The paper "Common Wealth Government Agency Knowledge Management Analysis" is a perfect example of management coursework. Knowledge is the state of being aware of something (Frappaolo 2006, 34). Organizations deal in knowledge most of the time since it is an integral part of the functions of any organization. For any organization, knowledge management requires it to identify, represent, create, enable and distribute or share the knowledge in their custody. Organizations are involved in the management of knowledge all the time (Frappaolo 2006, 40). This knowledge is ultimately dispersed or shared among those who need it for the betterment of the organization.
In this report, the concept of knowledge will be explained followed by an analysis of a case study. The analysis will be based on the Commonwealth Government Agency case study. Background The case concerns a failed recruitment drive that was supposed to see 130 staff recruited to take part in a new initiative by the government. There was no clarification of the required skills and engagement with stakeholders. The resultant effect was that managers opposed the recruitment and those who were recruited were not suitable for the government agency.
Many of those applicants who were rated highly were never given their rightful positions. The positions were instead given to promoted staff members who were not ready or suitable for them. The main problem was identified as having been the sharing of knowledge since it was never done in the right manner. This made the colleagues and the managers working with the senior manager to resist the whole exercise. Knowledge Knowledge is the state of familiarity with something or someone. This may have to do with skills, descriptions, facts or information received through education or experience.
It could be used in reference to the practical or theoretical understanding of any given topic. It may be implicit such as the case of expertise and practical skill or maybe explicit as in theoretical understanding and could be systematic or formal (Knight and Howes 2012, 23). Managing organizational knowledge requires an in-depth understanding of what knowledge is. The structure and nature of knowledge in an organization and what differentiates it from the other knowledge types need to be understood. Organizational knowledge is neither homogenous nor monolithic but it evolves from various places of origin and has engagements in various ways.
Based on research, knowledge in an organization can be classified as tacit knowledge, cultural and explicit knowledge (Holdt 2003, 91). Knowledge has been found not just to be an artefact or object. It is also the result of people working with one another, sharing their experiences and making meaning from their work. Tacit knowledge is that kind of knowledge within an organization that members use to do their work and to bring sense out of their activities.
This knowledge is obtained and mastered via long periods of experience or working on a given task. In the process, the person involved starts having a feeling for and the ability to make good judgments concerning the success of the activity (Knight and Howes 2012, 30).
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