Knowledge management

Examples of Knowledge management in the following topics:

• 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.

• 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.

• Cultural Intelligence

  • Cultural intelligence is the ability to display intercultural competence within a given group through adaptability and knowledge.
  • The concept of cultural intelligence is exactly what it sounds like—the ability to display intercultural competence within a given group through adaptability and knowledge.
  • These theoretical variables help in analyzing what is currently being done in pursuit of higher CQ, as well as what challenges lay ahead for international managers.
  • This diagram illustrates the three factors that constitute an effectively intercultural understanding for management: Regional Expertise, Language Proficiency, and Cross-Cultural Competence.
  • Analyze the key components inherent in developing strong cultural competence as a manager in a diverse global economy

• 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.

• Economic Importance of Small Businesses

  • Global businesses demand management that can work in a diverse environment.
  • Human Resources (HR) is often tasked with managing many aspects of diversity in organizations, including the attraction, selection, training, assessment, and reward of employees, but project managers and other managers with whom employees directly work or to whom they directly report can also guide inclusion practices.
  • Diversity training is another way that managers and other employees can manage diversity in the workplace.
  • Diversity training is training for the purpose of increasing participants' cultural awareness, knowledge, and skills, which is based on the assumption that the training will benefit an organization by protecting against civil rights violations, increasing the inclusion of different identity groups, and promoting better teamwork.
  • Global business demands management that can work in a diverse environment.

• 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.

• Employee Involvement in Decision Making

  • Involving employees in key decisions gives managers access to unique skills and tells the employees that their contributions are valued.
  • By delegating a decision to a group, an organization can make effective use of the skills and knowledge of its employees.
  • Self-managed teams have even broader responsibilities for decisions, such as how their work is organized, scheduled, and assigned.
  • Without relevant knowledge, participants in group decision making may not grasp the issues, know how to analyze alternatives, or be able to determine which option to choose.
  • Managers use employee involvement in key decision making not only to leverage employees' unique skills, but also to motivate them, signaling that their impact on the company is meaningful.

• Employee Career-Path Management

  • Career-path management requires human resource management to actively manage employee skills in pursuit of successful professional careers.
  • Career-path management refers to the structured planning and active management of an employee's professional career.
  • The first step of career management is setting goals.
  • Lack of both life experience and knowledge about potential opportunities and pitfalls makes the formulation of long-term goals and objectives very difficult.
  • Long-term goals and objectives may, however, be easily modified as additional information is received without a great loss of career efforts, because experience and knowledge transfer from one career to another.

• Considering Cultural and Interpersonal Differences

  • Managers capable of contemplating the varying cultural, gender, or ethnic backgrounds of their workforce can optimize collaboration.
  • With an understanding of the high value of diversity, managers must next contemplate what differentiates employees.
  • This cultural competence is imperative for managers to succeed in a globalized world.
  • Intercultural exchange drives both manager and employee to think further about what predispositions each holds and how best to maximize the positives and minimize the negatives.
  • Knowledge – Acquiring a thorough understanding of history, cultural norms, basic language, and religion is valuable.

• Employee Orientation

  • Employee orientation, also commonly referred to as onboarding or organizational socialization, is the process by which an employee acquires the necessary skills, knowledge, behaviors, and contacts to effectively transition into a new organization (or role within the organization).
  • New Employee Characteristics—Though this segment of the model overlaps with other human resource initiatives (such as recruitment and talent management), the characteristics of a new employee are central to the strategies used as the employee moves through the orientation process.
  • New Employee Tactics—The goal for the employee is to acquire knowledge and build relationships.
  • Organizational Tactics—The organization should similarly seek to emphasize relationship building and the communication of knowledge, particularly organizational knowledge that will be useful for the employee when navigating the company.
  • This should focus primarily on knowledge of the company culture and co-workers, along with increased clarity as to how they fit within the organizational framework (i.e., their role).