Management of Knowledge in Organization
Organizations are social systems where parties engage in mutually interactive sessions, behaviors and practices. The contribution of each party in these organizations affects the organizational objectives, value creation, public image and the overall management efficiency. This point out that managers have a crucial role in evaluating group behaviors and views with aim of achieving long run objectives. Although people are social beings, a conflict of interest and values may arise in the workplace. Normally, management of human knowledge in organizations raises issues of innovation and viable communication networks. Inter departmental group behaviors affect the overall performance of the organization. It is a common practice for stable organizations to recruit and train new employees.
Similarly, employees may be permanently employed or on legally binding contracts. The behaviors, interactions and inputs of both permanent and contractual workers are significant to the managers. Remarkably, some permanent communities in the organization may pose serious management problems. If an individual interacts with managers for long period, for instance two years, he or she may develop poor participation in the activities. Repetitive group behaviors and knowledge is a threat to managerial efficiency. On the other hand, the degree of support and loyalty to leadership is a key issue rooted from management of employee knowledge. In essence, new recruits are usually very loyal, willing to contribute, share, and offer unconditional support for organizational development. In contrast, old and permanent workers may pursue personal goals and be mean in sharing and contributing their views. The achievement of business objectives, social responsibility and innovativeness are directly influenced by the stakeholders’ social participation, loyalty and engagement in daily activities.
The management of employee knowledge can be in different perspectives. Firstly, a proper alignment of the business objectives is a key factor behind this. The major focus as managers should be on the overall goals of the organization besides the personal issues. It is a common practice for employees to divert their views and efforts for personal gain. Managers need to strike a balance between employee development and the business’ main objective of profit maximization. This is very applicable today in both profit and nonprofit organizations where a conflict of ideas, suggestions and behaviors arise. A clear definition of employee roles, powers and responsibilities brings harmony and smooth running.
Generally, knowledge can be managed by use of different approaches. The use of storytelling in organizations insinuates members to share more. This is a tool where different parties get opportunities to express explicit information that is necessary to the managers. The other strategy is rewarding the stakeholders, for instance, financial benefits or verbal praise. It helps to motivate them to share, participate and be more loyal. Managers can also manage knowledge through inter-departmental transfers. Some members could be more innovative if they work in changing environments or projects. In addition, an effective strategy for managing knowledge could be based on reviewing the individual actions. Such reviews on completion of tasks encourage employees to engage themselves fully in organizational activities.
I have learned that stakeholders’ knowledge in business affect innovation, reliability of communication networks and business competence. The success of business entirely depends on how effective the managers control and organize knowledge. Business strategies and structures need to incorporate proper management of knowledge. I would expect for open dialogues, storytelling and individual evaluation for works done. This improves the desire for sharing, being loyal and provides explicit information that is significant for effective management.