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Knowledge management theory paper
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Tacit Experience and Perspective The management of knowledge within the context of organizational processes is a determining factor of its effectiveness and level of performance. Hislop (2013) stated, "One of the key distinctions in the knowledge management literature relates to epistemology" (p. 8). In an attempt to acquire an in-depth understanding of key aspects of knowledge management I will analyze a key organizational job position that possesses valuable experience and traits of fulfilling responsibilities. My analysis will include a description of the organization and position, a review of the perspectives and types of knowledge, as described by Hislop (2013), as they relate to the job position, and the challenges encountered in transferring …show more content…
In the application of both perspectives knowledge is perceived in two types which include tacit or implicit knowledge and explicit or objective knowledge (Hislop, 2013). In regards to tacit knowledge Hisplop (2013) described it as, "...knowledge which is difficult to articulate in an explicit form, is regarded as more informal, more personal and individualized, less rigorous and highly subjective, being embedded within the cultural values and assumptions of those who posses and use it" (p. 18). On the other hand, explicit knowledge is described by Hislop (2013) as being, "...expressed in formal and systematic language and shared in the form of data, scientific formulae..." (p. 18-19). Both types of knowledge according to Hislop (2013) are utilized differently by both the objectivist and practice-based perspective. The objectivist prefers the use of explicit knowledge and claims that both types of knowledge are separated from one another and believes that tacit knowledge can be converted to satisfy its process of codifying information to make it more transferrable (Hislop, 2013). The practice-based perspective, in contrast, believes that both types of knowledge are inseparable and work together to develop in part explicit knowledge bust most of all a system of management that focuses on activities involving both the mind and body (Hislop, 2013). These differences will undoubtedly generate both problems in challenges in the application of information management in an organization. The lead teacher position, due to the districts educational philosophy of generating and following a rigid curriculum, will consequently experience challenges leading teachers of practice-based perspective in an environment that follows an objectivist perspective in
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).
On the 1st of November 2013, I performed my first simulation on the module, Foundation Skills for Nursing. This simulation was on checking for vital signs in patients particularly, measuring the blood pressure (BP) which is the force of blood vessels against the walls of the vessels (Marieb and Hoehn, 2010). We also measured the temperature, pulse and respiratory (TPR) rates of a patient. This simulation’s objective was to engage us in practising some basic observation techniques taken on patients in and out of hospitals and to familiarise us on some of the tasks we will be performing when in practise. I will be applying the “What”, “So what”, and “Now what” model of reflection in nursing by Driscoll (2000).
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
This fall semester of 2014 has been an interesting and learning experience for myself. I haven’t attend school in nearly a decade and was unsure of what to expect from my teachers and myself. I would have to say being in Professor Dybala’s English 1302 to start my school day is interesting. She is an energetic professor and I’m able to feel her passion for teaching and that motivate me to try my best in her class as the rest of my classes. I was driven to do the best of my ability and whatever the outcome might be, I know I did my best.
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
Methods The article is divided largely in four major sections. The introduction lays out different basic concepts used in knowledge management (KM) for our better understanding of the topic. Then, the author continues on by touching upon various factors and steps involved in decision making processes. The first section delves into sources of knowledge and the second section explains incorporation of the different sets of knowledge at different steps of decision making processes. Thirdly, the integration of all the factors above is emphasized. All the key components together bring forth 4 different dimensions. Having access to knowledge whether it’s bas...
...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.
Knowledge is considered as an important resource of an organization and TK is an intangible resource (Ambrosini and Bowman, 2001). According to Alavi and Leidner (2001) knowledge may be tacit or explicit; it may reside in individuals, groups, documents, processes, policies, or computer repositories. Minna and Aino (2005), remark that CK can be explicit (the structured customer information in databases) or in tacit (knowledge in the mind of employees and customers). Others define it, Knowledge has both implicit and explicit dimension (Mohamed et al. 2006; Klein, 2008).
Knowledge management is a set of proactive activities to support the organization in the creation, absorption and diffusion of knowledge and its application. Knowledge management is continuing to understand the knowledge needs of the organization process, and place of knowledge, and how to improve knowledge.
During my work experience at , I was fortunate enough to have experienced firsthand and learned, many different sides of what goes into a project, the general process of how a project is initially planned, developed and completed; as well as how much work and detail goes into every stage. Another valuable lesson I have learned during these 12 weeks, were the many different types of work an Engineer has to perform, which in turn, have provided me with more insight into the different types of roles and responsibilities that I could perform, as a Civil Engineer.
Nonaka, I. (1994). A dynamic theory of organisational knowledge creation. Organisation Science. 5 (1). 14–37.
With proper knowledge management systems, any organizations, network or individual can productively carry out their operations and programs in pursuant of organizational goals and objectives. It focuses on “doing the right thing” instead of “doing things right”. Knowledge management is a framework within which the organization views all its processes (Malhorta, 2003). In this view, all organizational processes involve creation, dissemination, renewal and application of knowledge toward organizational survival, growth and development. Consequently, this ability of knowledge management will empower decision-makers in organization to come up with strategies and techniques on how to carry o...
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
For the purpose of this paper I will be describing a personal life experience and I will be applying concepts from the texts to best describe the event. I was born here in the United States (US) but, I was raised in the Dominican Republic (DR). I lived in the DR basically my entire life, I would only come to the US for vacation during summer. It was not until I turned 12 that I decided to move back to the US to continue my studies and learn the language. So I did, I moved with my uncle and his wife on the summer of 2009. At the time, they resided in the Mayfair area of Philadelphia, PA. My uncle and his wife arranged everything for school and as of August of that year I was officially enrolled in Abraham Lincoln High School. Everything was
(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.