Knowledge Management Program Essay Example | Topics and Well Written Essays - 1250 words

Knowledge Management Program - Essay Example Knowledge review-this step entails the evaluation of the registered knowledge of the associated knowledge. Step 5: Return phase- this is where an evaluation may result in the rejection of knowledge. This may be because there is inadequate content. Step 6: Knowledge approval- this step takes place when there is adequate content in the KMS knowledge Step 7: Search for necessary knowledge Step 8: Knowledge operation control – this is where specific knowledge is commented on according to the assessment done. In order to transform an actual organization into a more knowledge-based organization, a person should consider improving the work processes that leverage knowledge, technology infrastructure to support knowledge and transfer and its culture, customs, and practices. These components of change are important to effective knowledge use and transformation to a knowledge-based company. Altering the culture of the actual organization also helps in transforming an organization. This is because organizational knowledge and culture are interrelated. Therefore, in order to apply new knowledge and implement changes and improvements in KM, the culture should be modified to support the new behavior. Moreover, organizations should match leadership culture with the operational need. This is done independently of the level of culture in the organization. Improved technology infrastructure eases communication that forms a core component of effective KM. as a result, efficient communication helps in knowledge transfer and adoption, and this forms a good foundation of transforming an actual organization to a knowledge-based organization (Collision & Parcell, 2004). Firms should also leverage knowledge in order to create a more knowledge-based organization. This entails the use of the abundant knowledge available in managing business operations. This is because knowledge is a critical resource that demands more consideration. Other ways to transform an actual organization t o a knowledge-based one include sharing knowledge and best practices, allowing the employees to solve their problems encountered during business operations with minimal management interference. The second-generation KM elevates the understanding of the fact that knowledge is created with differing levels of quality. Therefore, individuals can improve the quality of knowledge possessed by aggressively managing knowledge production. In this case, people can enhance the quality of their decisions, operations, and results owing to the quality of knowledge possessed. An organization can be changed to align its operations and KM with the top three principles from second-generation KM. These principles include: â€Å"Learning and innovation is a social process, not an administrative one (strong affinity with organizational learning theory)†. â€Å"Organizational learning and innovation are triggered by the detection of problems† â€Å"Valuable organizational knowledge does n ot simply exist- people in organizations create it† These three second-generation top three principles are more inclusive of human resource, process, and social initiatives. The principles bring about the introduction of new concepts, ideas, and insights on KM.