Cycle of Knowledge Management - Assignment Example

Cycle of Knowledge Management In order to manage the actions of the stakeholders in the knowledge management process the cycle of knowledge needs to be understood. The cycle incorporates four parts like identification and creation of knowledge, codification of the same to help in easy transferring and finally assessing the impact of the same on the situation (Jawadekar, 2011, p.189). Components of Knowledge Management Systems The entire cycle of knowledge management is divided into some essential components pertaining to information and human systems, the larger social system and the different cultural factors rising from collaboration and the organizational philosophy and structures. These components help in generating adequate change in the existing business process when being fed by data sets (McNabb, 2006, p.27). The same can be represented through a diagram as follows. The management of a knowledge based organisation counters an important challenge in regards to management of the human resources engaged who manage the organisational knowledge systems. People working in a knowledge based organisation share the large volumes of explicit knowledge between each other. The explicit knowledge is gained by the individuals from the external business environment and the potential of gaining effective knowledge from outside sources also depends on the absorptive capacity of the persons (Cohen and Levinthal, 1990, p.128-129). This explicit knowledge is transmitted among the organisational people through effective training programs thus helping in effective decision making activities regarding modification of products and processes (Choo and Johnston, 2004, p.78-79). Such information is shared between the human resource team in the form of informal conversations and is stored in the form of personal archives in notebooks and personal files maintained in the concern. This practice of archiving the personal knowledge databases of the people working in the business organisation saves both time and energy in times of need. It is because the people in the form of informal relationships tend to share potential knowledge resources unknowingly. These recorded in the archives helps the people in retrieving and gaining access to them in an easy manner. Thus through the above system the knowledge base of the workers can be rightly managed and enhanced to help enhance organisational productivity. Encouraging the persons to share their personal level knowledge excites them to think and work in a more creative and innovative fashion. The knowledge base of the employees enhanced on the basis of explicit knowledge can be used further to enhance the knowledge base of the other employees in the organisation. Thus the explicit knowledge gained by one group of employees becomes implicit or tacit in case of others who endeavour to gain such from the archives (Jain, 2011, p.1-5, 11-12). Role of Human Resource Management in Knowledge Organisation From the above discussion it becomes clear that the process of sharing of knowledge resources within the premises of an organization greatly depends on the activities of the internal people. Henceforth human resources play an integrated role in the knowledge sharing activity within an organization based on certain value, systems and structures. The process of sharing of knowledge inside an organization can be understood mainly in three ways. Firstly the organisation serves as a large knowledge structure which can be used by the employees in disseminating potential information along the different layers. Similarly in the second case the knowledge base can be shared among the individuals through an interpersonal approach (Bhatnagar, 2006, p.419-420). In here the knowledge gained by one group based on experiences is shared amongst the others or the new comers in the organisational process. The explicit knowledge turns into tacit knowledge. In the third case the individual also tends to share the knowledge gained through working in the concern with the external environment. Through the use of internet large amount of databases are disseminated along the external business environment to third party holders. Thus the organisational manager is responsible for the effective flow of knowledge in both the internal and external business environment (Schwartz, 2006, p.223; Mogotsi, Boon and Fletcher, 2011, p.42-43). Case: Knowledge Management in Jordan Manufacturing Companies The paper would now focus in representation of cases regarding how organisational managers of different companies tend to manage the disseminating of knowledge resources in the concern. It is found that manufacturing organisations based in Jordan are based on structures which would help in the effective percolation of knowledge across the different layers. The organisational structures are created in such fashion as to help the people get access to potential information for enhancing their productivity. The knowledge sharing activity in the Jordanian manufacturing companies are however carried out without the rendering of incentives as it is held to excite unhealthy competition (Almahamid, McAdams and Kaladeh, 2010, pp.332-334). Motivational Activities in Knowledge Management Motivational exercises carried out to encourage the people to share potential organisational information among each other help both the organisation and the individuals to enhance their productivity parameters. The experienced employees through potential training programs tend to share the explicit knowledge gained among other people in the concern to whom it appears to be a bundle of tacit knowledge. Sharing of operational and technical information helps the employees to enhance on their productivity and performances. This enhancement of the productivity and performances of the individuals in turn helps the organisation to develop on its commitments in generating advanced and modified products and services. This fact in turn helps the concern gain both in terms of productivity and market shares (Schwartz, 2006, p.226). Case: Knowledge Management in Caterpillar In an organisational case study based in Caterpillar the organisational managers tend to create non-financial motivational systems in the organisation to excite the people to share potential information among each other. The organisation has created a virtual interface to help the people relate with each other to share knowledge resources among them. Caterpillar through the creation of virtual interface excites the people to converse effectively with each other via the virtual plane. This mode of conversation helps them firstly to gain knowledge of diversified cultures and knowledge bases to improve on their performances. The employees through such virtual networks gain the advantage of communicating in a face-to-face manner which in turn motivates them to get highly involved in such practices (Ardichvili, Page, Wentling, 2003, p.73-74). Training Programs and Knowledge Management The induction of Training programs like the 360 degree performance appraisal systems and role playing techniques helps in bettering up the internal relationships among supervisors and subordinates. Moreover the above techniques would also help the individuals to develop their positions in the concern. Similarly introduction of activities like ‘job rotations’ in the concern motivate the people to act in a motivated manner in the concern through minimising morbidity in the workplace. These job rotation practices also help the people develop in their operational knowledge and thus can effectively work in different situations enhancing the productivity and profitability of the concern. Work Culture Diversity in Knowledge Organisations Modern day business organizations working round the globe incorporate a large pool of human resources belonging to different regions. These people tend to reflect large amount of diversity in the organisation. These cultural differences of the people can be effectively assimilated by the organizational manager to help the people interrelate with each other. Such enhanced interrelation among the different people made possible helps in the enhancement of the knowledge base of the people in the concern (Mehrabani and Mohammad, 2011, p.173). Case Studies: Organisational Culture and Knowledge Management Organisational cultures in the concern tend to share effective relationships with the knowledge management base of the organization. In this regard several case studies can be analysed like the case of BP Amoco which renders increased stress on the developing a trusted relationship with the employee base of the concern. This enhancement of trusted relationships in the organisational culture helps the people to largely welcome the introduction of virtual networks. This creation of virtual networks in the concern based on trusted relationships help the employees to share potential information amongst each other (Shu and Chuang, 2011, p.687-688). Again in another company Nucor Steel it is found that shifting of the organisational culture to include reward systems based on generation of financial incentives motivated the employees to work in a more productive fashion. These people thus endeavoured to gain more amount of knowledge resources to help develop their skills and efficiency so as to perform in a more productive and efficient manner in the concern and thereby gain recognition. Reward culture within the organisation can also be viewed in regards to the case studies of Samsung Life Insurance Company which worked in designing a knowledge web portal in the concern. The employees were encouraged to log in their identities in the knowledge bank and thereby gain points. The employees on gaining a total of 200 points could redeem such in gaining access to overseas training activities. Thus the above examples clearly depict how the different organisational cultures help in the enhancement of the knowledge dimension of the people in the concern and thus enhance productivity (Storey, 2004, p.187). A.2 Hofstede's Six Dimensional Cultural Frameworks Hofstede's Six Dimensional Cultural model explains the difference in cultures across nations. Hofstede found six cultural dimensions at the organizational level. Qualitative differences between societal and organizational cultures is the fact that organizations have a certain degree of choice about the culture that it chooses and the culture in which people are born and grow up are decided from beforehand (Mooij & Hofstede, 2010, p.85-88). Grid and Group Culture Theory According to this theory, the group dimension is a reflection of the strength of bonding between people. On one hand, individuals are separate and distinct and have common reasons to stay together, although with less sense of connection or unity. On the other hand individuals have collective unity sense and relates personally with each other. The grid personality describes the differences between people in the group and the roles they take up (Grendstad, Selle, Strømsnes & Bortne, 2006, p.72). Organisational barriers to knowledge sharing Researchers have identified a number of barriers to knowledge sharing in organizations. Firstly, some organizations do not want to accept personal mastery as the benefits cannot be quantified and it is intangible. Some researchers have pointed out that empowering people in an unaligned organization might be counterproductive. According to Lee, & Ahn, (2005), employees are found to be unwilling to share knowledge with their peers effectively. These are some of the people and cultural issues which create barriers towards sharing knowledge (Keyes, 2008, p.83). Knowledge Management as a Socio-Technical Process According to this theory an organization is required to understand exactly what knowledge does it possess and what knowledge does it require to attain its objectives. It is critical where creativity and innovation is needed for organization’s success. Technological advancement, global competition, communication tools and systems and the desire for greater organization’s financial performance have generated shorter shelf life of services and products and have increased the need for differentiation and improvement of what an organization delivers to its customers (Dulany & Pellettiere, n.d., p.304). Difference in Perceptions of People in Knowledge Management Concerns An organization is largely constituted by large number of people who tend to reflect differences in attitudes and perceptions. These people owing to different perceptions tend to perceive the organisation values and principles in a different fashion. The management of knowledge resources within the organisation finds larger interrelation with the cultural base of the modern organisations. Organisations of the current age are spread along several regions encompassing diversified groups of people pertaining to different cultures. These people reflect different attitudes while utilising and advocating on the knowledge resources available in the concern. With the emergence of internet as a communicating medium the human resource base pertaining to different regions and cultures can now effectively communicate with each other. The existence of different cultural bases in regards to multinational firms however is found to render some negative impacts on the effective utilisation of the knowledge resources of the concern. Difference in cultural and communication parameters in the organisation tend to create constraints in the enhancement of the individual knowledge base. Thus organisational managers need to create effective strategies to help in the reduction of cultural barriers in the organisation (Pauleen, 2007, p.10-12). Right and Wrong Organisational Culture Before proceeding on to understand the effects of wrong or misleading organisational culture on the optimal utilisation of the knowledge resources it is firstly needed to understand about how to demarcate between the right and wrong culture. Organisations in which people tend to honour the ethics and value systems of the organisation and also where the organisational task is accomplished through the building up of teamwork help in cultivating a good internal culture. Good organisational culture in turn helps in the cultivation of effective relationship with the internal and external stakeholders of the business corporation. On the contrary the practice of wrong or faulty habits by the organisational people tends to disturb the organisation’s image in the eyes of both the internal and external people. Good organisational cultures are such which tend to create a harmony between the organisational systems and ideologies to that of the individual perceptions and knowhow. This harmonious relationship thereby tends to help in the maximisation of profits and market share of the concern (Alvesson, 2002, p.44). Case Study: Organisational Culture at Alpha and Beta Case studies based on organisations like Alpha based in United States show that wrong perceptions and miscommunications between the organisational people with the employees happen to create a wrong organisational culture. The internal people in the concern are found to complain of the existence of a bureaucratic organisational structure. This type of structures limits the initiative taking spheres of the people in the concern. Further this structure also fails to encourage the individuals to work effectively in teams. Rather they tend to perform in an isolated fashion which thereby restricts the flow of internal communication to help in the enhancement of the knowledge base in the concern. This type of organizational structure is encouraged by the business organisation in regards to the avoidance of risks emanating from the external business environment. Thus it is found that people working in such organisational environment tend to build up their individual potentials rather than working for the development of the teams. Thus explicit knowledge gained by the individuals fails to get shared among other team members and hence does not help in the enhancement of knowledge base of the concern. The organisational structure of this type tends to act in a more vertical manner and thus limits the freedom of thought of the individual employees. However in regards to another organisation Beta it is found that organisational cultures fostering a sense of recognition and identity in regards to the organizational individuals and also coordinating and controlling the individuality aspects happens to render productivity. Thus the individuals are encouraged to discover newer production processes and systems. However the final innovation is authorized by the higher authority of the organization. Under the guidance of the upper management the subordinate teams can effectively work on the innovation methodologies in a much enhanced fashion. Thus a combination of both effective monitoring and controlling systems and enhancement of teamwork helps in the maximum utilisation of the knowledge base in the concern (Leidner, Alavi and Kayworth, 2006, p.26-27, 32-33). Case Studies on Organisational Culture and Knowledge Management In another case study the organisational culture and belief is such that tends to regard the knowledge resources as large data repositories. The internal people are required to manage these large data sets in an effective manner. Henceforth this practice tends to create a huge obligation in the minds of the people in that they are required to treat such knowledge resources as an asset base of the concern. This enhances the obligations in the minds of the people. Further another set of organisational culture tend to figure the knowledge base of the organisations as resources which tend to get mundane after a certain time period. Thus these people feel that large amount of investments need to be rendered for helping the concern render new innovations. This fact in turn deters the people from advocating the growth of knowledge pertaining to innovation in the concern. Organisational cultures that do not advocate team work in the concern also creates a problem for the effective enhancement of knowledge base in the concern. Without effective collaboration between the organisation people the knowledge resources within the concern fail to get transmitted amongst the different individuals. This rise of disjoint communication structures within the concern fails to enhance the development parameters of the individuals. This fact thereby tends to create conflict in the organisational environment. The organisational cultures must be so created based on values and systems as would help to focus on the external environment of the concern in a holistic manner. Focus on the external environment helps the organisation gain explicit knowledge about changes in the demand situations and other legislative, political and social changes. This explicit knowledge would thus help the organisation to rightly modify the tacit knowledge resources in the organisation. Enhancing the tacit knowledge would help the organization in conducting effective management of the changes in external demands. Organisational cultures in certain organisations reflect that the supervisory teams tend to invest large amount of financial and infrastructural resources for helping in the development of the existing knowledge base of the concern. However in that it is found that organisations fail to explore new knowledge bases or areas to rejuvenate their operational and strategic framework. Thus organisational cultures need to be modified to encourage the incorporation of new ideas rather than working on the existing ones. Again it is found that certain organisations tend to render large amount of investments in the enhanced incorporation of information technology to develop the knowledge base of the individuals. However in that it is found that enhanced use of information technology to develop the knowledge base reduces the need for effective communication among the individuals. This practice is considered wrong for knowledge enhances through face-to-face communication. Focusing on the above conflicts between knowledge resources and organisational culture effective suggestions can be placed. Firstly the employees must endeavour to understand through proper training programs that knowledge as an effective resource base in the concern rather than an obligation. Secondly the employees must continually endeavour to modify the existing knowledge base of the concern by keeping an eye on the changes in the external environment. In the third case the individuals are required to design new role plays to revamp their interest for working in the concern in a rejuvenated fashion. Such role plays would help the employees in understanding the potential of their individual positions in the organisation. 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