All entries for May 2014

May 29, 2014

First reflection of group work

Today my group first met up to work on the presentation task for the KBAM module. We split the task into two groups, one considering asset management and the other considering knowledge management. My group were looking at knowledge management. One of the key themes relevant to successful knowledge management is achieving the right culture. We discussed in our meeting how the culture needs to be that of empowering workers. What we mean is allowing workers the opportunity for upwards discussion. Looking at WaveRiders' organisation structure, it is very hierarchical. In order to encourage knowledge sharing, particularly that of tacit knowledge obtained from the production workers, creating an upwards flowing or upside down hierarchical structure will be paramount.


Ultimately to acieve the concept of a learning organisation for example, creating the right culture is a pre-requisite. The leadership of the organisation and the values of the organisation will ultimately influence the culture, and must be aligned to and supportive of creating an environment empowered through knowledge. If workers are afraid or feel unable to share their knowledge, a knowledge management programme with fail. If the culture sees employees not willing to share information with other departments or business units, knowledge management again will fail. The culture needs to be one of sharing, with the focus on mutual gain for all. Trust is important.


Again, this can be linked to class when sharing resources or useful journal articles or concepts with class mates. It can be seen in sports teams if a manager asks his players for their opinions and thoughts and trusts their knowledge when making a difficult decision. It again can be obviously viewed in a business if those at the bottom of the organisation's hierarchy have a voice, and can offer their knowledge to potentially improve their business's performance. Therefore, communication and culture is especially important to a knowledge management programme.


May 27, 2014

KBAM and people

I have developed and thought of some reflections from today's introduction to the module KBAM. My main thought is that KBAM further reinforces the view of the importance of people in the workplace. Why? Because people are ultimately responsible for successful knowledge management programmes. It is ultimately the working culture and environment that sees successful use of knowledge management, or leads to conflict and a neglection of policies. Of all the potential 'assets' an organisation has ranging from engineering assets, financial assets, intellectual property, brands, products, patents, leaders etc. the use of knowledge and intellectual property requiring the successful management of people can have arguably the biggest impact on business performance.


If people do not buy into the concept of knowledge management, the process will fail. Knowledge management allows businesses and people to share and transfer knowledge from previous experiences to ensure past failings do not re-occur, and to help achieve further innovation and prosperity through the sharing of existing knowledge to deal with any challenges or issues the organisation faces. If people in an organisation are not willing to share knowledge, or do not feel confident enough to share their knowledge, the programme may fail. Furthermore, if people do not buy into the idea, the process will not happen. Paul illustrated this well in class recalling his experience of lessons learned documents being used as door props. Ironically, something that could have helped the organsiation significantly was only used to help prop open the door. Linking this to my own experience, knowledge management can be used when dealing with PMA work. We are not plagiarising! :) but if I have found and read an interesting journal article that is relevant to the question, it would be beneficial for me to share this knowledge with my class mates and for them to reciprocate to benefit all of us. However, the culture of openness and trust needs to be created to ensure this happens. Some people may believe they are competing against others, and would not want to share something they view as their own individual asset. The concept of blogging whilst primarily for reflective learning also fosters the sharing of knowledge, as different people's views and ideas are shared.


Therefore, knowledge management requires the successful management of people to foster a suitable environment for knowledge managemet programmes to work


May 2014

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