Essays on Business Performance Management - Developing Knowledge Culture Coursework

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The paper 'Business Performance Management - Developing Knowledge Culture" is a perfect example of management coursework.   Knowledge management strategy is how an organization tends to manage its knowledge for its better benefit and the stakeholders. Many benefits accrue to the organizations that take the initiative of managing their knowledge (Peters & Besley, 2006). This comes when the organization has analyzed its potential and strategizes how it can tap and modify this potential so that it could maximize its production using the same resources within the shortest time possible. It is true that a big percentage of firms do not perform to their full potential due to some inefficiency they do not address.

Once a particular firm rectifies these inefficiencies, it is obvious that it would boost its performance and would have a competitive advantage over its competitors. In the current business world, firms have various strategies they can adopt to manage their knowledge. A good knowledge management strategy should be closely aligned with the firm’ s entire goals and objectives (Skyrme, 2002). One of the best knowledge management strategies is developing a knowledge culture within an organization.

This paper concentrates on how to develop or create a knowledge culture within an organization to aid in knowledge management. Managing knowledge within an organization cannot be just implemented abruptly, but it is a process that takes time, this needs good planning to attain the desired results (Peters & Besley, 2006). Therefore, developing a knowledge culture is a process of initiating the culture of knowledge management within the firm. It is known that the best way to maintain good performance of a firm in future is to have a corporate culture where the new employees and management tend to adopt the existing norms within the organization (Applehans, Globe, & Laugero. 1999).

This implies that the culture of an organization is very much important to the viability and sustainability of the firm in future, thus, the culture should be built on strong fundamental principles which can withstand the future challenges. In the current world, firms’ culture has become one of the most common keys to the problems and issues to the management. When an organization strives to address the issue of culture, it helps it is dealing with the intangibles and soft issues that can be simply managed instead of setting up of long complex system and procedures.

The development blocks of culture within an organization are both visible and invisible. Sometimes it is referred to as the iceberg model of culture (Troxler, 2009). The visible components of culture are; behavior and rituals, symbols, products, systems etc. These visible blocks are influenced by the invisible blocks. Some of the invisible elements are; beliefs, attitudes, behavioral norms, assumptions and basic values (Tiwana, 2000).

These invisible elements tend to affect the behaviors of the organization’ s members and it aids these members to interpret and understand the behaviors of other people. The main concern of developing a culture for an organization is putting up the behaviors within the organization that would make this organization to be identified uniquely from others and improve its performance. We have several cultures that often exist in various organizations. Examples are; blame culture, safety culture, justice culture etc (Troxler, 2009). Some of these kinds of cultures bring negative impact to the organization while others bring positive impacts to the organizations.

Blame culture, for example, is a negative culture where organization members do not accept their faults, but they try to point another person to be responsible for the mistake they have committed (Applehans, Globe, & Laugero. 1999). Thus, it is good to develop a culture that eliminates this blame culture.

References

Anderson, A. Building a knowledge culture. Retrieved from http://www.robbinsgioia.com/library/whitepapers/knowledgemgmt.pdf

Applehans, W. Globe, A. &Laugero. (1999). Managing knowledge: A practical web-based approach. Addisson-Wesley. The University of Michigan. USA

Banks, E. (1999). Creating a knowledge culture. Vol. 48. No1, pp 18-20. Retrieved from http://www.nazconsult.ie/whitepapers/CreatingKCulture.pdf

Hansen, M. Nohria, T &Tierney, T. (1999). What is your strategy in managing knowledge? Retrieved from http://consulting-ideas.com/wp-content/uploads/Whats-your-strat-art.pdf

Hauschild, S. Licht, T &Stein, W. (2001). Creating a knowledge culture. No1. Retrieved from http://www.providersedge.com/docs/km_articles/Creating_a_Knowledge_Culture.pdf

Kapitzke, C &Peters, M. (2009). Global knowledge cultures. Sense publishers. University of Auckland New Zealand

Maier, R. (2010). Knowledge management systems; Information and communication technologies for knowledge management. Springer.

Peters, M &Besley, T. (2006). Building knowledge culture: Education and development in the age of knowledge capitalism. Rowman &Littlefield. University of Auckland New Zealand.

Tiwana, A. (2000). The knowledge management toolkit: practical techniques for building a knowledge management system. Prentice Hall. The University of Michigan. USA

Troxler, P.(2009). Knowledge culture in an organization. Retrieved from http://petertroxler.net/content/wp-content/uploads/2009/06/3.1-Knowledge-Culture.pdf

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