Knowledge Management-1

There is a broad range of thought on Knowledge Management with no unanimous definition. The approaches vary by author and school. Knowledge Management may be viewed from each of the following perspectives:

Techno-centric: A focus on technology, ideally those that enhance knowledge sharing/growth.

Organizational: How does the organization need to be designed to facilitate knowledge processes? Which organizations work best with what processes?

Ecological: Seeing the interaction of people, identity, knowledge and environmental factors as a complex adaptive system.

In addition, as the discipline is maturing, there is an increasing presence of academic debates within epistemology emerging in both the theory and practice of knowledge management. British and Australian standards bodies both have produced documents that attempt to bound and scope the field, but these have received limited acceptance or awareness.

Knowledge Management has always existed in one form or another. Examples include on-the-job peer discussions, formal apprenticeship, discussion forums, corporate libraries, professional training and mentoring programs. However, with computers becoming more widespread in the second half of the 20th century, specific adaptations of technology such as knowledge bases, expert systems, and knowledge repositories have been introduced to further enhance the process.

The emergence of Knowledge Management has also generated new roles and responsibilities in organizations, an early example of which was the Chief Knowledge Officer. In recent years, Personal knowledge management (PKM) practice has arisen in which individuals apply KM practice to themselves, their roles and their career development.

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Knowledge Management

We are talking HRM. As part of that we talked about Skill management in our last post. Today we are going to talk about Knowledge Management.

Knowledge Management (KM) comprises a range of practices used by organizations’ to identify, create, represent, distribute and enable adoption of what it knows, and how it knows it. It has been an established discipline since 1995 with a body of university courses and both professional and academic journals dedicated to it.

Many large companies have resources dedicated to Knowledge Management, often as a part of 'Information Technology', 'Human Resource Management' or Business strategy departments. Knowledge Management is a multi-billion dollar world-wide market.

Knowledge Management programs are typically tied to organizational objectives such as improved performance, competitive advantage, innovation, developmental processes, lessons learnt transfer (for example between projects) and the general development of collaborative practices.

Knowledge Management is frequently linked and related to what has become known as the learning organization, lifelong learning and continuous improvement. Knowledge Management may be distinguished from Organizational Learning by a greater focus on the management of knowledge as an asset and the development and cultivation of the channels through which knowledge, information and signal flow.
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Skills Management -Benefits

We are talking Skills Management. Skill Management is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two. Employees with good skills always help company to create good goodwill with in the customer groups. For example, we are having a shopping need of wood blinds & Shade. The trader sends a well skills person who can give us highest quality window blinds, shades & window coverings with exceptional service commitment. Isn’t it makes difference than unskilled person?

Skills management provides a structured approach to developing individual and collective skills, and gives a common vocabulary for discussing skills. As well as this general benefit, three groups of employees receive specific benefits from skills management.

Employees who benefit
Skills management provides a structured approach to developing individual and collective skills, and gives a common vocabulary for discussing skills. As well as this general benefit, three groups of employees receive specific benefits from skills management.

Individual Employees
As a result of skills management, employees should be aware of the skills their job requires, and any skills gaps that they have. Depending on their employer, it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period.

Line Managers
Skills management enables managers to know the skill strengths and weaknesses of employees reporting to them. It can also enable them to search for employees with particular skill sets (e.g. to fill a role on a particular project).

Organization Executives
A rolled-up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. This enables them to plan for the future against the current and future abilities of staff, as well as to prioritize areas for skills development.