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Introduction |
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Elements of KM System |
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Measures of Effectiveness (Rubric) |
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Arch details of 2 KM Systems |
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Comparison based on rubric |
The assignment was to describe the elements of a good KM system; this includes strategic issues and technical issues (which didn’t address the technical side).
This part of the assignment needed to look at the elements of the system and develop a rubric or metric to evaluate KM systems to see if they are capable of performing the KM task, I really missed this part of the assignment.
The purpose of this assignment was for me to develop an understanding of how to go about selecting an appropriate KM system, the paper started by describing the elements of the system. Then the paper was suppose to develop a measurement rubric (which was missed), then there was research available off the shelf systems (this was missed also) and compare their architectural elements (data repositories, platform, connectivity services, capabilities, KM services, user interfaces, etc.) (Also missed), then evaluate the two systems based on the rubric that was developed – this is the same drill someone would go through if they were tasked with procuring a KM system for an organization. Overall the paper really missed the mark on most of these requirements.
No sub-headings to help organize the paper – this could be why so much was missed of what was required. Then again, I didn’t specify that in our last session. Thanks Kim
|
Introduction |
|
Elements of KM System |
|
Measures of Effectiveness (Rubric) |
|
Arch details of 2 KM Systems |
|
Comparison based on rubric |
The assignment was to describe the elements of a good KM system; this includes strategic issues and technical issues (which didn’t address the technical side).
This part of the assignment needed to look at the elements of the system and develop a rubric or metric to evaluate KM systems to see if they are capable of performing the KM task, I really missed this part of the assignment.
The purpose of this assignment was for me to develop an understanding of how to go about selecting an appropriate KM system, the paper started by describing the elements of the system. Then the paper was suppose to develop a measurement rubric (which was missed), then there was research available off the shelf systems (this was missed also) and compare their architectural elements (data repositories, platform, connectivity services, capabilities, KM services, user interfaces, etc.) (Also missed), then evaluate the two systems based on the rubric that was developed – this is the same drill someone would go through if they were tasked with procuring a KM system for an organization. Overall the paper really missed the mark on most of these requirements.
No sub-headings to help organize the paper – this could be why so much was missed of what was required. Then again, I didn’t specify that in our last session. Thanks Kim
Running Head:
KNOWLEDGE MANAGEMENT
1
KNOWLEDGE MANAGEMENT 7
KNOWLEDGE MANAGEMENT
Isaac Moreno
IS-6230
May 21, 2013
KNOWLEDGE MANAGEMENT
Knowledge management is usually a major challenge to many organizations. It so happens that when a strategy is laid poorly, it results to a failure (Helpman, 2002). It is important to know why knowledge management is important in the first place. As the organization grows, it goes through different experiences. Every challenge that an organization experiences presents new opportunities to study the situation, innovate and finally solve (Helpman, 2002). Experiences could be diverse and may involve strategies, domain specific knowledge or algorithms (Campa, 2007).
It is therefore very important for an organization to ensure that it has syndicated this knowledge so that in case such a challenge occurs in future, the organization is able to deal with the situation in a better way and thus remaining competitively advantaged. In a small organization, syndication is not usually a big problem since everybody knows what their colleagues do. However, as the organization grows, most of its operations become compartmentalized and hence it becomes hard for knowledge sharing to occur naturally (Campa, 2007). It therefore becomes obvious that there is urgent need for a sober effort to implement an effective and efficient knowledge system. A successful knowledge management must be in a position to address the following key areas. It should be able to cultivate a culture which encourages knowledge sharing, it should understand the need to protect intellectual properties and finally it should have a clear strategy for dissemination ( Hummels, 2001).
Building a culture of knowledge sharing is the key to a successful knowledge management system ( Hummels, 2001). It therefore needs the support and the needed attention from the senior management all the way downwards for the organization to attain the desired goals. In most organizations, there are means through which their best are rewarded (Hummels, 2001). This could be through recognition or awards; it could be through bonuses or other financial incentives. Promotion is also another way through which organizations rewards their employees. Encouraging competition in the organization is healthy. However, it sometimes makes the employees unwilling to share the unique ingredients that they use in order to remain the best. This therefore may pose a challenge when it comes to knowledge sharing. It is therefore important to recognize knowledge sharing as an independent entity and there should be rewards for knowledge sharing (Acemoglu, 2008). This should be encouraged from the top management. It is important that the top mangers encourage knowledge sharing since it becomes easy for the rest of the employees to adopt it and understand its importance in the entire development of the organization.
When developing knowledge management systems, it is important to recognize the importance to have the organization protect its intellectual property. Part or the whole project may be confidential for various reasons (Acemoglu, 2008). This could be due to strategic reasons while the organization on the other hand may not be willing to share it with the competitors. It is therefore important for the organization to decide what is to remain confidential and what can be shared (Acemoglu, 2008). To do this effectively, the attention of the senior management in the organization is paramount. In many cases, the access to confidential material increases with the seniority in an organization. It is however important for the organization to ensure that there is sustainability of confidential information and the intellectual property even after the employees have left the organization. The information and the intellectual property should therefore not disappear with employees once they have left the organization and for this to happen, steps need to be put onboard (Erickson, 2009).
The other issue is about disseminating the strategy for the knowledge management. For a successful knowledge management system to be in place there is need to come up with a good knowledge management framework strategy (Erickson, 2009). Some of the key factors to consider when disseminating are discussed here. It is important to encourage talks about the importance of knowledge management within the organization. Sessions should be set aside and the employees furnished with details on the need to have internal sharing of information. Depending on the size of the organization, it is important to consider the nature of the organization when such sessions take place. If for example the employees are dispersed across different geographical regions, it important to have the employees in all the locations involved in the process. This can be done using technologies whereby a common session can be held across different geographical locations (Helpman, 2002).
For the knowledge management systems to be effective, they need to be closely monitored and improved. Leadership in every project initiated is important to its success in almost all ventures. Knowledge management needs great attention especially now that it is a relatively new field or discipline. It is therefore important to have a solid knowledge management program from the very beginning. leaders are supposed to model the behavior of the employees by promoting the characters they wish. Close monitoring and supervision of the leaders determines a lot the success of a knowledge management success. It is therefore important for the organization to come up with a structure for governing the system. Organizations can adopt both centralized and decentralized approach when creating a governance structure for knowledge management initiatives (Campa, 2007). There should for example be put in place a steering committee at the very top of the organization, a support group which is central and finally the owners or the stewards throughout the entire organization. In many cases, the steering committee usually comprises of the executives at the very top of the organization. They are responsible for the promotion of the concept and provision of guidance and support.
The central support group is responsible for taking in charge of projects or initiatives within the main project ( Hummels, 2001). This can be made up of four to five people within the organization. These people should be knowledgeable in management, in communication skills and also in facilitation. Heads of different departments within the organization are usually the best choice for the support group (Grossman, 2009). Finally, the owners or the stewards are the ones responsible for knowledge sharing. It is important for the organization to understand that the stewards are the change agents in the organization. They are therefore supposed to model and then teach the rest of the employees all the important principles of knowledge sharing. The stewards are supposed to work as a team (Erickson, 2009).
To enable large sharing of information among the employees within an organization, it is important to have a solid and effective information technology infrastructure in place (Acemoglu, 2008). However, it is important not to focus too much on the information technology but should be used as a platform to share the information. It is therefore important to have those implementing the knowledge management system to make sure that they have a full understanding of the user’s needs. In this regard, the knowledge management system with its objectives is important. An organization should therefore have a standard architecture that will ensure the sustainability of the knowledge management system (Hart, 2000). A common platform should therefore be installed in the company and the users who in this case are the employees should be able to use it. A standard operating system is available in the market and can be used instead of the company investing a lot of money in customizing one. It is important to keep the technology as simple as possible to encourage the employees to share knowledge. If the user has to go through a long process to access the information, this may cause frustration and thus discourage sharing of knowledge (Hart, 2000).
The success of the knowledge management system will be obviously be affected by many variables. However, measurement on its success can be done by simply correlating the knowledge management activities within the company with business results (Blum, 2002). However, it is important to track these relationships overtime since other factors may play role. If for example there is an increase in sales, this could be as a result of the increased access of shared information among the sales representatives while on the other hand it could be because there was a drop in the prices of the commodity. Close monitoring of the relationship should therefore be encouraged.
References
Acemoglu, D. (2008). Factors affecting Knowledge Management. Quarterly Journal of Management, Vol. 1 no. 3, pp. 055–1089.
Blum, W. (1999).A Break Through in Knowledge Management. Manhasset, NY: New York .
Campa, J. & Goldberg, L. (2007). Knowledge Management. American Journal of Psychology, Vol. 4, pp. 79–99.
Erickson, E. (2009). Intellectual property and their Confidentiality. White Plains, NY: New York
Grossman, L. (2009). Managing and protection of intellectual Property. White Plains, NY: New York
Haque, A. (2011). Knowledge Management. New York: Cambridge University Press, New York
Hart, O. D & Moore, J. (2000). Managing Knowledge today. Journal of Political Management, Vol. 9 no. 4, pp. 1119–1158.
Helpman, E. (2002). Critical Success Factors of Knowledge Management. Quarterly Journal of Management, 11(7), 85–120.
Hummels, M. (2001). Three Keys to Successful Knowledge Management. Journal of International Management, Vol. 54, pp. 75–96.
James, K. (2012). Knowledge management. San Francisco, CA: Jossey-Bass.
