Write a short paper stating your position on the question:
“The relationship between organizational communications and knowledge management”
State The following in your writing:
- The best definition of knowledge management
- KM and organizational structure
- The degree to which organizational communications can really be “managed”
- Incentives for participating in knowledge management
- Incentives for communicating
- The role of information technologies in communications
Solution
Introduction
In the current globalized world, the essential tool for being successful is to manage knowledge. For competitiveness, companies, businesses, and individuals; all are required to have the ability to create and diffuse knowledge. This knowledge is considered as a commodity of value which is embedded in the products and tacit knowledge of the employees working in different regions. While the knowledge is being considered as an intellectual asset, it has some characteristics which are very different from other commodities of value. These include the attributes like
Usage of knowledge does not consume it like other commodities. Then the transfer of knowledge also does not result in the loss of it. Then there is the attribute that knowledge is plentiful, but the ability to reuse is limited. Then for each business, the knowledge leaves the door at some time. With the arrival of World Wide Web and internet knowledge has been made available to everyone with access from unlimited sources. The labor-intensive manufacturing sector of the past era has led to knowledge-based organizations. Now there is more work done by a few personnel. A firm is capable of gaining sustainable improvement only through its knowledge and how it uses this knowledge.
All this has led to the development of a strong want for building an organized approach towards creating and sharing the knowledge base of a company. The knowledge base of a company represents the lessons learned and experience gathered during its operations (Dalkir, 2017).
Definition of Knowledge Management
A good definition of knowledge management would be the one which incorporates both storing as well as capturing of the knowledge perspective along with the valuation of the intellectual assets. One such good definition is;
Knowledge management can be explained as systematic and deliberate management of the people, processes, technology, and organizational structure within an organization to create value from innovation. It can be achieved via the encouragement of creating, applying and sharing of the knowledge and by the incorporation of valuable experiences in the memory of the corporation for fostering constant learning (Dalkir, 2017).
Knowledge Management & Organizational Structure
It is evident that knowledge management is considered an important weapon and a tool for the sustainable edge for improving efficiency. The analysis of the performance of knowledge management is considered as vital since it gives the context for providing directions to the organizations with the aim of improving performance.
Knowledge management tool models and techniques provide a very traditional view towards the management of operations under various organizational structures in an efficient manner. It is crucial for efficient knowledge management to keep the updated information flow while taking into consideration the important aspects of the information and knowledge flow. The main aim is to provide the knowledge at the right time and the right place. The information flow, thus needs to be supported. The organizational structure, thus affects the pace of information flow, affecting the aim of knowledge management. It is explained that innovation as well as knowledge when placed in a relationship in which each other lead to effective management is supported by the organizational structure. Researchers have explained that the generation and use of data and information add towards growth potentials. Thus, for sustainable competitive advantage, organizations need a flexible organization structure to have the ability to mold and mend whenever in need (Wahba, 2015).
The container approach is the one which assumes that organizations serve as a container which affects the communication behavior. The organizational structure like hierarchical is expected to exist independently, but has to affect the direction and content of the flow of information. Then there is a special constructionist approach which assumes that the communication is the one basis through which shape and form of the organizations are created. As per this approach, the organizational members who constantly use one person for the flow of information creating a centralized network structure in which one person has a higher degree of power and control of the flow of information. People changing content and flow of information create new organizational structures like decentralized networks (CommGap, 2017).
The degree of Management of organizational communication
Knowledge is a resource which has implicit and explicit dimensions. Managing of knowledge can help make sense of the complex, chaotic and complicated situations. Communication underpins the knowledge management. The communication of knowledge is the process via relationships are altered, instituted, sustained, and ended by reductions or an increment in meaning. For management of communication, a typical information life cycle is presented below. The typical information life cycle starts with identifying, planning, creating and generating information. Capturing, collecting, recording and storing of the information is the next step. Management, processing, sharing, and transmission of the information do next. The last steps include consuming and using the information. Discarding and recycle of the information is the last step of the information cycle (Eppler, 2006).
There are many channels and tools through which communication can be managed. A face-to-face channel includes training, engagements, meetings, informal encounters, speaking and workshops. The print channel includes reports, publications, memoranda, and collaterals. Then there are web channels including blogs, newsletters, social media, podcasts, and internet. Audiovisual exhibits, PowerPoint presentations, broadcasts through radio and television and digital signage are channels for managing communication (Serrat, 2013).
Incentives for participating in knowledge management
The implementation of the knowledge management initiative like any other change management presents opportunities for motivational and change management strategies. Knowledge management initiatives are used to motivate the employees for achieving the defined outcomes regarding knowledge management. Through changed behavior, motivating people, building social cohesion, and redirecting attention towards employee’s participation in knowledge management.
Recognition is always visible and is expressed through public reinforcements to teams, and individuals for role modeling and contributions made to the knowledge management. Recognition can be a group, enterprise, team or individual level based. Another aspect of this incentive is that it can or cannot be combined with a reward. The reward is one of the tangible gifts given in the form of money, substantial gifts, and promotions. With a small monetary reward, desired behaviors can be achieved. Recognition tends to be more public, whereas, the rewards can be private as well.
Rewards and recognition are one of the tools which are considered essential in the fields of change and knowledge management. Making people feel good about the work they are doing will motivate them to work more efficiently.
Scholars discuss that incentives are not necessarily the only reason without which the people stay behind in sharing knowledge with their organizations. The lacking lies in the understanding of the importance of the knowledge they hold. Another barrier is that they do not understand correctly, if their knowledge is appropriate and beneficial to the organization. Participation, contribution and rewarding people to make change are a very important aspect of achieving targets. Compensation should not be used in place of rewards and competition for the sake of rewards should be discouraged as it hinders in teamwork (Milne, 2001).
Incentives for communicating
For better knowledge management, communicating effectively is impertinent. To make knowledge management successful, the most important tool is to realize what the workers, employees, and personnel which are the knowledge hub of the company gives priority to it. The organizations should understand what is of value to these individuals who are not only the knowledge assets of the company but also communicates it effectively. For motivating these individuals and recognizing their contributions, the organizations should consider getting knowledge on the interests and motivators of their personnel. The companies need to provide rewards and recognize their efforts to the contributors of the best communicators.
Role of Information technologies in communications
Communication is the key to efficient knowledge management. For better communication, technology has paved many ways to facilitate the communication process. In the current business environment, the knowledge management framework has been easier to implement with the help of the various technological tools. Through the use of computers, emails, search engines, data mining systems, databases, video conferencing, real-time sharing of information’s, computers and many other facilities has enabled the companies to use, manage and share knowledge from any point of the world. The role of ICT in facilitating communication cannot be argued and is evidently positive (Anaeto, 2010).
Conclusion
The increase in need of the knowledge management has increased with the global sharing of information and knowledge around the world. For getting better regarding knowledge management, communication is vital. For better communication, the human assets of the company need to be motivated for contributing to the communication, and knowledge management of the firm. Organizational structure is also found to be influenced by the content, and direction of flow of information. ICT has evidently also played an incremental role in this respect. The shared effort has resulted in search engines, database systems and real-time sharing of knowledge along various organizational structures.
References
Anaeto, S. G. (2010). Managing Organizational Culture for Effective Communication. The Social Sciences, 5(2), 70-75.
CommGap. (2017, August 29). Organizational Communication. Retrieved from Communication for Governance & Accountability Program: http://siteresources.worldbank.org/EXTGOVACC/Resources/OrganizationalCommweb.pdf
Dalkir, K. (2017). Knowledge Management in Theory and Practice. MIT Press.
Eppler, M. J. (2006, July). The Concept of Knowledge Communication and Its Relevance to. Retrieved from USI Research Note.: http://www.knowledge-communication.org/pdf/research-note-knowledge-communication.pdf
Milne, P. (2001). Rewards, Recognition and Knowledge Sharing: Seeking a Causal Link. Australian Academic & Research Libraries, 32(4), 321-331.
Serrat, O. (2013, May 26). Communication Tools for Knowledge Management & Learning. Retrieved from https://www.slideshare.net/Celcius233/communication-tools-for-knowledge-management-and-learning
Wahba, M. (2015). The impact of organizational structure on knowledge management processes in Egyptian context. The Journal of Developing Areas, 49(3), 275-292.
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