Knowledge Management

Topics: Knowledge management, Management, BP Pages: 10 (1993 words) Published: April 11, 2015
Presentation Structure
Knowledge Management and Its Effects on Performance, including BP as a case study:
Introduction of Knowledge Management:
• Definition and the Essence of KM
• Perspectives on Knowledge Management
• Knowledge Management Capabilities Needed
• Why organisations fail to manage knowledge
Effects on Performance:
• KM in BP
• KM in achieving Operational Excellence in BP
• Frame Work
• BP’s Philosophy
• Peer Group Activity relating to BP
• Balance Score Card for Performance Measurement
• Conclusion

Knowledge Management
• Knowledge Management is the collection of processes that govern the creation, dissemination and utilisation of Knowledge.

• Capturing, organising and storing knowledge and experiences of individual workers and groups within an organisation and making this information available to others in the organisation.

(Rowley, J; et al; What is knowledge management?; 1999, pp. 416- 419)

The Essence of KM
The central theme of knowledge management is to leverage and reuse resources that already exist in the organization, so that people will seek out best practices rather than reinvent the wheel.

• Capturing, storing, retrieving and distributing tangible knowledge assets. • Gathering, organising and disseminating intangible knowledge, such as

professional know-how and expertise, individual insight and experience.

• Creating an interactive learning environment where people readily transfer and share what they know, internalize it and apply it to create new knowledge.

(Wah,.L, Behind the buzz; Management Review, Apr 1999. pg. 16, 6 pgs)

Perspectives on Knowledge
Information based:
Managers think KM in term of information, such as readily-accessible information, real-time information, and actionable information Actionable information-Categorizing of data-Corporate yellow pages-Filtered information. Technology based:

Managers associated KM with various other systems, as well as various tools e.g. Data mining-Data warehouses-Executive information systems-IntranetMultimedia-Search engines-Smart systems. Culture based:

In this perspective, Managers associated KM as Collective & Continuous learning, Intellectual property cultivation and Learning organization. (Alavi, M, Association for Information System, Knowledge Management Systems: Issues, Challenges and Benefits, 1999)

Knowledge Management Capabilities
Capabilities needed as according to different KM perspectives: Information based
External: Client information-Competitive information-Customer information. Internal: Activity-based costing-Financial information-Human resources information Product/services information.
Technology based:
• Integrated databases-Interoperability of existing systems • Larger bandwidth-Global IT infrastructure-Intelligent agents • Consistent suite of email and web products
• Navigational tools
• Fast retrieval
Culture based:
• Teamwork
• Practical guidelines
• Knowledge sharing
(Alavi, M, Association for Information System, Knowledge Management Systems: Issues, Challenges and Benefits, 1999)

Why Organisations Fail to Manage

Organisations should provide the conditions that support people, foster relationships, and give people time to think and reflect because knowledge is created by human beings not by machines.

If everybody is assumed to be creating knowledge, then the organization takes responsibility for supporting all its workers, not just a special few. It makes certain that everyone has easy access to anyone, any where in the organization, because you never know who has already invented the solution you need.

Most KM programs get stuck because individuals will not share their knowledge. But it's important to remember that people are making a choice to not share what they know. They willingly share if they feel committed to the organization, believe their leaders are worth supporting, feel encouraged to...
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