Summary
In the following article you can find the definitions that will help to understand more clearly how Knowledge Management works in the Company, what is its business importance as well as what its barriers may be, what may be the differences of a traditional company against one that knows its resources and the information it has.
In this article, you can also find the methodology that can be followed to develop a Knowledge Management plan, what are its phases, the instruments to achieve management, how management has been given in cultural changes.
Introduction
Knowledge management is a discipline that can help improve the performance of an organization thanks to the fact that it will contain the data and information of a company, making it possible to have knowledge of the situation of the company, such as that can be improved, etc. All this information has to be communicated to the staff working within the organization so that they are aware of what the company needs, as well as the information that workers can provide from their level to a higher level.
The use of knowledge management has become a fundamental strategy to continue maintaining a company afloat in this new globalized world where international business relations are increasingly complicated.
Definitions
Management
It is the action of managing and administering a professional activity aimed at establishing the objectives and means for its realization, specifying the organization of systems, with the aim of elaborating the development strategy and executing personnel management.
Also in management, action is very important, because it is the expression of interest capable of influencing a given situation. (Vilcarromero Ruiz, 2015)
Knowledge
The process by which reality is reflected and reproduced in human thought; This process is conditioned by the laws of social becoming and is inextricably linked to practical activity. (Rosental & Iudin, 1973)
Learning
Process through which the person appropriates knowledge, in its different dimensions: concepts, procedures, attitudes and values. (Angel Perez, 2015)
Experiences modify people. Exchanges with the environment, modify behaviors. Therefore, the behaviors will be based on the experiences of the individual with the environment. Such learning allows changes in the way of thinking, feeling, and perceiving things, as a result of the changes that occur in the NS. Therefore, the learning will allow us to adapt to the environment, respond to changes and respond to the actions that these changes produce. (Duce, 2015)
Fact
Most authors assume that the researcher plays an active role with respect to the data: the data is the result of a process of elaboration, that is, the data of reconstructing it. (Gil Flores, 1997)
information
They are all those data that through different transports, for example, a message from a transmitting, receiving, using certain language that can be deciphered between the two, whether written, oral, gestural, etc. They are systematically arranged to give meaning and generate knowledge.
Knowledge management
Knowledge management has tactical and operational perspectives, is more detailed than intellectual capital management, and focuses on how to publicize and manage knowledge-related activities such as their creation, capture, transformation, and use. Its function is to plan, implement and control all the activities related to the knowledge and programs required for the effective administration of intellectual capital. (Wiik, 1997)
The phases of the integrated knowledge management cycle
This cycle is when all the data is processed to later convert it into information. It is made up of 3 stages:
- Capture and / or creation of knowledge Diffusion and / or transmission of knowledge Acquisition and application of knowledge
It is considered as a knowledge management objective that knowledge can be identified inside and outside the organization. Within the organization, the person who owns the knowledge is the people, who have the freedom to transmit that knowledge without barriers.
By “codifying knowledge”, the aim is to facilitate the knowledge dissemination phase explicitly.
There are two stages of the knowledge management cycle:
- Identification and capture stage, in which knowledge is evaluated, selected and codified. Knowledge dissemination or dissemination stage, in which it is transmitted.
Coding knowledge goes hand in hand with dissemination and in some cases it takes place at the same time.
For this transfer to be efficient, we must have adequate incentives, networks, repositories and means that allow the transfer of knowledge and know-how.
Knowledge management in the company. Test
Source: Knowledge Management in theory and practice by Kimiz Dalkir
These repositories where knowledge is stored in different formats constitute part of the organization's memory.
When this memory is activated, we reach the last phase or stage of the knowledge management process, where knowledge is acquired and applied. If we look closely at the figure above, we will see three actions between the phases that are of vital importance:
- Assess: literally means evaluating and means choosing which pieces of knowledge within and outside the organization are of value to our asset and must be incorporated for dissemination. Contextualize: the selected knowledge must be disseminated and disseminated to the right people within the organization. and incorporated into it. This is the mission of contextualize it. Here the knowledge formats are prepared (encoded) and made available to the right people.Update: o Update… as in every cycle we must go back to the beginning and repeat the process. In this case it is about updating our knowledge on a specific topic or acquiring new knowledge to develop new professional skills. (Archanco, 2015)
Instruments for knowledge management
The tools mentioned below are necessary for the Knowledge Management process to function as a system to manage information, in a strategically ordered manner.
- The organizational climate: The company must generate competences by making the necessary information available to employees and collaborators, becoming aware of the importance of knowledge, its incorporation into the product or service as a factor of differentiation from competitors. An alignment of efforts to get involved, collaborate with the other members of the company, and share their knowledge as a form of professional development and with the aim of contributing to the achievement of a pleasant work environment. Tools: Instruments that integrate technologies and systems, with a wide coverage and support capacity, to guarantee the flow of information and knowledge when needed. The structure must be simple and clear, and easily accessible to share information and knowledge,and to stimulate the communication of the members of the organization. Systematization of information and knowledge: Data processing and treatment of information and knowledge for its conservation and to facilitate the interaction of users. These tools include basic organization by categories, tree, folders, databases, etc.; to Intranets with defined roles, group work platforms, virtual communities, discussion forums, blogs, bulletin boards, video conferences, brainstorming, concept maps, among others. Processes and procedures: Company structures and mechanisms that include quality and continuous improvement, such as the standardization and definition of processes and procedures. Business functions have to adapt to the new structure,and the new forms of organization must allow an immediate flow of knowledge related to the business (Clarena Martínez, 2015)
Knowledge Management Methodology
Stages of the methodological approach
- Define the business in terms of knowledge. Identify those employees who promote knowledge that provide competitive advantages to the organization. Convert the knowledge generated by high-performance employees into information: Classify, store, distribute and make it accessible. Identify competencies (skills, skills) that enable high-performance employees to use information intelligently. Promote change in organizational culture for employees to share knowledge. (Dalkir, 2005)
The importance of knowledge management in the company
By supporting the business strategy, knowledge management becomes important, as it has a structure that, in turn, communicates, while allowing the assimilation of technology to adapt to change.
Through the process of identifying, measuring and exploiting knowledge of the resources that a company has, Knowledge Management starts.
- Generation: creation and acquisition of knowledge. Structuring: accumulation and organization of knowledge to make it available to those interested. Transmission and exchange of knowledge without restrictions, in real time, and its subsequent application.
Other improvements that occur when implementing knowledge management in the company are:
- Improve distribution channels Better work teams Better relationships with customers, suppliers, employees etc…
The most relevant aspect of Knowledge Management is that it allows having an organization that easily adapts to the changing business circumstances of the environment.
Factors involved in knowledge management:
- The information: Used in the context of ICT and transmitted through networks of people and technology in real time. The characteristic is the accelerated increase in network connections, wide coverage and the capacity to support a large amount of information. For the company, it involves adapting existing technologies depending on the needs, supply and demand of these information services. Knowledge: Related to the intellectual process of people. It becomes a new factor of production in the economy by using it to produce goods and services, to achieve company goals and increase productivity. Knowledge requires renewal and continuous improvement (learning).Once assimilated, it is necessary to transform this knowledge and disseminate it to prevent it being wasted, through various means, networks of people, ICTs. Learning and innovation: Take advantage, communicate and achieve changes based on knowledge, and make use of intelligent information. Learning by doing increases efficiency and skills, reverts to improvements in the use of learning by using and generates interaction by learning by interacting. (Clarena Martinez, 2015)that it reverts to improvements in the use “learning by using” and that it generates interaction “learning by interacting”. (Clarena Martinez, 2015)that it reverts to improvements in the use “learning by using” and that it generates interaction “learning by interacting”. (Clarena Martinez, 2015)
Barriers to knowledge management in the company:
Much of the barriers to implementing knowledge management in the company have to do with change management and the absence of a valid model to apply.
The main barriers to the implementation of knowledge management in the company are determined by:
- People and their resistance to changes derived from the organizational culture Lack of practical examples to guide other organizations The size of the organization
Knowledge Management and Cultural Change
There are relevant differences between traditional and “mature” organizations in the use of knowledge management. Below is a comparative table of traditional organizations and knowledge-aware organizations.
Knowledge management in the company. Test
Conclusions
When knowledge management is used within an organization or company, it gives great importance to be able to keep the knowledge of the information that the company owns latent, in this way it also creates an awareness within the workers to share the information they have, coupled with this so that they transmit it in an appropriate way so that it can be valuable to the organization, since many times the workers are the ones who have more information about the company, even more than the managers since they are the ones who are living from versus what happens in the organization.
References
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