Knowledge is crucial to any organization. Toffler (1991), in his novel Powershift, stressed the idea that control of knowledge is the turning point of tomorrow’s worldwide struggle for power in every human institution. In today’s fast paced society, an entity’s knowledge base is quickly becoming its only sustainable competitive advantage. As such, this resource must be protected, cultivated and shared among entity members (Firestone, 2000). After all, everyone in an organization utilizes knowledge and the management of these knowledge assets will determine the sustainability of an institution in the knowledge era. Knowledge Management caters to the critical issue of organizational adaptation, survival and competence in face of increasingly rapid environmental change (Malhotra, 2003). It involves the identification and analysis of available and required knowledge assets and knowledge assets related processes, and the subsequent planning and control of actions to develop both the processes so as to fulfill organizational objectives (Skyrme, 2001). With proper knowledge management systems, any organizations, network or individual can productively carry out their operations and programs in pursuant of organizational goals and objectives. It focuses on “doing the right thing” instead of “doing things right”. Knowledge management is a framework within which the organization views all its processes (Malhorta, 2003). In this view, all organizational processes involve creation, dissemination, renewal and application of knowledge toward organizational survival, growth and development. Consequently, this ability of knowledge management will empower decision-makers in organization to come up with strategies and techniques on how to carry o... ... middle of paper ... ...ion of knowledge in DLSL and on the different components affecting its system like organizational and technological infrastructures. Capturing individual knowledge so that it can be managed and applied properly by the entire organization is the major premise of this study. Works Cited Firestone, J.M. (2000). The Development of Social Indicators from Content Analysis of Social Documents. Policy Sciences. 249-263. Leonard, A. (2008). The Viable System Model. Journal of Knowledge Management Practices. 56-65 Malhotra, Yogesh. (2000). Knowledgeable Management for the New World of Business. Retrieved from http://www.brint.com/km/what is.htm, 2000. Skyrme, D. (2001). Creating the knowledge-based Business. Business Intelligence, 44-56. Toffler, A. (1991). Powershift: Knowledge, Wealth, and Violence at the Edge of the 21st Century. USA: Bantam Books. .
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Introduction This business proposal characterises knowledge management in details of resources and enablers. Knowledge management controls what the organisation knows and recognises (its knowledge resources). Queensland Corrective Services is about decision-making and administrating corporate governance in terms of planning, risk management and budgeting. Knowledge management manages enablers, by shifting knowledge around the organisation and the systems that support this movement. Queensland Corrective Services creates value from knowledge and delivering performance improvement.
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
(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.
...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.
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A new vocation has developed within corporations that drastically impacts the way companies manage their information and internal knowledge. This position has many titles, but most commonly is referred to as the CKO, the chief knowledge officer. The responsibilities of this position primarily focus on managing unstructured information and internal knowledge. Xerox refers to this raw data as assets, or more formally, “intellectual capital,” “knowledge assets,” or “intangible assets.” Because knowledge management is considered a tactical occupation, Xerox considers the CKO a part of the upper management team. An effective CKO should be able to create an alignment with unambiguous knowledge and culture within a company (Leibowitz, 2002).
Abdullah (2009) gives an explanation for knowledge as fluid mix of framed between experience, values, contextual information, expert insight and grounded intuition in order to provide an environment and framework for evaluating and incorporating new experiences and information. This study addresses that KM applied in the minds of knowledge management in the simplest terms it means exactly that management of knowledge.
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In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
Knowledge retention is an important part of knowledge management. According to Daniel Alpert at the University of Oklahoma, knowledge retention strategies improve innovation, organizational growth, efficiency, employee development, and competitive advantage. At the UNESCO meeting on High Level Group of Visionaries on Knowledge Acquisition and Sharing, which met in June 2007, they stressed the need for improved knowledge acquisition models and strategies (Liebowitz, 2009). He also mention the key reason for performing knowledge retention is to grow the institutional memory of the organization. In this manner, employees can learn from past successes and failures to ensure positive results. Learning from others could help avoid going down the wrong paths or reinventing the wheel.