KNOWLEDGE MANAGEMENT

Knowledge Management



Table of Contents

Knowledge Management3

Task 1 - Information and knowledge needs:3

1.Identify the range of decisions to be taken.3

2.Review information and knowledge needed to ensure effective decision taking.3

3.Assess internal and external sources of information and understanding.3

4.Make recommendations for improvement.3

Task 2 - Networking and communications processes:5

1.Identify personnel including customers? other stakeholders and other experts.5

2.Make contact with those identified and develop business relationships.5

3.Involve those identified in decision making as appropriate.5

4.Suggest strategies for improvement.5

Task 3 - Communication processes:10

1.Evaluate existing processes of communication in an organisation and look to ensure and to improve appropriateness.10

2.Implement and justify improvements to ensure greater integration of systems of communication in that organisation.10

3.On a personal level? identify weaknesses and develop a personal plan to improve communication skills.10

Task 4 - Appropriate systems:14

1.Evaluate existing approaches to the collection? formatting? storage? disseminating information and knowledge.14

2.Implement and justify appropriate changes to improve the collection? formatting? storage? disseminating information and knowledge.14

3.Implement a strategy to improve access to systems of information and knowledge to others as appropriate.14

Knowledge Management

Task 1 - Information and knowledge needs:

Identify the range of decisions to be taken.

Review information and knowledge needed to ensure effective decision taking.

Assess internal and external sources of information and understanding.

Make recommendations for improvement.

Today's managers are challenged in the workplace and global marketplace to add value to their organizations' bottom-lines. However? environmental forces of change (i.e.? competition? globalization? technology) have changed the rules of the management game (Ball et al? 2004). Also? the growth of emerging technologies (i.e.? Internet? Internet 2? Intranet? e-commerce? e-business? m-commerce? voice over Internet Protocol? wireless? and sophisticated software applications) which are fueled by the expanding information age have forced managers to use data in the decision-making process. It is clear that some managers with old economy experience skill sets may not fit into the new economy (Housel & Skopec? 2001).

Organizations depend on the continuous (24/7) and seamless flow of information in order to fully participate in the new global economy. Global companies use the virtual enterprise strategy to manage suppliers? business partners? collocated employees? and contract workers. How can these managers survive in a turbulent sea of changes while meeting their objectives? There are several information systems and tools available to managers to meet their organizations' business objectives. Currently? mid-level and/or top level managers use management support systems (management information systems? decision support systems? executive support systems) to support their decision-making processes. In contrast? operations support systems (transaction processing systems? process control systems? and enterprise collaboration systems) are used by managers to support their operations and business processes. The creation of the Internet in 1969 was the driving force behind the rapid introduction of sophisticated information systems in corporate America. Also? the new high speed Internet 2 will provide the platform to launch new management support systems.

It is clear that the current level of information technology and emerging technologies are not keeping up with the rapid changes occurring in the new economy. Environmental forces of changes are forcing organizations to implement emerging technologies to remain competitive in the ...