It
is quite difficult to define the knowledge management unless we don't have a
strong idea of what is the knowledge is. Before defining the knowledge
management needs to effectively define the term knowledge first, that we will
discuss later.
But first we can define knowledge management as an activity
which has two basic objectives in a business. The first objective is to collect
the knowledge that is important for the business and has direct concerns with
the business strategy, policy and practice of an organization at all levels.
The second objective of the knowledge management s to map the intellectual
assets of the organization, making these vast amounts of corporate information
accessible and sharing the best practices through the technology that
enables above function including intranet and groupware.
Role of knowledge management in the business
Knowledge management has an important role in maintaining a successful business
process. If you study you will observe that there is a sound connection between
management strategies, practices and business issues with the knowledge
management. Knowledge management also affects the different areas of a business
including; Change management, Best practices, Risk management, Benchmarking
Most of the experts in business class and corporate level view knowledge
management as business process reengineering. In the most of the researches in
the recent past about business strategies has acknowledged that that
information and knowledge are business assets, and that businesses need
policies and tools to manage those assets.
Need for the Knowledge Management
There is a lot of debate on the issue that why an organization needs knowledge management.
There are plenty of opinions about the methods, paths and objectives of
knowledge management systems. Most of the time, need for knowledge management
is focused on enhancing creativity and creating new knowledge value — while
other programs emphasize leveraging existing knowledge.
There
is an increasing understanding that intellectual capital is important for the
growth of the organizations and discussion about intellectual capital has
proliferated all over the world but few businesses has acted on this
understanding. Where companies have take action — and a growing number are
doing so — implementations of "knowledge management" may range from
technology-driven methods of accessing, controlling, and delivering information
to massive efforts to change corporate culture.
What is the real knowledge?
Most of the time the terms information and knowledge are often used interchangeably
by business writers. Let's choose a simple definition and get on with it: Knowledge
has two basic definitions of interest. The first pertains to a defined body of
information. Depending on the definition, the body of information might consist
of facts, opinions, ideas, theories, principles, and models (or other
frameworks). Clearly, other categories are possible, too. Subject matter (e.g.,
chemistry, mathematics, etc.) is just one possibility. Knowledge also refers to
a person's state of being with respect to some body of information. These states
include ignorance, awareness, familiarity, understanding, facility, and so on. In
traditional perceptions of the role of knowledge in business organizations,
tacit knowledge is often viewed as the real key to getting things done and
creating new value. Not explicit knowledge. Thus we often encounter an emphasis
on the "learning organization" and other approaches that stress internalization
of information (through experience and action) and generation of new knowledge
through managed interaction.
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