Planning in Knowledge Management

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PLANNING IN KNOWLEDGE MANAGEMENT

DEFINITIONS:
1.PLANNING:
Planning is a process which involves the determination of future course of action, i.e. why an action, how to take an action, and when to take action are main subjects of planning. So planning is actually a future thinking for achieving goals. 2.KNOWLE DGE MANAGEMENT:

Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers The 4 steps of Planning for Knowledge Management:

1- Knowledge generation:
Organizations acquires knowledge in a variety of forms. knowledge generation can be categorized into the following five methods:

1-Acquisition: Buy out organizations or hire individuals who possess the requisite knowledge. This is a rather nebulous approach, because it's nearly impossible to establish a value for knowledge. In the case of an organizational buy-out, some of the most critical knowledge may not transfer with the sale.

2-Dedicated resources: Establish units or groups to generate knowledge, such as research and development departments.

3-Fusion: Bring together people with different knowledge and experience to work on a problem or project and arrive at a solution.
4-Adaptation: Change is often hastened by a crisis. Some organizations create artificial crises to fuel innovation. The most adaptive resources are employees who can acquire new knowledge and skills.

5-Knowledge networking : Informal, self-organizing networks within organizations share expertise and solve problems together. For instance, new technologies may be adopted by initial users and then passed along the network. So Without documentation either on paper, electronic, or magnetic, the knowledge created may quickly dissipate and be lost. Regardless of the methodology, every effort needs adequate time, space, and recognition to generate knowledge. The space can be laboratories, libraries, or meetings. Without recognition that knowledge generation is a critical activity, knowledge may stagnate and the firm will be outstripped by brighter competitors. 2- Organizing:

Organizing knowledge begins by gathering all of the available information. Explicit knowledge will already have some organizational structure, but it may be buried in various functions dispersed throughout the company. An inventory of all explicit information must be captured and sorted. When this is accomplished, like information can be grouped together and redundant, outdated, or otherwise valueless information can be purged. This makes finding the valuable information less cumbersome. When planning for knowledge management, tacit knowledge is a greater challenge to organize. Intuitive approaches can't easily be distilled into step-by-step processes. For this reason, it's critical to determine where the rich knowledge deposits lie so they can be surfaced and organized.

3- Storing:
Once information has been collected, it must be stored somewhere for reference and access. So when planning for knowledge management, storage systems can be physical or electronic. The most common physical storage systems are filing cabinets, index cards, and notebooks. A library can be established to house physical filing systems or information stored in books, magazines, files, films, and other research materials. Electronic storage systems require computer hardware and software. Information can be stored on a database, and any information that has broad application should be available through a company network for ease of access. Documented information can be entered manually or scanned in.

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