Managing Communication, Knowledge and Information - Essay Example

?Managing communication, knowledge and information Managing communication, knowledge and information Introduction The last part of the 20th century gave birth to the emergence of an Information age and digitization, and has led to increase in opportunities and challenges related to the collection, storage and handling of information. The common thing among many organizations is that, communication does not take place effectively, and that there is insufficiency in both information and work-based knowledge when making decisions. Most organizations are in dire need of being able to draw upon their knowledge and collective capacity to create and revolutionize during times of drastic change, which includes mergers and acquisition, technology disruption, privatization and also changes brought by the external environment. This paper seeks to establish an understanding of the meaning of communication, information and knowledge management, and show how these three aspects can be improved within an organization, including the integration of Information Technology systems to hasten company’s operations. In details, this paper will look at communication process, internal and external sources of knowledge and how managers can improve the communication process as well as communication skills. In addition, the role played by various stakeholders in ensuring effective communication is explained. Lastly, it also covers how IT systems can be used for collecting, analyzing, storing, disseminating and providing access to knowledge and information. Discussion Communication management Communication is the process of transmitting a message from a sender to a receiver in a comprehensible manner. It can also be the process of sharing thoughts, ideas, and feelings with others while making sure that those thoughts, feelings and ideas are well understood by the people concerned. Communication is all about speaking, listening as well as observing. Effective communication is crucial in the business world and personal life too. Since communication accounts for the difference between success and failure in many businesses and that it is critical to the successful operation of modern organizations, effective communication is an absolute must. Moreover, every person in an organization needs to understand the principals of effective communication. Companies everywhere are working towards the realization of Total Quality Management (TQM) and effective communication, and the manner in which individuals perceive and converse with each other in the workplace is crucial. Poor communication reduces quality, weakens productivity, and later leads to anger as well as lack of trust among stakeholders in an organization, and therefore, communication process is the guide towards the realization of effective communication. In communication process, the passing of information from the sender to the receiver takes place, and individual who follow the process have the opportunity to become more productive. Communication process within an organization is usually determined by the nature of the organizational structure. Communication process is made up of four key components, which is encoding, the medium of transmission, decoding and feedback. The communication process begins with the sender who can be an individual, group or organization that initiates communication and ends with the receiver. The sender‘s attitude, experience, knowledge, skills experience, perceptions and culture have an influence on the message. Therefore, the sender is usually responsible for the success of the message, and the written words, spoken words and non-verbal language selected are paramount in ensuring the receiver interprets the message intended (Burnett & Dollar 1989). The encoding process is the first step in the communication process. A sender must encode, which means translating information into a message that represents ideas and concepts usually in the form of symbols, and it becomes a coded message which will now be communicated. The sender usually begins by deciding on what has to be transmitted when encoding the message, and this decision is based on the receiver’s knowledge, along with what additional information the receiver has to have. Moreover, the sender has to use symbols that are familiar to the intended receiver. Transmission of a message involves the use of a channel or medium, which is a means used to convey the message. Although most organizations use either oral or written as medium for transmitting messages, visual expansion is becoming more common due to the current technology expansion. Telephone and a variety of written forms such as letters, memos and reports are commonly used, and the effectiveness of these channels depends on the characteristics of communication. The sender has to select the appropriate channel because it will greatly assist in the effectiveness of the receiver’s understanding, otherwise it may not even reach the receiver. There are several factors that influence the sender’s decision to use either oral or a written channel of communication, and it includes, the urgency of the message, whether the message needs immediate feedback, pre-requisite for documentation, the complexity and confidentiality of the message, whether the message is for someone inside or outside the organization and communication skills that the receiver possess. Once all these factors have been taken into account, the sender can choose an effective channel. After the appropriate channel has been selected, the message goes through the decoding stage, which is done by the receiver. The message is received and examined, then interpreted in order to derive a meaning out of it. The receiver interprets the symbols sent and translates the message in accordance to their level of experience. The extent to which the receiver understands the message depends on a number of factors including the knowledge of the topic, the acceptability to the message and the existing relationship between the sender and the receiver. Feedback is the last connection in the communication process chain, whereby the receiver responds in the form of spoken comment, a written message, a long sigh and facial expression. Even when the receiver does not response, to some extent is a response, and without feedback, the sender cannot confirm the receipt neither the correct interpretation of the message by the receiver (Bovee & Thill 1992). Through feedback, the sender can assess the effectiveness of the message, and provides an opportunity to clarify on a misunderstood message. Feedback also points out significant communication barriers, for example, different word interpretation, differences in the background and different emotional reactions. Types of formal communication in an organization The first is up-down type of communication, also dubbed downward communication which communication originates from the management level and it is distributed towards the junior level. This type of communication constitutes orders, directives and policies. Up-down communications are needed to provide information on procedures, practices and rules to the employees, to instruct employees about work methods and to give performance feedback to the subordinates. This type of communication needs to be interpreted into operational and practical language as it passes down the levels of hierarchy. The second one is down-up or upward communication, which is marred by neglect, though many decisions regarding the strategies or policies as well as objectives made at the higher levels of hierarchy mostly depend on information received through the upward channel. The functions of the upward communication channel are; to receive employees’ complaints and grievances, to provide feedback to management on policies and programmes implementation, to provide information about output and quality of products, and to collect employees’ views and reactions. Knowledge management Knowledge management is defined by Jones (2006, p.117) as the process of acquiring knowledge from the organization or another source and turning it into an open information that can be used by employees to transform it into their own knowledge. Knowledge has become a very critical aspect of organizational competitiveness, which translates to business success (Dalkir 2005). There are two basic characteristics of knowledge management, the first being knowledge complexity and the second is knowledge applications. Knowledge complexity comprise of clear and tactic knowledge, gossips, informal networks and knowledge chain. Knowledge applications are based on sharing of knowledge throughout the organization. These applications include intermediation, which is the connection between people and knowledge, externalization, described as the knowledge to knowledge connection, internalization, explained as the connection of knowledge to questions, and lastly, cognition, which is the linking of knowledge to the process. Knowledge management main objectives consist of managing organizational intangible assets, for example, the knowledge of their workers. Knowledgeable workers are the most valuable human resource; therefore, finding competent and motivating existing human resource is vital to the success of most organizations (Drucker & Maciariello 2008). When employees have no idea that they do not know, do not know who is knowledgeable, and have not been told the importance of sharing knowledge, then organizational knowledge cannot be effectively managed (Dalkir 2005). Zheng, Yang and McLean (2010), provides an all-rounded understanding of how organizational context influences knowledge management effectiveness, and they proposed factors that are critical to knowledge management success. These factors include organizational culture and structure, management and leadership support, technological infrastructure, strategy, processes, knowledge management team, education and training and incentives. Albescu, Pugna & Paraschiv (2009), explains that culture in particular has a deep effect on knowledge management while knowledge management approaches can be applied to influence culture. In fact, in the worldwide economy, knowledge management is a form of inter-cultural management. The main objective of knowledge management is to create an organization’s value. However, organizations should avoid using one approach to knowledge management efforts in its entire departments. The knowledge diversity in the workplace has to be considered in order to maximize the efficiency of knowledge management. Human beings still hold the key to knowledge despite the growth in information technology and its contributions to organizational efficiency. Leveraging organizational knowledge for competitive advantage Organizational knowledge can be improved through human capital development; after all, human capital is part of knowledge management. Every organization has to maximize on talent attraction, employee retention, and performance. Moreover, intellectual capital is a component of knowledge too, and it is categorized in to three parts. First is human capital, which reflects the set of experience, knowledge and abilities. Second is relational capital, which portrays the organization’s relationship with its shareholders, administrators, suppliers and customers. Thirdly, is structural capital, which includes technological and organizational capital and represents knowledge rooted in organizational structures, for example, policies, procedures, routines and organizational culture. The ability to strategically manage knowledge is an important source of organizational competitive advantage. A successful achievement of knowledge management in any organization should be behavioral and not technological, meaning that people in the organization need to share ideas. Knowledge sharing is the exchange or trading of knowledge between individuals, among teams and organizational units. McNeish and Mann (2010), explain knowledge sharing as the ability to take action on knowledge that a person has and proposed that sharing and combining knowledge always come before knowledge transfer. It is advantageous when employees shares what they know, as it helps the organization run its operation fast. Knowledge sharing usually depends on the social relationships between individuals and the condition of the working environment. Sharing information is a rewarding behavior as it improves their performance and decreases employee turnover. Facilitation of knowledge sharing and transfer involves nurturing a encouraging environment and establishing a technical infrastructure, for example, developing knowledge networks, providing organizational support and making knowledge visible and accessible. However, since an organization does not know what any person knows, it is difficult to enforce sharing of knowledge. Information versus knowledge management Over the years, people have recognized the importance of collecting and using information which later leads to the creation of knowledge. Information comes from data which have been collected, analyzed, corrected or condensed to an understandable version. Information is also data put in context forming the basis of knowledge. Things learned put into action becomes knowledge, which is needed in any operational level. Information management The main objective of information management is to enhance the capabilities of the organization to cope with the demands of both its internal and external environments thus promoting organizational effectiveness (Rowley 1998, p.361). Information management includes extensive information on policy planning, the maximization of information flows, the development and upholding of integrated systems and services and the harnessing of cutting edge technology to the end-users functional requirements. Information management brings together four elements which include information contexts, information systems, information environment and information retrieval, which has been highlighted as a key component, while the other three is to facilitate information retrieval. Information retrieval exists in two-fold; a micro-informatics level, which deals with individuals’ needs and the use of information, and a macro-informatics level, which takes a general look at the relationship between information, organization and society as a whole (Rowley 1998). The introductions of the levels, means that information management is broadened to include the notion of information systems. The notion of knowledge creation and its connection to information management imply that knowledge creation has to be facilitated in both information management research and the organizational context. Knowledge management is different from information management in the sense that, knowledge management consists of resourceful responses to new opportunities and challenges while information management involves prearranged responses to the anticipated stimulus. Internal and external sources of knowledge contribution to firms’ innovation performance Most firms rely mostly to internal sources of knowledge as it has the most crucial influence on the firm’s operations. These sources are developed in the course of in-house r & d activities, educational and training programs and continuous process improvement. To a great extent, innovation performance is dependent on the organization’s own efforts, and this is common considering that innovations have an influence in the firm’s competitive position in the industry. Therefore, firms rely heavily on internal sources and confine their innovations internally. Although firms rely mostly on these sources, it is not usually sufficient to generate innovation and therefore, this calls for a supplement of knowledge acquired outside the firm. For firms to ensure a secure flow of new ideas and approaches to innovations and technological advancement, they need to secure global relations with firms and institutions in the same industry. With the current wave of fast technological change, external links provide firms with supplementary assets needed to adapt to the ever-changing economical and technological environment. These external links may even give birth to long-term regional growth, and makes a firm avoid sudden collapse or a decline in its own innovative capability. Generally, combining internal and external sources of knowledge improves innovation by a great margin, and accessibility to external knowledge can be acquired through interactions with firms and institutions in the outskirts of the local area (Todling, Lehner & Trippl 2004). Role of information technology systems The current growth in information technology has increased awareness and the influence of knowledge management, but technology is only used as an enabler of knowledge management systems since knowledge management is not a technology. IT and knowledge management systems are not the general solution, but simply tools. The distribution model which includes collecting information and advertising its availability has not been an effective way for organizations to manage knowledge. Therefore, organizations must align their knowledge management planning with their activities and strategic objectives before considering technology solutions (Hedgebeth 2007). Information and Communication Technologies (ICT) systems improve a firm’s competitiveness as it facilitates communication as well as the transfer of the same. An ICT system does not only involve a computer, but an entire system of hardware, software, data and users. The ICT system is a catalyst for modernization of public services, productivity and innovation and improves communication for blind or deaf individuals. Communication in firms has been made faster since the introduction of social media as a way of connecting with friends and even professionals. Companies can now create pages in the social media that markets products and services, communicate on new changes and they can also respond to queries, complains as well as comments from employees, current and potential clients and shareholders. Social media platforms for example, facebook, twitter, linked-in, wayn, pinterest, flicker allow firms to communicate through text, images, videos, and so much more. Some even give a chance to chat on video with a client or agent like skype. Users of these social media sites can distribute information to a controlled network of friends and review updates. These channels improve the user’s ability to communicate information efficiently, thus removing traditional barriers such as distance and time separation. Moreover, knowledge management systems (KMS) have been created to facilitate the collection of data, storage, analyzing, re-use and retrieval (Jennex 2007). Role of stakeholders in effective management of communication, information and knowledge Stakeholders are people who have a personal interest in the outcome of an organizational policy, and this interest motivates them to try and influence the development of the policy. Stakeholders can be clients, shareholders, employees, and directors, the community around the enterprise, the government and potential investors. Communicating with various stakeholders is critical in any business as it develops good relationships between the organization and its immediate environment. It may also assist in influencing the wider environment by informing and changing attitudes towards the target groups. Additionally, communicating with various stakeholders assist in nurturing trust, social responsibility, market transparency and professional ethics, all of which supports the objectives of the organization. Good communication and information sharing is vital to the decision making. In summary, the reasons for communicating with the stakeholders include improving relationships with stakeholders, to allow management to make informed decisions, create awareness in uprising matters affecting the organization and the stakeholders, and to allow them to contribute to a sensitive issue affecting them. Planning has to be done before the dissemination of any information, and this process involves analyzing a situation by defining the problem in hand, plan on what medium of communication to use, implementation, which means taking action by communicating information, and later, assessment, which is evaluating the process as well as the feedback. The advancement of technology has improved the rate at which information is passed to a large number of groups, and since it has many advantages, it is used more often. The current mechanisms used to communicate to stakeholders include email, facsimile, structured meetings, PR consultants, professional groups, television and radio, workshops and open days, website, lectures and surveys. Barriers to effective communication Every organization exists in an environment that is made up of many partners, and many decisions are reached through liaising with various groups making communication difficult in terms of time and effectiveness. Communication forms a day-to-day life of any organization, and while developing a communication strategy, an organization has to ensure that it develops a policy that support or promotes knowledge sharing in a consistent, understandable and timely manner. Anything that hinders this policy from good communication is seen as an obstacle and should be dealt with when it arises. These obstacles include poor or incomplete data, cultural differences, distorted perceptions, confidentiality agreements, lack of timeframes, legal issues, non user-friendly terminologies, inconsistency in approach; multiple source remitting the same message, use of inappropriate language for the targeted audience, too much meaningless information and reluctance to share information. To curb the above barriers, an organization has to ensure that the information passed should be clear, concise, has a follow-up, has been acted upon, follows agreed timeline, targets the right audience and follows a clear defined action plan. In addition, the management must ensure that there is an open organizational environment which ensures employees and other stakeholders that management is interested in their views and complains. Moreover, employees who are responsible for distributing information must send relevant and important information, in terms of both content and format. Lastly, supervisors and departmental heads should be a bridge and not a blocking wall in the communication channel, especially in the case of grievances, complaints and failure reports which can be interpreted as indicators of their ineffectiveness by their superiors. Conclusion Communication, knowledge and information management is vital to every organization, and the three aspects relate in one way or the other. The first thing to note is that, enforcement of the communication process ensures a success in communication in any organization. Members of the organization especially the management and employees have to realize that by following the communication process and abstaining from different obstacles will improve their communication skills. Many organizations nowadays have a communication department to make sure that all information is up to date, easy to find and consistent. In addition, knowledge sharing is important as it enables employees to grow within the organization without having to acquire knowledge somewhere else. What is also common in every organization is the presence of barriers that hinder its effectiveness, but these barriers can be done away with by employees. The use of technology also comes in as a great boost to effective communication and knowledge. It ensures that data is stored safe for the future. Social media has brought huge impact to the way people communicate their views or grievances easily and fast. The role of stakeholders in communication also comes out strongly in this paper. Stakeholders have to be communicated about new developments in the organization for them to make a wise decision, especially the investors, clients and employees. Lastly, even as organizations rely on internal sources of knowledge for effective operations, there comes a time whereby external sources have to be integrated to improve efficiency. All these factors add competitiveness in an organization. References Albescu, F, Pugna, I, & Paraschiv, D 2009, Cross-cultural Knowledge Management, Informatica Economica, vol. 13 no. 4, pp. 39-50. Bovee, C, L, & Thill, J, V 1992, Business Communication Today, McGraw-Hill, New York. 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