How an Organization Can Get the Best from Their Employees regard to Their Knowledge and Expertise - Essay Example

Investigating report how an organization can get the best from their employees regard to their knowledge and expertise al AffiliationTutor Date Investigating report how an organization can get the best from their employees regard to their knowledge and expertise  1.0 Introduction There have been myriad of debates on the need for employers to devise new methods of handling its employees in this contemporary era. It is evident that the field of Human Resource Management is evolving with time. A majority of the existing organizations have been seen to mobilize its human resource departments to restructure its systems. Organizations are documented to go back to the drawing board so as to mange its employees in a better way. Morgan and Schiemann (2009) argue that this form of restructuring will ensure that the organization’s functions and systems will run in a smooth manner. Among the changes that are taking part in the organizations today include inclusion of innovative techniques that render the employees have an obligation to offer the best for their companies. With the tough competition in the world of business, it is almost impossible for organizations to survive without embracing the changes that are taking part in the market especially in regard to employee relations. Studies indicate that organizations are terrified of the fact that, they may not be in a position to operate in the markets if they do not embrace the upcoming changes in the field of business. This fact implies that it is of the essence that novel human resource techniques and methodologies are incorporated into the organizations. 1.1. Body 1.1.1. Knowledge Management In an organization, it is mandatory to manage the organization’s knowledge. There are various forms of knowledge in the organization. Knowledge may be described as the cognitive ability of an individual to perform a certain task and varies from one individual to the next. This fact leads to a variation while dealing with employees in the organization. Some employees may feel completely at pains upon conventional treatments, all in all, the most important part is to ensure that all forms of knowledge are crucial and have to be managed. Majority of the organizations are coming up with management of knowledge projects through appointment of knowledge teams and personnel to handle the organizations (Payne 2006). 1.1.2. Forms of Knowledge 1.1.2.1. Explicit form of knowledge Explicit awareness is a type of knowledge that is simple to categorize and retrieve since it uses codes that enable the user to keep the information, reposses it as well as rectify documents. In as far as an organization is concerned, the people in a managerial position have to ensure that the employees have unlimited access to information and they are able to use it accordingly for their maximum benefit (Roth 2006). Some analysts however, argue that this type of knowledge is too simple to generate desirable results in as far as fostering competitiveness among the employees is concerned. 1.1.2.3. Tacit Knowledge According to Munk (2008) tacit knowledge refers to a type of information that is hard to define since it relies mostly on individual experience that difficult to explain to others. This is the type of knowledge that is embodied in the minds of individuals based on experience over the years. The values and beliefs that a person ascribes to have a huge impact on the output of employees in an organization. This is probably why most employers insist on hiring people with years of experience in a specific field as they are able to use intuition to solve problems. As a result, many organizations experience breakthroughs in otherwise difficult areas that would have required excessive coding to solve it. 1.1.3 Organizational culture and structure According to Abell and Oxbrow (2001) organizations are structured in a myriad of ways, depending on their nature and traditions as well as their objectives. The structure proposed by the organization verifies whether the organization’s operations will succeed or not. The organizational structures allow smooth flow of processes and functions in the organization. All departments of the organization as well as the employees will be in a position to know what roles to perform with whom, when and how. Poor organizational structures may endanger the success of the business for the reason that the employees and employers may not have an ample time dealing with weaknesses of the business as well as eliminate them (Heibeler 2006). In short, there is no viable environment whereby the organization’s goals and objectives can be implemented. Poor working relations among employees will be evident; in turn poor command in the organization is likely to be evidenced. Gersick (2000) indicates that the organizational structures may be influenced by the organization’s size, structure and the employees. Analysts argue that the higher the level of expertise in the expertise in the organization, the higher the level of the organization will be in a position to handle the expertise of its business. In light to this argument, it is mandatory that the organization devises the best means to acquire the best knowledge and expertise from its employees. In order to ensure the organization acquires the best knowledge and expertise from its employees, it is mandatory that the organizations embrace the flat organizational structure. Flat organizational structures operate on a short chain of command from top to bottom. The ability of management to control its employees is extremely wide. Gupta, Iyer and Aronson (2000) indicate that this form of organization is useful for small organizations. In such instances the organization is able to monitor its employees closely and acquire the best services from them. In this case, there are lesser stages of management which entail advantages ranging from lesser costs whilst attempting to get the best from their employees. The flat organizational structure enables organization get the best from their employees regard to their knowledge and expertise through the creation of team spirit within the organization. This structure allows for enhanced communication between employers and employees. The organization is in a better position to monitor what the employees are undertaking and devise a solution as fast as possible when need arises. Zack (2009) indicates that the flat organizational structure entails a lesser amount of bureaucracy and decision making takes place on an easier manner. According to Kouzes and Posner (2005) the hierarchical organizational structure is useful to organizations in relation to acquiring the best from their employees regard to their knowledge and expertise. All the hierarchies in the organization are closely monitored bay the managers of all stages of the chain of command. The authorities and responsibilities of each members of the organization are clearly outlined as well as the promotion path. With these the employees know the boundaries to cross and the repercussions of their actions. Specialist administrators are included in the chain of command of the organization to ensure that the employees are well supervised and motivated towards the organizational goals and objectives (Kotter and Schlesinger 2009). This structure also indicates the roles of employees in all departments of the organization, ensuring that all rules and regulations are adhered to by all. This structure would be extremely beneficial to the organization’s quest to attain the best from their employees through clearly stating goals and objectives that have to be followed at all times. 1.1.4. Technologies for communication and knowledge transfer Technology is one of the foundations of successful business operations. Cortada (2008) defines technology as realistic facet of managing knowledge. Technology ensures that knowledge is managed and maintained in an effective way. In today’s world, the use of Informational technology is a good example of technology useful in business organizations. Information technology is useful in organizations for its ability to provide forums for discussions and dialogues amongst employees. In real life situations, majority of the companies have undertaken IT as one the majors for starting a business. Creation and interpretation of information is made easier with IT in the business. Basically, use of it plays the role of communication, informing and enlightening employees in an organization. 1.1.5. Human Resource Techniques The Human resource manager has the responsibility of devising techniques that are useful in an attempt to get the best from their employees regard to their knowledge and expertise. Allee (2007) indicates that externalization is one of the best techniques useful for organizations. This technique captures information and organizes it in a new way so as to discover the same skills useful for the organization’s development. The Human resource manager may utilize workflow techniques, databases and imaging structures to ensure that the employees give their best. Training and progress is a technique used by human resource managers in an attempt to get the best from its employees. This technique informs the employees on their job knowledge and provisions by the organization. If the institution devises a curriculum whereby they teach its employees on the requirements of the job, it is much easier to get results from the employees. This process will also ensure that the employees are able to escalate on the service ladder through acquisition of new skills which they impart on the job. 1.1.6. Real life examples In the context of an organization, explicit form of knowledge may be applied in the context of an application of new technology in an organization. For instance if an organization wants to introduce the use of Information Technology in an office to maximize efficiency, the management may apply the use of laptops to make work easier. Explicit form of knowledge applies in that the employees are able to access all manners of information that would render the organization more productive and prolific unlike with no embrace of the technology. In relation to tacit form of knowledge, the organization may undertake a project of hiring experts who are well versed with the roles to be played in various departments in the association. With this the management is bale to acquire the best from its employees by giving them an opportunity to maximize on the abilities of the employees to specialize in their roles (Winter 2007). 1.2. Conclusion From the case study, it is justified to argue that it has dawned on many organizations that it is almost impossible to survive in the competitive market without embracing change in their systems. Knowledge management is an inexorable fact in all almost all organizations. In order to deal with knowledge in the organization, Skyrme (2009), advocates for defining resourceful approaches and devising systems that would make it easier for the organization become accustomed the new systems. 1.3. Bibliography Abell, A, and Oxbrow, N, 2001. Competing with knowledge. The information Professional in the KM age. LA. Allee, V, 2007, 12 Principles of Knowledge Management, Training and Development, Vol. 51, No. 11. Cortada, W, 2008, Rise of the Knowledge Worker, Boston: Butterworth-Heinemann.. Gersick, C, 2000, Habitual Routines in Task-Performing Groups, Organizational Behavior and Human Decision Processes, Vol. 47, no. 1, 2000, pp. 65-97. Gupta, B, Iyer, L, & Aronson, J, 2000, Knowledge Management: Practices And Challenges, Industrial Management And Data Systems, Vol.100, Nos. 1 And 2. Heibeler,R, 2006, "Benchmarking Knowledge Management", Strategy & Leadership, March/April, 2006, pp. 22-29; Kotter, J, and Schlesinger, L, 2009, "Choosing Strategies for Change." Harvard Business Review, March-April 2009, 106–114. Kouzes, J, and Posner, J, 2005, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. New York: Jossey-Bass Publishers.. Morgan, B, & Schiemann, W 2009, "Measuring People and Performance: Closing the Gaps." Quality Progress 1 (2009): 47–53. Munk, N, 2008, "The New Organization Man." Fortune, 137, no. 5 (2008): 34–41. Payne, L, 2006, "Unlocking an Organizations Ultimate Potential Through Knowledge Management", Knowledge Management in Practice, American Productivity & Quality Center, vol. 1, no. 1, April/May, 2006. Roth, A, 2006, "Achieving Strategic Agility Through Economies of Knowledge", Strategy & Leadership, vol. 24, vo. 2, 2006, pp. 30-37 Skyrme, D, 2009, Knowledge Networking: Creating the Collaborative Enterprise, Butterworth: Heinemann. Winter, S, 2007, "Knowledge and Competence as Strategic Assets", in The Competitive Challenge: Strategies for Industrial Innovation and Renewal, Cambridge: Ballinger Publishers. Zack, M, 2009, Developing A Knowledge Strategy, California Management Review, Vol. 41, No. 3 Read More