanced scorecard can be employed to assure appropriately distributed attention to the whole of an organization’s resources. Also a well-planned KM system can contribute to meeting such challenges.
