Knowledge management

Examples of Knowledge management in the following topics:

• Knowledge Management

  • Organizations use knowledge management to identify, create, represent, distribute, and enable strategy and process.
  • Here are examples of the knowledge management tools various companies use: At Xerox and World Bank, groups meet regularly to share knowledge and learn from each other.
  • Here are a few of the criteria for measuring the efficacy of a knowledge management strategy:
  • Knowledge management systems can thus be categorized as falling into one or more of the following groups:
  • Software tools in knowledge management are a collection of technologies and are not necessarily acquired as a single software solution.

• Knowledge Management and Behavior Modification

  • Knowledge management and behavior modification are tactics employers use to ensure organizational growth and adaptability.
  • Knowledge management (KM), and the modification of behavior through utilizing organizational knowledge, is central to an organization's ability to grow and adapt.
  • Consulting companies are also sometimes hired to provide advice about knowledge management.
  • Knowledge-sharing is the most important component of knowledge management and is essential to helping an organization evolve and grow.
  • An example of knowledge management would involve an employee who is particularly knowledgeable about a certain computer system.

• Technical Skills

  • Technical skills involve the process or technique knowledge, as well as proficiency, that may be needed in order to be a successful manager.
  • To perform management functions and assume multiple roles, managers must be skilled.
  • Technical skill involves process or technique knowledge and proficiency.
  • Managers use the processes, techniques, and tools of a specific area.
  • These are the specific skills and knowledge related to the individual's profession or specialization.

• Information and Knowledge

  • Knowledge is acquired through the use of and access to information.
  • Information management (IM) is the collection and management of information from one or more sources and the distribution of that information to one or more audiences.
  • Management means the organization of and control over the structure, processing and delivery of information .
  • Knowledge is acquired through the use of and access to information.

• Flaws in the Classical Perspectives

  • The net benefit to owners and management ended up being small or negative.
  • Both were made possible by the deskilling of jobs, which arose because of the knowledge transfer that scientific management achieved, whereby knowledge was transferred to cheaper workers, as well as from workers into tools.
  • The behavioral approach to management took an entirely different approach and focused on managing morale, leadership, and other behavioral factors to encourage productivity rather than solely managing the time and efficiency of workers.
  • The onus of enabling efficiency, therefore, shifts from workers to managers.
  • Taylorism and classical management styles negatively affected the morale of workers, which created a negative relationship between workers and managers.

• Management Areas: A Functional View

  • Each of these different tasks, or functions, require management and alignment.
  • One approach to management is assigning leadership roles with authority and accountability over these different tasks, or management areas.
  • This view creates management positions with authority over a given functional department.
  • Functional managers have a high level of technical knowledge and skills relative to the area they manage and focus their efforts on achieving best practices.
  • The manager must have the broad technical knowledge required to ensure each individual within that functional team has the skills, resources, and alignment necessary to effectively carry out these functions.

• Managerial Accounting

  • Through integrating accounting knowledge with strategic decision-making, organizations can improve performance, refine strategy, and mitigate risk.
  • Management accounting is one of the most interesting and broad-minded applications of the accounting perspective.
  • There exists a strong relationship between the knowledge accounting delivers to managerial teams, and the strategic and tactical decisions made by management.
  • While financial accounting fits the mold expected by stakeholders, managerial accounting is flexible and strives to meet the needs of management exclusively.
  • Integrate a knowledge of accounting with its impact on strategic decision-making

• Self-Managing Teams

  • This means the majority of key decisions about activities are made by people with direct knowledge of, and who are most affected by, those choices.
  • Self-managing teams are distinct from self-directed teams.
  • Because they eliminate a level of management, the use of self-managing teams can better allocate resources and even lower costs.
  • There are also potential drawbacks to self-managing teams.
  • This diagram illustrates the idea that virtual, management, and work teams can be empowered by being allowed to self-manage and monitor the quality of their own output.

• Downward Communication

  • When leaders and managers share information with lower-level employees, it is called downward, or top-down, communication.
  • In the workplace, directives from managers to employees are the most basic form of downward communication.
  • Another example of downward communication is a board of directors instructing management to take a specific action.
  • Differences in experience, knowledge, levels of authority, and status can make it more likely that sender and recipient do not share the same assumptions or understanding of context, which can result in messages being misunderstood or misinterpreted.
  • Managers need to effectively communicate information to their subordinates; they do this through downward communication.

• Frederick Taylor

  • Scientific management, also called Taylorism, concerns the analysis and synthesis of workflows to improve productivity.
  • Scientific management, also called Taylorism, is a theory of management that analyzed and synthesized workflows.
  • It was one of the earliest attempts to apply science to the engineering of processes and to management.
  • Although scientific management as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still important parts of industrial engineering and management today.
  • Scientific management, also called Taylorism, is a theory of management that analyzed and synthesized workflows.