Implementing Knowledge Management Systems and Procedures - Coursework Example

Implementing Knowledge Management Systems and Procedures Name Course Name and Code Date Introduction Knowledge management is a strategy of harnessing and exploiting intellectual capital for the purpose of customer commitment through effective decision making, innovation, and efficiency and also to gain competitive advantage. Knowledge management is important for a business entity. A knowledge management system is a structure that integrates numerous organizational elements in collective experiences, values, insights, learning, organizational information technology infrastructure and organizational culture. It streamlines the numerous processes and approaches to advance the requirements of an organization. An entity that concentrates on advancing the requirements of knowledge management creates a learning organization. A learning organization can understand the environmental variables both regarding internal and external processes. An organization emphasizing on knowledge management gains competitive advantage and its implementation incorporates numerous variables and approaches. Identification of the Business Problem Effective implementation of knowledge management needs identification of the knowledge management problem or the business problem, which needs resulting. The knowledge management should then be aligned with the overall business objectives. An organization may have voluminous information and comes regarding diversity and quantity (Dalkir 2013). The implementation of knowledge management should desist from taking a voluminous approach at the same time. Gathering and implementation of knowledge may be premised on ideologies and attitudes and aligning these attitudes towards solving the business problem is important (Holsapple 2013). The knowledge management is made of building blocks and each building block should be definite regarding its limits and expectations (Tornøe et al. 2011). The implementation method for viewing the entire knowledge management should be inexpensive, quick and direct (Liebowitz & Frank 2010). Thus, the businesses problem should be aligned to the operations of the organization and shielding the organization from obstacles associated with implementation. Preparation for Change Knowledge management should not be viewed from the perspective of technology rather the entire processes associated with improving the operations in an organization (Tornøe et al. 2011). Knowledge management involves cultural changes in the method in which the employees perceive the development of knowledge (Holsapple 2013). The different stakeholders within an organization should be involved in knowledge management. The corporate management should be involved while the line employees should also play an important role in achieving the varied goals (Dalkir 2013). The common failure associated with the poor implementation of knowledge management is concentration on technology rather than on the individuals involved in the implementation process. One cultural change that has to be addressed is the normal approach in which organizations rewards individuals while knowledge management is a teamwork requirement. Thus, creating a model that advances the requirements of knowledge management through adjusting the nontechnical aspects is important to the effective implementation of the strategies (Liebowitz & Frank 2010). Creation of Team After the identification of the problem, a team should be assembled to create structures to advance knowledge management to solve the problem (Holsapple 2013). Some of the features used to create the team includes who has the knowledge, how are they using the knowledge, can the expertise of the team members be categorized? The creation of the team will also need an effective and strong team leader. The implementation of knowledge management should incorporate wide content range and be done across organizational boundaries (Dalkir 2013). The knowledge management should not be limited to one department meaning the team should be made of different members of the relevant departments. The elected leader should have the techniques and capabilities to advance the requirements of the knowledge management and is imperative to note that change cannot be imposed on an individual. Hence, the leader and team members should have the capabilities to advance measures to address the problem (Liebowitz & Frank 2010). Performance of Knowledge Audit The purpose of knowledge audit seeks to identify sources of knowledge that are used to solve the identified business problem. The starting point includes the categorization of processes that defines the manner and way in which the organization operates (Dalkir 2013). The auditing process should not be complex or long rather it requires answering some important questions. The auditing process seeks information or groups the information into two categories (Holsapple 2013). The categories are the current knowledge that exists and the knowledge, which is missing (Tornøe et al. 2011). Identification of the missing information results in the determination of measures used to collect and implement the knowledge management. It also enables organization of knowledge management requirements. Different methods exist of arranging information and disseminating the same information, and it is important for an organization to determine the most appropriate strategy based on the outcome of the auditing processes. Definition of Key Features The implementation processes should address the requirements of effectiveness and key features (Holsapple 2013). Acquisition of knowledge management technology should assist in addressing business problems while also enhancing the overall information technology infrastructure. Some of the features aim to address system security, customizability, measurability and openness (Dalkir 2013). It also guides the information system department to determine the technologies and products to build internally or to buy (Liebowitz & Frank 2010). These numerous features are aimed at improving implementation process of knowledge management and ensuring a culture of advancing the requirements of knowledge management is integrated to organization operations and objectives. Ensuring these features reflects the requirement of the organization is crucial because the purpose of knowledge management to identify missing knowledge areas and implementing approaches to advance the requirements of knowledge. Thus, advocating the requirement of key features and its implementation is integral to the entire processes of an organization and knowledge management system. Knowledge Management’s Building Blocks Implementation of knowledge management should be done in phases (Tornøe et al. 2011). A phased approach allows a smooth approach in which the implementation is based on an earlier approach. Each phase of the implementation should factor into consideration the requirements of the knowledge at that phase to enable moving to the next phase. Utilization of phases approach ensures that immediate benefits area realized and its effectiveness is premised on the return on investment (Holsapple 2013). The knowledge management incorporates numerous processes, which are aimed at facilitating the distribution, transfer, organization, and collection of knowledge among the employees. The success is depended on the building blocks because pursuing a large project may create challenges associated with effectiveness and measuring the success (Dalkir 2013). Using blocks allows identification a problem and seeking solutions to the problem. Implementation in blocks enables learning in which with phase identifies the processes and approaches for the next step. Thus, utilization of building blocks improves the effectiveness of the entire knowledge management system. Linkage of Knowledge to People Knowledge can be viewed from two different perspectives (Tornøe et al. 2011). The knowledge that originates from the organization and the knowledge that originates from the employees (Dalkir 2013). The management may have voluminous information and data, which can be analyzed easily to obtain information for decision making (Holsapple 2013). The employees can further their education and knowledge through advancing their educational knowledge and also participating in seminars (Liebowitz & Frank 2010). Thus, the information should be posted on a directory that advice and informs on the availability of knowledge expertise and who can accomplish a given task. The effective of knowledge management is enticing the employees to provide their expertise and knowledge to advance the requirements of the organization (Yates & Paquette 2011). The employees may be requested to update the knowledge directory in ensuring their respective capability can be identified easily. Hence, through searching the directory, it is possible to identify an individual to accomplish a given task. Conclusion The implementation of knowledge management is not an easy task. It requires voluminous information and allocation of resources. However, the implementation should be based on phases and inclusion of the different stakeholders. Thus, a group approach and a collaboration strategy should be championed in achieving the requirements and expectations of knowledge management. References Dalkir, K 2013, Knowledge management in theory and practice, London: Routledge. Holsapple, C 2013, Handbook on knowledge management 1: Knowledge matters, London: Springer Science & Business Media. Liebowitz, J & Frank, M 2010 Knowledge management and e-learning, New York, CRC press. Tornøe, CW, Garnett, CE, Wang, Y, Florian, J, Li, M & Gobburu, JV 2011, ‘Creation of a knowledge management system for QT analyses’, The Journal of Clinical Pharmacology, vol. 51, no. 7, pp. 1035-1042. Yates, D & Paquette, S 2011 ‘Emergency knowledge management and social media technologies: A case study of the 2010 Haitian earthquake,’ International Journal of Information Management, vol. 31, no. 1, pp. 6-13. Read More