The knowledge audit is an important process for the organizations. These processes helps the organization to understand the required knowledge for the particular organization. These processes are capable of finding the knowledge that are missing in the organizations. The knowledge management of the organization can be improved by identifying and then applying the knowledge (Taheri et al., 2014). It improves the effectiveness and the efficiency within the organizations. A knowledge audit can help the organisations to determine and to illustrate the knowledge that they possess, where the knowledge resides and how his knowledge flows through the organisation. A cycle of the knowledge audits give the permission to the organization to improve the environment of the organizations. In the report the further will be discussed o the organization that has the partnership of public and private between the industries (Roy et al., 2014). In the recent time it has been seemed that the knowledge output is rated low and the knowledge activities are rated as the high priority. In the report the problems with the business processes also given and to solve them new system will be introduced. There will be methods for the user that how the user will evaluate while using the system. Knowledge audit is the critical step for the implementation of the KM (Knowledge Management).
The covered organisation is a private-public partnership between the UK government and the industry that has the ability to bring the collective knowledge. To be more specific the industry is working for the UK government’s emission target reduction in long term basis. The organisation need to take care of the target then the organization have to support the project for the further development and that needs to be accelerated. The organisation have to understand and identify the processes that are related to the Knowledge management in order to improve the efficiency in the whole organisation. The strategic agenda of the knowledge management is very high and the organization is very proactive to this respect.
The objective of the audit of the knowledge is given below:
It mapped the flow of the critical knowledge that of both explicit and tacit through the total organization. The next objective of the knowledge audit is to determine the asset of the knowledge that are the most important and those supports the activities of the specific organization (Dalkir 2013). Another objective of the knowledge audit is to identify the knowledge gaps and the bottlenecks. The time to complete the audit is 2 months and the budget that is approved for the audit is for full time. For the primary collection of the data a semi structured interview is chosen.
A proper knowledge that is developed and the development’s learning strategy will identify the way that how the present and the past knowledge is used within the organization and to the outside of the organization (Gourova and Toteva 2014). The main objective of the strategy is to be that it will make the organization more ‘joined up’ and much more coordinated than before. There are several approach to develop the strategy for the knowledge management. One of the approach is to apply the systematic methodology of the of the knowledge audit, as it is developed by the ODI. This methodology is also used for access the knowledge and to learn strategies within a wide range of the international agencies that includes the government agencies, multilaterals and the NGOs. This methodology provides a structure for making recommendations, gathering data, and to make the best way for the knowledge learning initiatives (Woods and Cortada 2013). This approach make sure of that the recommendations provided are well grounded in a broader structure, operational factor and the policy factors that are affecting the whole organization. Mainly the development strategy will be of the four different phases. The first step would involve the research that is in depth and the analysis of the current policies of the institution and the practices of the organisation.
Each and every organizations required some assets that are tangible like the plant, building and equipment. And some assets that are intangible. For the production the essential is the tangible assets such as the knowledge that are considered to be a major source of the advantages that are competitive in nature because they represents the maximum portion of the organizations value in the market (Bagnoli and Vedovato 2014). Different dimension of the knowledge is there like the group knowledge, individual knowledge, external knowledge, internal knowledge, tacit knowledge and the explicit knowledge. The most important and the practical distinctions is that between the explicit knowledge and the tacit knowledge. The knowledge which is codifiable knowledge that inherits the storehouse of the non-human including the manual of the organization on the processes and the procedures, marketing channels, databases and on the customer relationship management system is called the explicit knowledge (Cascio 2018). The tacit knowledge is the knowledge is know how that data is stored on the head of the people. This knowledge mainly acquire from the education, experience and from required training. The explicit knowledge can be easily shared with other people who are associated with the organization. Examples of explicit knowledge in construction are design codes of practice, manuals on construction standards and specifications. The knowledge can be fall between the implicit that is the tacit and the explicit that is the codified knowledge. Various dimension of the knowledge also require in the organization to deliver the services and the products. For a complex project there is tacit knowledge, external knowledge using the consultation in order to full fill the requirements of the organization (Alegre, Sengupta and Lapiedra 2013).
A business process is an activity or the set of many activities that will achieve the goal of the organization. To improve the business processes the approach of the business process management is used. There are several type of the business process that are in the market. The several business processes are described below:
The primary process can also called as the operational process that mainly deals with the value chain and with the core business. The objective of the processes is to deliver the value to the customers by providing them with the product and the service (Poelmans, Reijers and Recker 2013). The primary process represent the business activities those are essential and that accomplishes the objective of the businesses like it will help to generate revenue. Bank account management is one type of operational process.
The secondary process is also known as the supporting process. The core processes are backed by the supporting processes and the function of the organization (Harmon 2014). It supports the processes of the management that includes the safety of the workplace, HR management and accounting. The main difference of the supporting process from the operational process is that the supporting process does not provides the direct value to the customers.
The objective of the management process is to monitor, measure and to control the activities related to the business procedures and of the systems. The management processes includes the budgeting, strategic planning, governance, internal communications, and the capacity or the infrastructure management. It is more or less same as the supporting processes, in this process also the management processes does not provides the value directly to the customers (Van Der Aalst et al., 2016).
The business process management is the best way to keep a business organised and to run efficiently. But there are certain problems that encounter in the system. For the business to run effectively the problems must be identified and solved. The business process management is a tool that provide assistance in the case of problem solving. It provide the help after the product or the services are delivered. Another problem is the employees when face stress they tends to forget the processes. The employees comes under the stress when a certain deadline of the projects comes then they can forget the steps in the process that is required. This can be difficult in such business environment where the deadline is strict and the employees does not work properly. The employees must be given the time to do the project according to the plan by taking the required time. The BPM must communicate with the client if they need some extra deadline. One problem is of lacking the responsibility that is assigned. We must ensure that our system assigns the responsibility to the individual people. So they can be aware if something goes wrong they will be held accountable.
There are certain problems also arise those are not mentioned above that can be associated with the business process management.
There are several weakness present in the knowledge management and to mitigate the problem several recommendations were mentioned below:
In the above section the recommendations were given in the level of department. The same recommendations can be applied in the other departments too. Every department has their uniqueness and the knowledge management has to work according to that only. There are several diversity, and it was cleared that there are some common between them that is the concern for the participant. To apply the recommendations for the actionable knowledge management and because of the challenges that are raised with the organization. Each of the above recommendations were designed to provide the stability to the organisation. And the recommendations are for the different knowledge based projects.
For the each of the all departments, the maps that are resultant were discusses and analysed, and the narrative is developed that reflected to the key findings of the departments. This study gave some of the strengths and some weaknesses too.
From the view of the organisations it is clear that the organization has different unique qualities. The business includes combination of the innovative business nature, high level intellectual capital, an operation that is project based, and to build the meaningful with wide range of external knowledge. To improve the organization several implications have to make to the organization. The implications can make an impact on the organizations. Several implications are discussed below:
The holistic approach is recommended to the organizations for using in the knowledge management. Without the stance that is holistic it also possible of the knowledge management information’s improvement (Soomro, Shah and Ahmed 2016).
At the audit time the organization is gone through an analysis of its role in the future, but the strategic message that is given to the staffs were not cleared that creates several concerns among the staffs. The more clarity is there in the strategic message the more the more efficiently the staffs can work Otherwise the employees will face several uncertainty and confusion among them which will create lots of problem for the organization.
In the case study there was an interview is conducted among the employees. And it can be seemed that the interview with the participants benefitted the organisations employees. There are several communication tools that are presents in the organisation though the face to face interactions seems to be the best among them because it will helps the people to understand the behaviour of both. The discussion that is informal in nature also have to be valued (Pifer and Baker 2013).
In the several organisation one of the major issue is the communication gap between the departments. And this communication gap can affect the organisation in long term. The interdepartmental collaboration can be helpful for the departments to mitigate the communication gap. For sharing the knowledge the individuals and the department needs to communicate between them constantly to provide a good environment in the organization. This will make the organization more efficient and the departmental productivity will also be high (Paul 2013).
Conclusion:
To conclude the report it can be said that the knowledge audit is one of the important part in the case of business analysis. It has been seen in the report that the knowledge environment can be changed by the knowledge management. The audit processes are capable of gaining the missing information in the organization. In the above report the public-private organization is discussed. Business case in terms of the knowledge audit is also given in the report. There are several business processes discussed in the report and the problem that are generated with the business processes is also discussed in the above report. In the report discussed the several implications in the organization to improve the organizations internal problems and mitigate them. New process that are to be implemented in the organization is discussed in the organization. It has been discussed that the knowledge activities are rated high in the organization that the rate of the knowledge. To improve the organization an audit cycle is used. The discussed knowledge audit can identify and detect the problems within the organization and can identify in which way the knowledge is flowing. It is clear from the report that the nature of the audit is qualitative and it is the important feature of the knowledge strategy. There are several limitations of the knowledge strategy and them as highly influential to the development of the Knowledge Management within the organization and to specifically leading to the operational initiatives developments. The key knowledge areas are defined for the cultural change of the organization, and the several criteria are possessed for the success of the organization to monitor the activities of the knowledge management.
References:
Alegre, J., Sengupta, K. and Lapiedra, R., 2013. Knowledge management and innovation performance in a high-tech SMEs industry. International Small Business Journal, 31(4), pp.454-470.
Bagnoli, C. and Vedovato, M., 2014. The impact of knowledge management and strategy configuration coherence on SME performance. Journal of Management & Governance, 18(2), pp.615-647.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Dalkir, K., 2013. Knowledge management in theory and practice. Routledge.
Gourova, E. and Toteva, K., 2014, April. Design of knowledge management systems. In Proceedings of the 8th Nordic Conference on Pattern Languages of Programs (VikingPLoP)(p. 3). ACM.
Harmon, P., 2014. Business process change. Morgan Kaufmann.
Paul, J.A., 2013. Improving communication with foreign speakers on the shop floor. Safety science, 52, pp.65-72.
Pifer, M.J. and Baker, V.L., 2013. Managing the process: The intradepartmental networks of early-career academics. Innovative Higher Education, 38(4), pp.323-337.
Poelmans, S., Reijers, H.A. and Recker, J., 2013. Investigating the success of operational business process management systems. Information Technology and Management, 14(4), pp.295-314.
Roy, M.C., Mosconi, E., Sager, M. and Ricard, J.F., 2014. Knowledge Audit Approach for a Large-Scale Government KM Strategy. Journal of Information & Knowledge Management, 13(04), p.1450029.
Soomro, Z.A., Shah, M.H. and Ahmed, J., 2016. Information security management needs more holistic approach: A literature review. International Journal of Information Management, 36(2), pp.215-225.
Taheri, L., Pa, N.C., Abdullah, R., Abdullah, S. and Yaser, S.M., 2014. Knowledge audit model for requirement elicitation process. World Acad. Sci. Eng. Technol. Int. J. Soc. Behav. Educ. Econ. Manag. Eng., 8(2), pp.357-361.
Van Der Aalst, W.M., La Rosa, M. and Santoro, F.M., 2016. Business process management.
Woods, J.A. and Cortada, J., 2013. The knowledge management yearbook 2000-2001. Routledge.
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