Knowledge Management

Abstract
    Most managers can probably state one of the many textbook definitions of knowledge management. Most would also agree that knowledge management would benefit their organization and that their worker’s intellectual capital could be useful to their organization. Yet, they usually don’t have a clue on what kinds of useful knowledge and skills the individuals in their organization possess. Time and time again managers find themselves saying “if only we had known” after realizing an issue could have been corrected internally by one of their own employees. Many managers today still cling to the traditional autocratic management style that basically assumes that all ideas and strategies are only generated at the top senior management level and all directives flow vertically down the corporate ladder. In today’s information-driven society companies have to realize that more can be gained from their company’s intellectual rather than their physical assets. To tap this intellectual asset will require an organization to implement a successful knowledge management program in a culture that supports innovation, learning and knowledge sharing. Effective and active knowledge management implies a change in the way managers think and lead their organizations. They must be willing to manage and lead their organization based on the best ideas generated from their organization’s learning processes. To be effective, managers must be able to leverage “tacit” or personal knowledge as well as the “explicit” or organizational knowledge in their organizations. I will explain the fundamental differences between these two approaches and the advantages and disadvantages when using them. I will conclude my report by recommending four essential processes that must take place to sustain an organization’s knowledge management strategy

The art of progress is to preserve order amid change and to preserve change amid order... [continues]

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