Knowledge Management System in Building and Construction - Coursework Example

A Knowledge Management Solution By: Student’s Name Course and course code Class Institution Date Contents Contents 2 1.0 Introduction 3 3.0 Principles of knowledge Management 8 4.0 Tools of Knowledge Management 10 1.0 Introduction Knowledge Management System (KMS) has emerged as an imperative tool in the 21st century, where efficient service delivery defines an organization’s success. The system is applied to improve the situation or solve the organization’s problems identified in case analysis of the Elbonia Building and Construction Commission (EBCC) which include waste of labor, lack of supervision and lack of efficiency. This paper will present a design to improve the shortcomings highlighted in the case analysis and the application of KMS principles and tools. The design comprises the database management and customers or market components that are essential in developing efficient customer contact center. The customer component is treated with optimal sensitivity as it is the pillar of the customer contact center. This is intended to provide satisfactory information to the customers and later reduces the time spent in making calls during the consultation. The database management component is the source of information to the organization that is later translated to knowledge. The employees consume the information given to them and use it to create interaction with the customers. The outcome is therefore realised as the employees get motivated due to smooth work flow and therefore minimal supervision is required. EBCC UML FLOW DIAGRAM OF KNOWLEDGE KMS System 2.0 Flow of knowledge Organizations compete depending on the level of their capability to manage knowledge. The knowledge in the organization is stored in the database management department. The knowledge flow from the database management department manned by the CCC and the senior CSO. The knowledge is given to the staffs, the CSOs, offering the line phone services, email services, and counter services. The information is then transferred to the customers through the personalized services such as face to face interaction, auto services from pre-recorded voice instruction. This is knowledge imparted to the customers. The source of information can either be internal or external. The information is directed to senior CSO and CCC database management where the information in synthesized and shaped to fit the EBCC core values of services offered. The outcome will be reduced a number of staffs needed to be employed to offer the customer services. The supervision work will accordingly reduce due to a reduction in a number of employees. The coordinated flow of information will boost confidence and morale of employees leading to satisfaction and indirectly attracting and retaining the customers. The organization should provide customized websites providing intended information to the customers and non-customers (Jennex, 2015). 2.1 Use of Existing knowledge Asset The presence of subject matter experts or domain experts with competency in policies and procedures and practices of problem-solving of the organization are knowledge assets that need to be utilized well as they will make necessary adjustments in the policies and procedures (Malhotra, 2015). This impacts the attitude and relations of the organization to the state. Through collaboration, a comprehensive decision is based on the knowledge support available. The decision released gives a go ahead to release the information to the target customers through the three contact points which are the counter services, phone services and the Webby. As the information is disseminated is monitored and reporting of daily workload done (Montano, 2014) 2.2. Policies and Procedures Policies and procedures are guidelines that dictate the activities of an organization. The system works well in the presence of the team leaders who implements the policies and procedures laid out. The implementation enhances the knowledge flow throughout the organization. For information to flow from the database management system to the customers at the different site requires coordination and self-initiative. The management has to follow up the day to day running of each department and provide a solution where shortcomings present. The senior CSO has to supervise the staffs ensure shift time is adhered to for instance from 8 am to 5 pm. The continuous training program has to be emphasized to fully embrace the new phone system TCC, automated pre-recorded voice instructions and other new technology strategy embraced. The counter service which is the mirror of the organization has to be monitored with maximum strictness so that the picture of the organization is not soiled. These ranges from time strictness in arriving at work and sensitivity in handling the customers (Maier, 2014). 2.3 Management of KMS The knowledge management system would be managed by the Elbonia Regional Area Offices remote management as they head the customer contact center. The management is comprised of experts with specialization in customer care which places then in a better position to manage the system. The tools key in addressing the problem include the content management, data harvesting, and content creation tools; all these tools will ensure accurate and correct knowledge is captured. The management will ensure quality customer services are offered without delay. Any consultation is not delayed to maximize customer satisfaction (Boisot, 2013) 2.4 Use of Technology Technology use in KMS is inevitable for its success. The tools required in the management of the problems in the organization include installation of the camera at various service delivery points to allow surveillance and monitoring of handling customers. The cameras will reduce the workload of supervisors. Camera monitors will ease the work of surveillance. Technological investment such as videoconferencing is required where the communication can flow smoothly without interference where new phone system the TCC and central data handling system is required. The number of calls done through the TCC should show change from the 1300 calls made per day. The employees at each level of service delivery require a hand on skills and knowledge on the use of the system. Finally tools for acquiring knowledge and applying it are required which may include the intelligent and adaptive technologies tools (Tsui, 2015). 2.5 Operational Changes Changes in the whole organization are pertinent to improve service delivery. The channel of flow of information should be observed, and services offered to the customers should be personalized to meet the customer needs and maintain satisfaction. This will further reduce the number of phone calls. The attitude needed to improve the individual level of knowledge and performance has to be encouraged by proving an environment that supports the same may be by providing incentives. In addition offering continuous professional education and supporting publication of individual work in the journals (Boisot, 2013). 2.6 System Evaluation The effectiveness of the system needs to be evaluated to facilitate application of changes where necessary. The organization efficiency will be evaluated by checking the financial reports and the daily workload. The customer service delivery will retain the customers and increase the propensity of attracting more customers. The customers feed system will determine its reliability and validity. 3.0 Principles of knowledge Management Knowledge management in EBCC requires first-hand information of how to run it effectively. The core competency in knowledge management needs the ability to learn, develop adaptation and change. Knowledge has a minimal shelf life due to emergence new problems that require a solution. Knowledge management is guided by the principles illustrated. Self-organizing; knowledge organizes itself around the group or organization to identify itself and have a purpose. It is capable to arrange itself in the form useful to the learners and bring change in the day to day living. (Al-bastaki, 2014). Community seeking; knowledge happens within people. It cannot be isolated from the people or community. The best example is the internet that requires people so that its importance can be evident. Knowledge is always friendly and friend is making to those interested to learn new things. (Al-bastaki, 2014). Uses language; knowledge require language to allow sharing or transfer from one person to the other. Sharing of experiences is entirely enhanced by language. The organizational knowledge can be expanded by developing a language to describe work and experience. It is impossible to communicate with customers in the organization without language. This language either attracts customers or chases them. The choice of language matters and must be in line with the culture or background of the target customers. (Al-bastaki, 2014). Multiple solutions; knowledge has no single solution as it is dynamic. This requires the organization to keep the knowledge mobile and ready to for any changes. The need for continuous learning is paramount so as to remain relevant to the organization and maintain the pace of the emerging technology (Al-bastaki, 2014). Limited life; knowledge does not expand; it reaches a point where some information is lost for instance the emergence of new computer software that speeds the working of the computer or simplifies work done using the Microsoft suite. Reversing of knowledge acquisition and letting go of some traditional ways of thinking leads to the development of new and suitable knowledge. The traditional way of doing things reaches a point and becomes obsolete as it is not meeting the emerging needs of the people. This forces acquisition of new knowledge that is relevant (Pivert &Zadrożny, 2014). Free asset; knowledge is an asset that no one is in charge or can claim full responsibility for its presence. It remains a social process where anyone can own and utilize according to his capability. The value of knowledge is personal as it depends on the ways you use it to bring change to your life (Pivert &Zadrożny, 2014). Uncontrollable; knowledge is not under any set rules or systems; it is self-organizing. The best way to allow its development is to remove any hindrances or barriers. For example content on the internet differ from one site to another as each illustrates their theme in different ways. The emergence of new needs is not under control, and thus the need for knowledge to provide a solution to the problems is inevitable (Geisler & Wickramasinghe, 2013). Definition of knowledge; the query about knowledge definition will determine how it will be managed. The concept of knowledge ownership leads to the acquisition of coded knowledge that is protected by copyrights and patents (Al-bastaki, 2014). Messy; knowledge aspect is not separable from the anything neat. It is completely connected to the universe. To control it is next to impossibility as it involves multiple factors. Slips away; knowledge cannot be tied up as coded knowledge or a patent or database, this rigidity and formality lead to loss of creativity. Knowledge is uncontrollable and thus keeps on changing. Any means to stop its growth makes it slippery and slips away. 4.0 Tools of Knowledge Management Management of knowledge requires tools such as navigation aids. This help focuses on the core values of the organization. Navigation aids include North Star, Compass, vessel, maps and guides, crew feedback, and evaluation. (Pivert & Zadrożny, 2014). North Star; this stands to represent the purpose, core principles, and identity that directs the organization. The knowledge is self-organizing and thus organizes itself around the purpose of the organization. Moreover, the star enables to focus on what is needed depending on the knowledge of the customers (Pivert, & Zadrożny, 2014). Compass; this navigation aid represents the principles and strategic plan. Most organizations provide a chance for knowledge expansion by integrating various systems in the organization. The strategies that can be used to diversify common language may include the problem-solving techniques, process analysis and emphasis of total quality management (Ganesh & Nagarajan, 2014). Crew; knowledge is within people in the organization. Knowledge cannot be addressed without the mention or involvement of people who are the key stakeholders. Knowledge grows in individual people and collectively. The company can set a culture or environment conducive to continuous learning where knowledge is shared, and employees expand their knowledge through self-directed learning. The culture can be enhanced by allowing publication of employee’s findings in the journal (Al-bastaki, 2014). Maps and guides; an organization based on use knowledge guides and maps which create route or pathway to constructing knowledge across diverse performance levels. Companies work hard to identify how and where to access knowledge because of the value bestowed on the knowledge. For example mapping and lotus notes can be used to access knowledge (Pivert, & Zadrożny, 2014). Vessel; an organization requires media to support exploration of knowledge. These may include technology such as information system, email and web technologies, secondly, equipment such as a whiteboard, videoconferencing equipment play a great role in exploring knowledge. Thirdly, tools such as job aids, knowledge maps and computer-based system boost the performance of the company and finally the physical infrastructure such as libraries, learning centers, meeting rooms and executive strategy rooms where massive resources are available to boost knowledge of the organization. The organization can beside have a company homepage where the employees are directly connected and learn (Pivert& Zadrożny, 2014). Feedback and evaluation; this is last tool where the organization must have a means to assess their progress and determine if they are on the course. The evaluation will allow gauging and manage asset such as knowledge and give support to continuous improvement. The item measured communicates the core values of the organization and therefore no evaluation tool can be neutral. However, if the organization wants to expand its knowledge, it must understand how its values shape it (Pivert & Zadrożny, 2014). BibliographyBottom of Form Top of Form Bottom of Form Top of Form Top of Form Bottom of Form Top of Form Bottom of Form Top of Form Bottom of Form Al-bastaki, Y. A. L 2014, Building a competitive public sector with knowledge management strategy. Hershey, Business Science Reference. http://search.ebscohost.com/). Boisot, M 2013, Knowledge Assets, Oxford, Oxford University Press, UK. Ganesh, K., Mohapatra, S., & Nagarajan, S 2014, Design and development of knowledge management for manufacturing: framework, solution, and strategy Geisler, E., & Wickramasinghe, N 2013, Principles of Knowledge management: theory, practices, and cases. Armonk, N.Y., M.E. Sharpe. Jennex, ME 2015, Knowledge management in modern organizations. Hershey, PA, Idea Group Pub. Maier, R 2014, Knowledge management systems: information and communication technologies for knowledge management. Berlin, SpringerBottom of Form Malhotra, Y 2015 Knowledge management and virtual organizations. Hershey, Pa, Idea Group Pub. Available from: http://www.books24x7.com/marc.asp?bookid=2905. [20th July 2016] Montano, B 2014, Innovations of knowledge management. Hershey, PA, IRM Press Available from: http://public.eblib.com/choice/publicfullrecord.aspx?p=3308725. Pivert, O., & zadrożny, S 2014, Flexible approaches in data, information and knowledge management. Available from: http://public.eblib.com/choice/publicfullrecord.aspx?p=3092049. [20th July 2016]Top of Form Tsui, E 2015, Technology in knowledge management. Bradford, England, Emerald Group Pub. Available from: http://www.books24x7.com/marc.asp?bookid=13058. [20th July 2016] Read More