A. (106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership. B. Culture is the biggest critical factor in KM as it can predict the likelihood of a KM system use and estimate its success (Chase 1997, Chin-Loy and Mujtaba 2007). Research into North American companies supports the idea that culture correlates with KM success, suggesting that there may be a standardised barrier to KM regardless of location (13). (100-213) stated that personal barriers exist such as expecting cooperation in a competitive environment that are influenced by organisational culture. (100) found that there was a fear of technology that lowers employee participation in knowledge management systems. This can be explained by concerns about cybersecurity and job security as employees think managers …show more content…
Bad leadership, especially when a top-down approach is used (14) limits the success of KM as employees proceed to follow examples given by authority figures. (100)(2001) explored HS(in full) found that KM was successful when 'instead of a top-down approach of policy making, the management adopted a middle-up-down approach '. However, it was later found that consistent effective management is key to maintain successful KM. (100) found a Lack of clear structure when implementing KM can translate to a lack of confidence from employees in management can lead to failure with employees viewing it as a 'temporary fad
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
The management of knowledge within the context of organizational processes is a determining factor of its effectiveness and level of performance. Hislop (2013) stated, "One of the key distinctions in the knowledge management literature relates to epistemology" (p. 8). In an attempt to acquire an in-depth understanding of key aspects of knowledge management I will analyze a key organizational job position that possesses valuable experience and traits of fulfilling responsibilities. My analysis will include a description of the organization and position, a review of the perspectives and types of knowledge, as described by Hislop (2013), as they relate to the job position, and the challenges encountered in transferring
McLean, J. (2005). Management and leadership: Dispelling the myths. British Journal of Administrative Management, 9(1), 16-17. Retrieved from http://web.ebscohost.com.ezproxy2.apus.edu/ehost/pdfviewer/pdfviewer?vid=20&sid=5c780ccf-104d-49c6-9368-db4615f766bd%40sessionmgr113&hid=108
Moorhouse, A. (2005, November). International Management Organizational Behavior. Retrieved October 16, 2008, from University of California Berkley: http://www.ocf.berkeley.edu/~matran/Files/proKarenLeary.doc
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
In the article, Cultural constraints in management theories, Geert Hofstede examines business management around the globe from a cultural perspective. He explains how he believes there are no universal practices when it comes to management and offers examples from the US, Germany, France, Japan, Holland, China and Russia. He demonstrates how business management theories and practices are very much subject to cultural norms and values and by understanding these differences, it can give managers an advantage in global business practices.
Within leadership, there is the opportunity for many issues in itself. Leadership styles and practices, one of the most vital aspects determining productivity in organizations, is truly what sets the standard for every level of management within a company. If a proper leadership style is not chosen and followed to lead a team within an organization, there will be no one to follow and the team will certainly not be successful. The repercussions of poor leadership will certainly make a drastic difference in a company. This can include the needs of not only employees, but
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Leadership Theories and Studies. (2009). In Encyclopedia of Management. Retrieved July 20, 2011 from http://www.highbeam.com/doc/1G2-3273100155.html
Howell, J. P., Bowen, D. E., Dorfman, P. W., Kerr S. & Podaskoff, P. 1990, `Substitutes for leadership: Effective alternatives to ineffective leadership', Organizational Dynamics, summer, (p 23)
There are many examples of poor leadership behavior in today’s workplace. Inadequate leadership can be detrimental not only to a team within an organization, but also to the entire organization itself. I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees. When a leader’s weaknesses are overlooked, large problems occur.
Organizations have leaders who are effective and ineffective. Many of us want to be leaders but, do we have what it takes to be effective or are we going to be ineffective. Leaders are people who build their organization and employees up. Ineffective leaders are those who only care about getting a check. This paper will discuss effective and ineffective leaders. The effective and ineffective leaders I have had the pleasure to work with.
These viewpoints of FMC Aberdeen and FMC Green River will try to incorporate alternative methods that will help leverage their employees’ abilities and implement new methodologies that both organizations could use to reinforce their managerial approaches. In these case these two FMCs’ is not of the same because one organization is rare in that its management is minimized for most of the work is done by self-directed work teams and the other is larger, older, in a different industry, and unionized. Although their missions will vary by their industry, values will dictate the way in which the mission is achieved. And for them to use these new methods, leadership has to set the whole change process in motion, because leadership...
Miroshnik, V. (2002). Culture and international management: a review' The Journal of Management Development 21(7): 521-544
Hofstede, G . (1983). The cultural relativity of organizational practices & theories. Journal of International Business Studies ,14 (2), 75-89.