Essays on Knowledge Management Principles Coursework

Download full paperFile format: .doc, available for editing

The paper "Knowledge Management Principles" is a good example of business coursework.   It is a reality that in the contemporary world, knowledge is gradually edging out premises as the most essential asset in the business to an extent that words like ideas, knowledge, and intelligence dominate the sales and marketing vocabulary. The realization that salespersons are knowledge employees, perhaps the most overloaded of all the employees, is likewise increasingly dawning on the senior sales executives in several of most forward-thinking organizations. It is actually becoming obvious that the knowledgeable salespersons provide a greater competitive advantage in every level of a sales process.

As such, the management of the sales knowledge in organizations is fundamental and cuts across various disciplines as well as departments. Conscious efforts to develop ‘ learning organizations’ have further resulted in job titles like Chief Knowledge Officer (CKO) where various cross-functional teams have been involved. In a majority of organizations, however, lack of cooperation has often been manifested in sales functions, marketing functions, as well as other associated functions where blame game has often domineered. Understanding knowledge and the knowledge management principles, as this paper highlights, is, therefore, the foremost step in solving issues regarding effective knowledge management in sales. Knowledge management principles Principles are fundamental norms or values representing what is pleasant and positive to individuals, communities, groups or organizations.

While more basic compared to policies and objectives, principles govern and serve to determine how right or wrong the actions are. On the other hand, knowledge management is all about the application of the entire workforce’ s collective knowledge to achieve defined organizational goals. In the knowledge management context, organizations have for a long time been determined to unravel sales principles and their applications at the individual, organizational, inter-organizational as well as global levels.

This highlights a principle-centred knowledge leadership. This, therefore, implies turning of the knowledge management principles into a working reality by embedding them into practical and effective knowledge management strategies, techniques, methods, technologies, systems and processes. Some knowledge management principles applicable to a retail environment include: Organizational learning The retail business should be a learning organization just as well as being knowledge-driven. A learning organization is that organization able to tap into the individuals’ commitment as well as learning capacity effectively throughout the hierarchy levels.

Learning has everything to do with the acquisition of knowledge in retail organizations while knowledge management involves having accessibility to that knowledge and applying it. The main reason why becoming a learning organization is a better decision in the Retail business organization is that learning aids in the achievement or superseding of objectives. However, in the current age of holistic developments in organizations, a consideration on a single perspective alone increases the chances of losing the whole meaning.

According to Green et al. (2009), organizational learning is quite fundamental in studying and improving the aspects of the operating environment. Product knowledge is the main bases for sales in retail organizations hence appropriate programs or strategies supporting both learnings as well as access. Despite this, however, a number of retail organizations are way more than merely learning organizations, hence implying that a focus solely on learning will eventually culminate in the loss of organizational vision as well as its purpose and meaning. In fact, unless it can create a significant influence in meeting the retail objectives, a transition to a learning organization may not be necessary.

This follows the fact that in addition to value creation, a learning organization requires an emphasis on the measurable results.

Reference

Capozzi, M. (2007). "Knowledge Management Architectures Beyond Technology". First Monday 12 (6)

Retrieved May 9th, 2013 from

Green, A. et al. (2009). In Search of Knowledge Management Pursuing Primary Principles. Emerald Group Publishing Limited

Retrieved May 9th, 2013 from

Jennex, M. (2008). Knowledge Management: Concepts, Methodologies, Tools, and Applications. IGI Global: PA. Retrieved May 9th, 2013 from

Maier, R. (2007). Knowledge Management Systems: Information & Communication Technologies for Knowledge Management. Springer: Berlin:

Retrieved May 9th, 2013 from

Wright, K. (2005). "Personal knowledge management: supporting individual knowledge worker performance". Knowledge Management Research and Practice 3 (3) 154–167. Retrieved May 9th, 2013

Woei, T. (2001). Knowledge Management in the Public Sector: Principles and Practices in Police Work. Journal of Information Science, Vol. 27 (5) 310-320.

Retrieved May 9th, 2013 < http://jis.sagepub.com/content/27/5/311.abstract>

Download full paperFile format: .doc, available for editing
Contact Us