PG Department of Commerce and Management
PG Department of Commerce and Management
PG Department of Commerce and Management
MANAGEMENT
Sl. Title
No.
3. Knowledge Management
4. Impacts
5. Conclusion
COGNITION & KNOWLEDGE MANAGEMENT – IMPACT ON
OPERATIONS OF A KNOWLEDGE ORGANISATION
Introduction
Meaning:
UNDERSTAND IMPROVE
ANTICIPATE
Introduction
Knowledge management is a process of acquiring, generating, accumulating
and using knowledge for the benefit of the organization to enable it to gain a
competitive edge for survival, growth and prosperity in a globalized
competitive economy.
Knowledge management is any system that helps people in an organization
share, access, and update business knowledge and information.
Knowledge is broadly classified into two categories, tacit and explicit.
Knowledge management efforts typically focus on organizational objectives
such as improved performance, competitive advantage, innovation, the sharing
of lessons learned, integration and continuous improvement of the organization.
These efforts overlap with organizational learning and may be distinguished
from that by a greater focus on the management of knowledge as a strategic
asset and on encouraging the sharing of knowledge. KM is an enabler of
organizational learning.
KM is a collection of systematic approaches to help information and knowledge
flow to and between the right people at the right time (in the right format) so
they can act more efficiently and effectively to create value for the
organizations.
The purpose of the KM process is to share perspectives, ideas, experience and
information, to ensure that these are available in the right place at the right time
to enable informed decisions.
In order to enhance organizational knowledge, KM must therefore be involved
across the entire knowledge spectrum. It must help knowledge development at
all levels and facilitate & promote its diffusion to individuals, groups, and/or
across the entire firm, in accordance with the organization's requirements. KM
must manage organizational knowledge storage and retrieval capabilities and
create an environment conducive to learning and knowledge sharing. Similarly,
it must be involved in tapping external sources of knowledge whenever these
are necessary for the development of the organizational knowledge resources.
To a large degree, KM is therefore dependent on the understanding and
management of organizational learning, organizational memory, knowledge
sharing, knowledge creation, and organizational culture.
KM consists of the following steps:
a. Identification of needs
b. Identification of knowledge resources
c. Acquisition, creation, or elimination of knowledge related
resources/processes/environments
d. Retrieval, application and sharing of knowledge
e. Storage of knowledge
Perception Individual Behavior Outcomes
Environment Cognition
Work Groups and Teams: Interest in the cognitive basis of team functioning
has increased dramatically.
Methodological Developments: Many important advances have occurred
within the current review period in respect of cognitive task analysis
methods and related cognitive mapping techniques for eliciting and
representing and collective knowledge.
Personnel Selection and Assessment: there has been a shift of emphasis
toward the analysis of candidates’ reactions to the selection and assessment
process, informed by justice-theoretic perspectives. A longstanding problem
in the design of assessment and development centers concerns the lack of
consistent behavioral ratings across exercises designed to tap common
constructs.
Computation and Interpretation: Metaphors Bridging the Traditions In sum,
five major theoretical perspectives drawn from cognitive experimental and
social cognition pervade contemporary research on cognition in
organizations, namely
a. Schema theory and related conceptions of mental representations
(especially the notion of mental models.
b. Behavioral decision theory (especially work on heuristics and biases.
c. attribution theory
d. social identity theory and related conceptions
e. Enactment and the related notion of sense-making.
Conclusion:
Manager’s interpretations of their organizational environment – both external and
internal – affect their actions and decisions. This finding or realization has turned
the attention towards the frameworks managers use for decision making in
organizations.