Essays on Need for Ding Knowledge Management Assignment

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The paper 'Need for Ding Knowledge Management' is a wonderful example of a Business Assignment. The concept of knowledge management has been present in human organizations for a long period with individuals partaking in activities that contribute to the production of knowledge. This function, however, has been carried out in an informal setting where the particular notion and nature of knowledge is not known or observed. There is an actual need for knowledge management as it intervenes in business processes and outcomes to improve organizational effectiveness. The immediate intention of knowledge management is to improve the processing of knowledge.

These improvements go to generate further solutions that are greater in quality and consequently enhance worker effectiveness. Additionally, work performance needs to be evaluated in order to recognize the contributions of interventions provided to the quality of the processing of knowledge and the outcome of knowledge (Firestone & McElroy 2005). Knowledge management is based on a set of processes that are out to transform the current outline of the organization’ s processing of knowledge so as to better the organization and also better its outcomes.

A function of knowledge management that is distinct is one that has the exact goals of enhancing the organization’ s outcomes or contributing to the process that initiates effective results. The management of knowledge does not directly impact on management in an organization. It no more than affects the processes of knowledge which in turn affects the outcomes. Knowledge management aids in the formulation of strategies, policies, and innovations of an organization. The integrating of knowledge then assists in implementing the strategies and policies initiated into the operational processes (Firestone & McElroy 2005).

As a result, the business experiences positive outcomes such as profitability increased market share, and the general growth of the organization. It is thus vital to possess a distinct understanding of the nature of knowledge management and its processes in order to practice it correctly in the organization’ s environment. Question 2: Firestone & McElroy (2005) establish a three-tier framework to explain knowledge management processes occurring within complex adaptive organizational systems. These systems are characterized by problem-solving, continuous learning, and non-deterministic autonomous agents’ interactions that produce emergent phenomena. The framework provides individual distinctions as well as the relationship between the knowledge management environment, knowledge processing environment, and business processing environment.

KM, in their argument, does not directly create, integrate, or manage organizational knowledge outcomes but implicates the knowledge processes, consequently, impacting knowledge outcomes. On the other hand, these outcomes impact the business processes, hence, business outcomes. In retrospect, this section examines the business processes and business outcomes established in the article. Knowledge processing environment outcomes include business strategies, organization models changes and strategies, business processes, product strategies, marketing strategies, and HR strategies.

All these outcomes when effectively managed in the business processes tier are imperative in the generation of positive outcomes reflected through high profitability, market share, growth, high ethical standards, and business sustainability outcomes. Quality business strategies are essential in contributing to the positive outcome of business processes. The formulation of these strategies relies on successful knowledge management processes. Planning, acting, monitoring, and behavior evaluation form part of the Decision Execution Cycle (DEC) needed in the formulation of various business strategies. Additionally, different organizational models implicate overall business outcomes. These models, considering knowledge management processes involved, may require various changes in order to improve on knowledge management outcomes.

Firestone & McElroy (2005) further observe that production of actions is mostly decision- guided. Complex adaptive organizational systems are made up of strategic decision-making processes and implementation of action based on the available knowledge assets. As such effective decision making in business processes strategies, product strategies, and marketing strategies are key to improving organizational knowledge management outcomes. HR strategies, on the other hand, are imperative in the retention and transfer of tacit knowledge. Various HR policies are mostly inclined towards fostering the transfer of knowledge to new employees from the old employees, or the strategic use of training models in enhancing knowledge transfer.


Joseph M. Firestone Mark W. McElroy, (2005),"Doing knowledge management", The Learning

Organization, Vol. 12 Iss 2 pp. 189 - 212

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