There are various legal, ethical and security issues related with knowledge management (KM) which are:
Ethical issues: knowledge interpreted as entirely owned by an organisation may put in jeopardy an individual’s knowledge transforming behaviours which may also make it complex for an organisation to hold valuable knowledge. This conflict of knowledge ownership generates strain in knowledge disposition and may lead to ethical issues in organisational handling towards individuals. Nonetheless individual’s role in procedure correlated to knowledge management such as decision making and the ownership of knowledge remains unmapped. Also ethical behaviour issues can be faced in organisation in context to both employees and employers where both of them may encounter ethical dilemmas such as an employee may experience ethical perplexity if prohibiting or disfiguring knowledge outstanding to the employer or the team for personal benefits.
Security issues: it is primary to offer right level of security for technical data and the same applies for knowledge management, so security issues arise in relation to knowledge management when usage of permission and level of authorized security for different knowledge based information is not shared in legitimate channel and with proper person. Also one of the issues in knowledge management in context to security is maintaining credibility and privacy of valuable information, as KM involves various technologies like data mining, multimedia, collaboration and web. As such security in web data management and collaborative systems may direct towards security issue in knowledge management activities in context to protection of corporation’s asset like intellectual property, trade secrets which are highly confidential information that should not be made accessible or dissipated to competitors. As such security issue related to KM arises in form of access control, breach and not maintaining privacy of information.
Legal issues: knowledge management is the procedure where the intellect and knowledge that are part of organizational asset are retained either in structured or unstructured manner within the corporation itself to hold, catalogue, preserve and distribute as and when required to compete and innovate. So legal issue related to KM may arise in form of trademark infringement where there may be illegal use of trademark or service mark on contending or related good/services. Also legal issues arise when knowledge based information or intellectual property is misrepresented claiming that it would perform a specific activity when it cannot. Another form of legal issue in context to KM is related to copyright or ownership of genuine knowledge work where these are exposed to unauthorized usage without permission to copy or print content.
The four different kinds of knowledge management concepts that are utilised in business are:
Knowledge acquisition: in this concept of KM a business can attempt to acquire knowledge from external sources. External knowledge sources are vital and hence business considers a holistic outlook of its acquisition for the value chain. Sources of external knowledge are suppliers, competitors, partners, customers and external experts and knowledge acquisition from them can enhance knowledge led information of a corporation.
Knowledge creation: this concept of KM refers to continued transfer, combination and transformation of different forms of knowledge as users develops utility, interaction and learning. As such knowledge creation is product of exchange between knowledge and knowing and the conversion in condition between ownership of knowledge and the deed of knowing is learnt through practise, action and communication which is the propulsive force for creation of new knowledge asset.
Knowledge utilisation: this concept of KM refers that it is significantly essential that knowledge management resources benefits society wherever possible and as rapidly as feasible and as such need active involvement from all. The utilisation of knowledge management resources for society and economy is emphasised in concept of knowledge utilisation. This should actively take place in network of researchers, business and society so that it supports innovation and inspires intended solutions through more knowledge breakthroughs in new direction.
Knowledge transfer: this concept refers to displacement of knowledge, ideas and experience from source of knowledge to conferee of that knowledge. The concept of knowledge transfer and knowledge sharing is utilised reciprocally for effective execution of knowledge into practise.
The various knowledge management processes used to implement KM concepts within CSL Ltd are: (Henao-Calad, Montoya and Ochoa 2017)
Knowledge management and organisational culture change process: this is identified and well managed intentionally by management of CSL Ltd where inconsistencies are introduced that tests the acknowledged comfort zone of organisational culture and management so as to drive the employees within CSL ltd to abandon specific elements in favour of others. So this process drives a culture in CSL ltd where implementation of KM concepts is regularly challenged to develop knowledge sharing which is accepted as beneficial instead of being disturbing to employees.
Knowledge management and Knowledge retention: knowledge retention is component of KM that is bothered with being sure that significant knowledge assets are retained in the firm over a long time. So CSL ltd forms a knowledge retention approach as a process that depends on interpretation of which knowledge is significant for the firm and which is at risk, so that CSL ltd takes effective measures to keep those knowledge assts in the company to support implementation of knowledge management concepts. Based on their knowledge retention approach they effectively choose to implement many initiatives and tools such as reward schemes, mentoring and utilisation of knowledge from retired employees.
The theories, methods and frameworks of organisational change management are:
Lewin’s change management theory: according to Al-Haddad and Kotnour (2015) this is one of the most efficacious method or framework that makes possible interpretation of organisational and structured changes and was developed by Kurt Lewin. The stages involved in this theory are:
Unfreeze: the initial step of the process of change as per Lewin’s method includes preparation for change which means that at this stage, the company gets itself groomed for change and adapts the fact that change is vital and essential. This stage is significant because most employees attempt to be reluctant to change and as such it is vital to break this status quo. So companies are required to elaborate to their employees the reason why current processes are needed to be changed and the manner this would benign profits or benefits.
Change: this is the stage where actual transformation or change occurs and the procedure may be lengthy as employees generally take time to accept new happenings, improvements and changes. At this step, strong leadership and encouragement is vital because these components not only drive to move forward in correct direction but also makes the procedure convenient for employees who are engaged in the change process. Communication and time are vital at this stage for success.
Refreeze: in this stage changes get approved, embraced and implemented by the employees of the company so that it creates stability again. As such it is called refreeze. This is period when employees and procedures start to refreeze and things get back to normalcy in pace and schedule. This stage needs the support of employees to ensure changes are used all the time and executed even after the purpose had been attained and with sense of stability the employees become comfortable and confident to acquired changes.
McKinsey 7 S theory: this framework or model is one of few theories that have been persistent even when others have become outdated. It has 7 stages for change management:
Strategy: strategy is the layout that is developed to overcome competition and attain the objectives and this is the initial stage or step in McKinsey’s 7 S frameworks and includes the creation of step-by-step process or future planning.
Structure: structure is the stage or characteristics of this framework that correlates to the manner by which the firm is categorised or the structure it practices.
Systems: so as to get the activities done the manner by which regular tasks are performed is related to this stage called systems.
Shared values: this refers to primary or main values of a firm based on which it functions or operates.
Style: the ways through which changes and leadership are accepted or executed is called style
Staff: it refers to workforce or employees and their working abilities
Skills: the competence as well as expertise owned by employees working in a firm is called skills.
McKinsey’s model of change offers ways to interpret and get deeper into the manner change management works for a firm and integrates emotional and practical elements of change to develop ways that enables employees to cope with transformation smoothly by giving a direction to change.
1. Why is it important to evaluate the existing arrangements that are used within the organisation for the capture and use of knowledge from internal and external sources?
Evaluation of current arrangement that are used within organisation for capture and use of knowledge from external or internal sources is important for efficacious management of knowledge for organisational management. The proficient management of knowledge have been defined as vital element for firms that seek to ensure sustained and strategic competitive edge as a primary driver for organisational performance. It is also vital tool for organisational existence, competitiveness and profitability. As such evaluation of arrangement for capture and use of knowledge supports firms to leverage full potential to attain benefit from the value of knowledge.
2. What does an information management system include?
The information management system includes:
Operation support system: in a firm the input of data is made by end user that is refined to create information products such as reports that are used by external or internal users. This is called operation support system and the aim of this is to promote business transaction, governance, manufacture, support for internal or external interaction and update of central database.
Management support system: managers need specific and reliable inputs in specific format to enable organisational decisions. So management support system promotes effective decision making procedure for managers. This system is divided into management information system, decision support system, expert system and accounting information system.
3. What is knowledge management?
KM is making available the right knowledge for right person to ensure that people can acquire learning and be capable to access and utilize knowledge assets as and when required for creating value.
4. What methods can be used to assess the effectiveness of the organisations existing procedures and systems in terms of meeting the needs of clients, organisational aims, objectives and standards? Identify and briefly describe 2.
The methods that can be used:
KPI: A key performance indicator is a method that evaluates the manner through which a company’s process and system meets performance in relation to need of clients, strategic aims, objectives and standards. This offers vital performance information that helps firms in understanding whether or not it is on track towards its goals and is significant navigation measures that gives clear illustration of existing level of performance and understands whether or where change is needed.
Organisational audit: it is a method that is developed to determine whether a firm is in alignment with its strategic goals, milestones, values, mission and continuous quality improvement needs. This help to recommend alterations to action planning of firm to attain or sustain alignment and helps to create programs, standards and approaches that ensures that employees are inspired to remain in track.
5. What are the 5 factors that will need to be assessed when attempting to identify if there is a need for improvement to the organisations strategic use of knowledge?
The factors that are needed to be analysed are Organisational analysis, person analysis, work analysis, performance analysis and cost benefit analysis.
6. What are 4 different barriers to capturing knowledge that you may identify within an organisation?
Ans. The different barriers to capturing knowledge that may be identified within an organisation are inadequate information, unidentified goals, offering inappropriate resources and absence of credibility.
7. Where can you obtain evaluations and recommendations of knowledge management software? Identify at least 2 locations.
Ans. The locations to obtain evaluations and recommendation of KM software are:
8. What should reviews of evaluations and recommendations about knowledge management software be focused on?
The review of evaluation and recommendation about KM software should be focused on Knowledge reuse, Knowledge sharing, Knowledge creation and Knowledge acquisition.
9. Identify at least 6 different types of rewards and incentives that can be provided as a part of the knowledge management strategy.
Ans. The types of rewards and incentives that can be provided are monetary rewards like bonus, commissions, gift certificates, training opportunities, promotions and corporate lunch.
10. Identify and briefly discuss at least 3 of the processes required for maintaining an integrated knowledge management system.
Ans. The three processes that are needed for maintaining integrated KMS are:
KMS adoption: it begins with internal analysis of company where knowledge needs and flow, communication lines, practices are evaluated and based on findings systems required to complement integrated KMS is determined.
KMS acceptance: in this users are engaged in design and implementation of integrated KMS process and are even involved for evaluation of systems whenever applicable.
KMS assimilation: this process is used to identify knowledge barrier, initiate effective management, control process cost, process quality and facilitate collaboration within integrated KMS.
11. What are the sections that will need to be included in a business case developed to determine the viability of selected options?
Ans. In order to determine the viability of selected options that are included in a business case the sections that would be needed are: Cost and benefit analysis, initial and ongoing cost, return on investment and assumption & constraints.
12. Identify the senior staff that should be included in the development of the knowledge management business strategy for the capture and use of organisational knowledge.
Business managers should be included in development of KM business strategy for capture and use of organisational knowledge.
13. There are a range of considerations regarding the organisation that will need to be taken into consideration when developing the knowledge management strategy. Identify 8.
The consideration includes People, process, technology, structure, culture, competency, best practices and knowledge network.
14. Outline 2 methods that may be used to ensure that business processes within an organisation are designed to support knowledge management according to both organisational needs and the budget.
Ans. General Method: this method can be divided into descriptive and prescriptive category. The descriptive category helps to characterise nature of KM approach, while prescriptive category defines methodologies that should be followed for carrying out KM. as such it help in creating organisational knowledge that can be developed, shard and crystallised.
Maturity method: it defines the building of system over time with the entity being of interest and each of the entity is developed through levels to reach at greatest, optimised level.
15. What information will need to be identified and costed in relation to technology requirements for inclusion in the organisational budget cycle?
The information that is needed are identification of short and long term goals, constraints, estimation of current earnings, deduction limitations, life stage expenses and estimation of cash flow.
16. Identify and briefly discuss a system that may be implemented within a business for the periodic review of knowledge metrics to maintain ongoing effectiveness and continuous improvement.
Ans. Balance scorecard: it can be used for periodic review of knowledge metrics performance so as to maintain effectiveness and continued improvement through communication of metrics and tasks that are needed to be attained, helps to understand and prioritise process and evaluates; monitors progression towards knowledge goals.
17. Outline the series of activities that can be conducted to ensure that the business knowledge management strategy is thoroughly assessed and amended as required to ensure that it is able to meet the requirements of the business plan for the organisation and the business strategies.
The activities that can be conducted within business KM strategy are:
18. What are 4 trends in knowledge management?
Ans. The trends in KM are cognitive learning, talent management, simplified Knowledge management model, focus on artificial intelligence
19. There are a range of principles that should be followed for records management and database management in relation to knowledge management. What are 6?
Ans. The principles that should be followed are:
20. In the context of records management, what is meta data?
Ans. meta data is information that assist in finding, interpreting, authenticating, using and managing of information. In case information has meta data then information is conveniently found as it allows to understand what kind of information it is, where it has been used and how to apply.
References
Al-Haddad, S., and Kotnour, T. (2015). Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management, [Online] 28(2), 234-262. Available: https://search.proquest.com/docview/1671991084?accountid=30552 [Accessed on 7 Oct. 2018]
Henao-Calad, M., Montoya, P. R., and Ochoa, B. U. (2017). KNOWLEDGE MANAGEMENT PROCESSES AND INTELLECTUAL PROPERTY MANAGEMENT PROCESSES: AN INTEGRATED CONCEPTUAL FRAMEWORK. Ad-Minister, [Online] (31), 137-160. Available: doi: https://dx.doi.org/10.17230/ad-mmister.31.8 [Accessed on 7 Oct. 2018]
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