KNOWLEDGE & COMMUNICATION

Knowledge Management & Communication in Workplace Settings

Table of Contents

INTRODUCTION3

DISCUSSION3

Knowledge Management and the Information Age Workplace3

Knowledge Management & Communication4

Effective Communication and Knowledge Management4

Chief Knowledge Officer for Knowledge Management System5

Integrating Organizational Learning5

Organisational Learning5

Organisational Changes5

Action Learning for Developing Management7

Why use Action Learning?7

Difficulties in Workplace Communication7

Role of Discourse in Promoting Innovation and Creativity within Organisations8

CONCLUSION8

REFERENCES10

Knowledge Management & Communication in Workplace Settings

Introduction

Knowledge management is regarded as an effort that involves internal information as well as external information. All these information are found within the organisation and in the minds of employees. This helps the organisation and the employees to move ahead, the mission of the organization (Knights et.al, 2000, pp.1).

The external and internal information are basically categorized as explicit factual information and tacit information (Knight et.al, 2000, pp.1). Reports, briefing papers, information on some sites or intranets and different documents that are prepared in the organisation are termed as explicit information (Knights et.al, 2000, pp.1). All these are organisation's information, as they are created in house or via sponsored projects. On the other hand, tacit knowledge resides inside a person; due to the experience and learning the employee has gained (Knights et.al, 2000, pp.1). Transcripts, written reports or electronic documents, all assist in gaining tacit knowledge of a person (Knights et.al, 2000, pp.1).

Communication tends to pass on information and getting understood by the person or persons to whom the information is transmitted (Guo & Sanchez, pp.78). Managers need to possess strong communication skills, as they disseminate information, which directly or indirectly affects the performance level of their organisation (Guo & Sanchez, pp.78). Communication plays a vital part, in order to build relationships and maintain them at workplace (Guo & Sanchez, pp.78).

Discussion

Knowledge Management and the Information Age Workplace

Knowledge management and organisational learning are targeted towards commercial businesses and organisations, and are also developed by them (Hovland, 2003, pp.3). There are a number of corporate sector's organisations for whom knowledge management is the solution to the latest challenges of the information age (Hovland, 2003, pp.3). Businesses are considering knowledge and information, as one of the vital and core assets for them. They are dedicated in learning, how to utilize this asset uniquely (Hovland, 2003, pp.3).

Today, conventional accounting and monitoring systems, which are used for handling tangible inputs and outputs, are considered insufficient. As an alternative, organisations have understood that efficient internal sharing of information is necessary (Hovland, 2003, pp.3). They now believe that they should learn to adapt at a fast pace as per external situations, for retaining their competitive advantage (Hovland, 2003, pp.3).

The discussed condition resulted in first generation of knowledge management strategies. These strategies were introduced for enhancing knowledge sharing within organisation (Hovland, 2003, pp.3). The first generation of knowledge management was more towards information technology and systems. This generation of knowledge management used technical tools for gathering knowledge and codifying existing knowledge. This was the idea to run the organisation more efficiently (Hovland, 2003, pp.3).

The second generation of knowledge management strategies introduced concentrated more on organisational ...