Evaluation of Reward Processes
Need to Evaluate Reward Processes It is one thing for organizations to institute reward processes and it is another thing for them to evaluate whether the reward processes are being effective. In other words, organizations need to constantly evaluate whether their reward processes are serving the purpose for which they were instituted. For instance, despite […]
Nurturing, Enabling, and Empowering Talent at the Workplace
Different Aspects of Talent Management Not all of us are born geniuses or are child prodigies. Just as not all sportspersons are not Michael Schumacher or all entrepreneurs are Bill Gates or the Late Steve Jobs, many of us have some innate talents that need to be catalyzed by nurturing, enabling, and empowering thereby making […]
Rogers’ Theory of Diffusion of Innovations
Innovations and Diffusion We all have heard about how inventions and innovations have changed the world and transformed the industry landscape and revolutionized the way in which technology is used to further material gain and benefit humanity. The examples of the Personal Computer or the PC that transformed the way in which offices work and […]
Career Programs for Special Target Groups
Career development programs are designed to meet specific needs and requirements of a particular group of employees. They can be developed for a particular department of special target groups. Depending upon the group for which the program is to be designed, the activities and workshops involved in it also change accordingly. Therefore, before designing and […]
What is Work Life Balance and How Organizations Can Help Employees Avoid Burnout
Why Work Life Balance and Employee Wellbeing Became Hot Issues in Recent Times Of late, the topic of burnout and employee health at the workplace have become hot issues that need the attention of organizations, the employees themselves, and the associated stakeholders such as the Human Resources (HR) professionals and the psychologists who are often […]
Knowledge management is the systematic capture of insights and experiences to enable an organization to identify, create, represent, and distribute knowledge. The insights and the experiences of individuals in the organization comprise the knowledge that is created in the organization and is embedded in the form of practices and processes.
Knowledge Management is an organizational function that concerns itself with the capture, storage, and dissemination of the knowledge that is inherent in the organization by using software or a Processual tool to capture, store, and disseminate knowledge. The objective of knowledge management is to enhance organizational competitiveness, improve performance, the sharing of lessons learnt, and the continuous improvement of the organizational processes. Typically, organizations have well-established tools and software to capture, store, and disseminate the learning’s that accrue because of the organizational processes.
Companies like 3M, Pfizer, and Infosys are thought to the world leaders in KM. This is because they have a clear set of guidelines for capturing knowledge after every project or product that they rolled out. For instance, these companies have guidelines for project managers to publish the learning’s that have accrued after a project and upload them into the KM system. Further, the bottom line imperative for a successful KM system is that employees should have a sharing mindset instead of an exclusivity mindset. What this means is that the employees must be willing to share their insight and knowledge with the other employees.
Apart from this, to actualize a successful KM system, hierarchy and barriers to sharing of knowledge must be eliminated. What this means is that a culture of openness must pervade the organization with no impediments to the flow of knowledge through the organizational arteries.
As discussed above, many organizations consider KM integral to their core processes. Indeed, KM has become so widely prevalent in organizational discourse that it is rare to find a large organization without a KM system in place. Further, the existence of a KM system has become necessary for organizations to achieve the SEI-CMM certification. Moreover, there is recognition that a KM system is necessary in order not to “reinvent the wheel”. What this means is that learning’s can be used to avoid duplication of work, and eliminate redundancies in the organizational processes. Apart from this, a KM system improves organizational communication and loosens up the rigid walls between different functions in the organization. Finally, a KM system is needed to ensure that past mistakes form the stepping-stones for future success.
As Francis Bacon said, Knowledge is Power. Hence, the sharing of knowledge is integral to an organizations’ success and this is the rationale and driving force behind having a well functioning KM system. In conclusion, this article has set the context for the subsequent exploration into the various dimensions and aspects of KM across the world and the resultant increase in competitiveness and strategic advantage.
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