2211442 Knowledge Management.
Introduction
According to Felin, and Hesterly (2007, p. 195) knowledge management is a tool that organizations use to create innovative products so as to achieve competitive advantage in the market while adding value to the processes of an organization. Debowski (2006, p. 34) define knowledge management as the creation, acquisition, application and sharing of knowledge for the improvement of performance and productivity within an organization. Ackoff (1996, p. 2) defines knowledge as the know-how that a person has which helps “maintenance and control of objects, systems, and events possible.” Transfer of knowledge from one person to another within an organization is very important in developing better products and processes.
Organizational learning involves transfer of information and knowledge from one person to another within an organization. Learning relates to acquisition of experience about a particular activity by an individual. The culture of an organization is learned through exchange of ideas between generations of employees. According to Glisby and Holden (2003, p. 29) organizational culture is an important aspect which should be learnt by all new employees of an organization in order to have adequate knowledge about the entire system of activities. As employees acquire knowledge about an organization, they become attached to the processes used to achieve goals and this helps reduce conflicts, motivate employees and retain them for a long period of time.
Effective organizational learning has been identified by Ackoff (1996, p. 1) as important in reducing employee turnover since it provides adequate knowledge and confidence when performing duties. Ackoff continues to suggest that interpersonal learning in an organization is an important aspect which motivates employees and encourages them to seek more information about the process of an organization. Better and innovative methods of production are developed when employees have adequate knowledge about a process. New employees are trained about the organizational processes through organizational learning. Therefore, there is a link between knowledge management, organizational learning and human resource management within an organization. In this paper I will discuss the relationship between knowledge management, organizational learning and their impact on human resources management within an organization which I have worked for in the past.
Focus on Knowledge mangemnet and the organizations and then mention little bit about the between Knowledge Management, Organisational Learning and HRM
about three lines. the intro should be about 350 words
The relationship between Knowledge Management Organizational Learning and HRM
The three aspects are applicable in an organization since knowledge management deals with developing appropriate information which can be used by employees to learn about the procedures and activities of the organization. Knowledge management explains how an organization stores data and how information about processes is maintained. Knowledge management relates to how employees learn about the culture of an organization. The culture of an organization is inherited from one generation of employees to another. To learn about the culture of an organization new employees are required to identify the daily activities of the people within the organization so as to be able to cope with all situations. Organizational culture is an important aspect which is hard to change and new employees have no option but to learn how to adapt to the new cultural environments of the organizations they start working for (Glisby and Holden, 2003, p. 35). It is with this foundation that we find out that knowledge about the culture of an organization can only be learnt by interacting with other employees and stakeholders. Both internal and external environments have enough sources of knowledge where an employee can learn about an organization. All these sources are important in developing appropriate knowledge about the processes of an organization and coping with challenges that will be encountered at the place of work. Therefore, there is a link between knowledge management and the manner in which employees of an organization learn about the systems of the organization.
From my past work experience I have experienced a poor system of knowledge management. I worked as a secretary and data was not properly stored and this made it difficult to manage information relating to the organization. The organization had no formal procedure of storing past experiences from employees. For the first time when I started working for the organization, I had to retrieve information from my colleagues since there was no data about past experiences of former employees. To learn about the organization’s processes the management of the company explained me about the entire system. I was provided with information about the mission, vision, values, departments and facilities of the organization. To successfully learn the organization I was attached to an employee with enough knowledge about the organization and the position I had been posted. The employee I was assigned to did orientation to me about the administrative duties at my position. He also explained to me about data performance figures and job description of each individual. I find the entire orientation process that I experienced relevant to the theories about knowledge management and organizational learning when dealing with employees in an organization. as explained by Lengnick-Hall and Lengnick-Hall (2003, ) knowledge management deals with providing information about job procedures to employees especially when new employees are hired. During my initial stages of orientation I found it difficult comprehend the figures on the software since they were complicated and ambiguous. In fact I never drew meaning from the data I was provided to work at first. At this stage I tried hard to capture the concepts about the data which was being provided to me. To develop knowledge about the data I had to learn new skills of working on data relating to the organization. Organizational learning is a continuous process since it is done throughout the life of an organization (Argyris, 1991, p. 6). Kang, Morris and Snell (2007, p. 237) are of the opinion that organizational learning helps provide high customer value. This enables an organization perform better in the existing market and capture more new customers. The management of an organization should train and monitor their employees as they continue to work. This can be done by referring employees to training centers and workshops where they can acquire more knowledge about their careers as well as new methods of performing duties relating to the organization. At my place of work the human resources manager did send me to training centers and workshops to learn about new ideas in my activities within the departments I was posted.
From this work experience I was able to identify a few things which relate to earlier works studied by scholars. As an organization experiences change it is important that employees should learn new skills to enhance them adapt to new changes in the market. Innovations are possible when employees are provided with enough information about technologies in the market. Organizational learning provides necessary information required by organizations to create rapid internal adjustments that enable them to quickly change in response to external demands. Such organizational agility requires presence of skilled workers, collaborative leaders relying on a network of processes and technology, organizational structure supported by collaborative teams and culture of learning and information exchange. This is a clear indication of the relationship between knowledge management, organizational learning and human resources management. Human resource management activities are performed to ensure the presence of competent and knowledgeable workers (Kang, Morris & Snell 2007, p.243). On the other hand, knowledge management ensures presence of innovative and collaborative environment that supports organizational learning through exchange of information and knowledge.
The L&D unit maMy organisation never has any formal procedures in the managing past experiences but have data records. So the company mainly rely on Tactical knowledge from an individual experiences as Ali. This kind of organisational learning experience approach is used to convert tactical knowledge from explaining and training via an individual experience. Moreover, in terms of HRM the ADCO have clear understanding of theemployee’s skill and allocate them to the right position for the knowledge. – Knowledge Management of the company I worked for, how do they store dataand knowledge from past experiences. e.g My organisation never have anyformal procedure in the managing past experiences but have data records.Too rely on Tactical Knowledge from an individual experience. – Organizational learning experience ways to convert knowledge to tacticalknowledge from talking and training via an individual experience.Emancipatory knowledge learn from organisational culture training (e.g. Inever have it i just observe it) Training programs
Conclusion
There is a link between knowledge management; organizational learning and human resource management in that the employees seek to identify how systems of any firm operate by seeking knowledge from their colleagues. New employees are able to know about their duties by contacting other employees who have been in the system. From my past work experience I find out that there is a relationship between employee performance, knowledge management and how the organization undertakes its mandate of informing employees. It is also evident that employees learn through experience and that data about personal experiences in the organization is not stored but new employees are required to learn from other employees who have been working at the firm. The culture of the organization is inherited from one generation of employees to another through interaction. From my experience at the organization I was employed, I feel that it is good for the management to have data records about experiences of employees stored for future use. Other employees who join the organization can learn about the organization from the stored data. It is also important for the management to continue using the system of orientation where new employees are attached to other employees with experience at the organization.
Bibliography
Argyris, C. 1991. Teaching Smart People How to Learn. Harvard Business Review, Volume 4, Number 2.
Ackoff, R. L., 1996. On learning and the systems that facilitate it. Center for quality management, vol. 1, No. 1.
Crossan, M. M., Lane, H. W., & White, R. E., 1999, An organizational learning framework: From intuition to institution, Academy of Management Review; 24, no.3, pp.522-537.
Debowski, S 2006, Knowledge management, John Wiley and Sons, Milton, Qld.
Felin, T & Hesterly, WS 2007, The knowledge-based view, nested heterogeneity, and new value creation: philosophical on the locus of knowledge, Academy of Management Review, vol.32, no.1, pp.195-218.
Glisby, M & Holden, N 2003, contextual constraints in knowledge management theory: The cultural embeddedness of Nonaka’s knowledge-creating company, Knowledge and Process Management, vol.10, no.1, pp.29-36.
Kang, S, Morris, SS & Snell, SA 2007, Relational archetypes, organizational learning and value creation: extending the human resource architecture, Academy of Management Review, vol.32, no.1, pp.236-256.
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