Knowledge Culture Enablers If we go by the dictionary definition of the word ‘enabler’, it means to enable i.e. to cause something to happen. The universe is an open system and not a close one, hence everything in literally all parts of it is governed or affected by the numerous factors in its immediate and not so immediate surroundings. Enablers in their most basic sense are the requisite push or trigger for anything which hitherto was dubious of happening. Here, we talk about how the creation of knowledge and its penetration is impacted by the presence or absence of knowledge culture enablers in a system. It has been rightly said that knowledge is like a garden, if it is not cultivated it cannot be harvested. A garden requires extensive …show more content…
The SECI model, BA model and the like are developed by different knowledge scientists to facilitate the knowledge workers in today’s world. The process of knowledge management involves creation, understanding and suitably applying relevant knowledge As easy as it may sound, for fully harnessing their capabilities, a conducive internal and external environment plays a critical role in any organisation. Any well established and substantiated knowledge management tool can fall apart if it does not get the requisite support of people, technology and …show more content…
the personnel at each level in an organization. The people are the intellectual capital of the organization and the reservoir of every new idea which can become the breakthrough. The most essential part of triggering a knowledge management culture is WILLINGNESS of its stakeholders, the management, the executives and the frontline workers. This is the key to ensure collaboration and leverage collective wisdom. This willingness arises from a feeling of belongingness, when members see themselves as integral part of a community which is directed towards the accomplishment of a common goal. The people who possess the knowledge should be willing to share it whence the different models ensure that their ability to share it is enhanced. Such inclusive culture allows people to candidly express themselves and also makes the system open for moot. Culture not only makes the tacit sharing of knowledge smooth but also paves the way for introduction of new ways of documenting the available knowledge. A conducive organizational culture can attain up to 100 percent level of eliminating knowledge gap. Modern organizations are on the way to removing hierarchy from the system and moving to flatter culture. This implies more platforms for open communication and increased chances of knowledge sharing.
We as humans tend to have an unquenchable thirst for knowledge. We look for knowledge about everybody and everything that surrounds us in our day-to-day life. Sadly though, we must accept that in the grand scheme of life we (as a society) tend to put pleasure above our quest for knowledge. The pursuit of knowledge tends to take time and energy, two things we call invaluable, and it also shows us things that might depress us. Contrastingly, ignorance takes no time and energy.
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
Our knowledge is a key to our success and happiness in our life to give us personal satisfaction. Knowledge is power but not always. Sometimes our self-awareness and growth as an individual gives us negative thoughts that make us want to go back to undo it. Everyone wants to unlearn a part in our life that brought us pain and problems. Good or bad experiences brought by true wisdom can be used for our self-acceptance, self-fulfillment and these experiences would make us stronger as we walk to the road of our so called “life”, but Douglas’s and my experience about knowledge confirmed his belief that “Knowledge is a curse”. Both of us felt frustrated and sad from learning knowledge.
So to say, knowledge can either make or break a person. It can act as a benefit, for power, or loss, for ignorance. “Do not take for granted what you know. Ask yourself how you know what you know; ask yourself whom it benefits, whom it hurts and why.” (Blackboard: Knowledge is Power)
Albert Einstein once said “A little knowledge is a dangerous thing. So is a lot.” Knowledge can be good because it makes one successful. Then, it can also be very bad such as a criminal being too smart for the police, he or she can keep committing crime. Too much knowledge is dangerous because it may harm many, which means that many die or get scarred for life because of one simple guy with an excess of knowledge.
thinking comes from that and then in the long run more knowledge comes. It is a continuous cycle that never stops.
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
...t find anything new. This description points out the hindrances on humans’ acquisition of knowledge because of our finite biological capacities.
That is why we say that organizational culture is a set of perceptions, feelings, attitudes, habits, beliefs, values, traditions and forms of interaction within and between existing groups in all organizations. Is the specific collection of values and norms that are shared by people and groups in an organization that controls the way they interact with each other within the organization and with the outside, therefore the organizational culture is manifested when the organization do or perform their activities, the way that the organization treats its employees, customers and the community in general. Also on the autonomy and freedom levels allowed for decision making, the development of new ideas and personal expression. Also is evidenced on how management is exercised and how information flows through the organization chart, and especially the employee’s level of commitment to achieve collective goals.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Simply speaking, a company’s structure and design can be viewed as its body, and its culture as its soul. Because industries and situations vary significantly, it would be difficult and risky to propose there is a “one size fits all” culture template that meets the needs of all organizations” (Nov 30, 2012). Those organizations who have shared beliefs and values and have organized methods on chain of command going to have positive outcomes. This will help shaping their employees views and performances. The growth and profit of the business relays on their employees and their performances. Culture is the core which will help and encourage all different level workers. If the core itself is weak, it will weaken the atmosphere of the business. Many companies announce that they have great culture but fail to implement to the lower level of workers. The basic issue is when organization has one set of culture and thinks one culture will meet the needs of all the workers. Each business is different and each individual is unique and have different beliefs and behaviors. The culture that is right for one individual might not work the same for the others. The ideal approach in this case would be, looking at the bigger picture of diverse working environment and give importance and respect to what are the ranges of business firms to achieve the perfect culture for organization. Sometimes one size fits all will not going to fit anybody, so the organization have to keep their ideas open and value everyone’s presence respecting all of their culture for the betterment and
Organizational culture is an area in which conceptual work and scholarship have provided guidance for managers as they have searched for ways to improve their organizations’ effectiveness.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
Organizational culture is a term that is used to refer to the climate and practices developed by organizations around handling of people within the organization. This concept has received considerable attention among academics and practitioners in business management. The increased attention on the concept has been accompanied by encouraging managers to attempt creating strong organizational cultures as part of a vital trend in managerial thinking. This significant trend is influenced by the fact that leadership and organizational culture are conceptually interconnected. Organizational leaders and managers are increasingly faced with the need to establish