Managing Knowledge Process

QUESTION 1: MANAGING KNOWLEDGE PROCESS

1. Generating Knowledge

This involves identifying knowledge in order to be different from competitors which is by having a competitive advantage. A good one is not easy to be imitated. Thus, from there organization may build a competitive strategy. Hence, it can be gained through external and internally. Through external, organization may acquire knowledge from OD practitioners or other consultants. Internally, they can build a group to work in team thus more knowledge and new skills can be created. For instance, Fujifilm make a product diversification from film to cosmetic product through research and development made.

1. Organizing Knowledge

This involves having a knowledge that is readily used by everyone and have values to them. There are two type of strategies which are codification and personalization. Codification related with explicit knowledge that can be gained from formal documents and reports while personalization focus on tacit knowledge which can be accessed from person-to-person direct contact. For an example, UiTM create a student portals where knowledge is kept inside an online database.

1. Distributing Knowledge

This last step creates tools for users to access, use and reuse the knowledge in an easy way. There are three ways to distribute knowledge which are through self-directed, knowledge services and networks and facilitated transfer. As for self-directed, the user help themselves to gain the knowledge or information. Knowledge services and networks is where users gain knowledge through a medium from chat room or knowledge fairs. Facilitated transfer act as a change agent where they find people and disseminate the knowledge to others and trained them. They teach them on how to use the knowledge efficiently.

QUESTION 2: GUIDELINES (B2C INTERVENTIONS)

1. Managing talent

This is where B2C are encouraged to find the right person to develop and manage their talent for change. The most important is that to select a fast learner and the one who willing to challenge their status quo. They are taught on what to be done and continuous training and development are made in order to create change and gain value added skill and usable knowledge.

1. Reward system

Reward boost motivation for a change in a B2C organizations. Reward can be given for the effort of change. They are rewarded for the efficient change that they made not for what type of job or task that they perform. People are motivated to gain new skills and knowledge as jobs and tasks are continuously changing. Thus, it will give long-term value for them as well as the organization.

1. Structure

Structure of the organization such as processes and network structure make it easy to detect external changes and to create innovative responses to the environment. Thus, the one who is closest to the work and environment enable the users to process information and share with others to make a relevant decision.  

1. Information and decision process

Up to date information are important in order to adapt the current environment and also to be at par with the competitors. Performance based systems ensure information is current so that relevant decision can be made.

1. Leadership

Decision are made from top level to bottom level of the organization. This fasten the decision making and members will feel more appreciated when their opinion are being heard and used. Thus, they will be more motivated to change as they can experience the leadership talent as well as skills to become one. By creating leadership among all members, new skills and expertise can be detected.

QUESTION 3: INITIATIVES (TRANSITION TO A B2C ORGANIZATION)

1. Create a change- friendly identity

This influence the institutionalization process where the establishment new of set of core values, norms and beliefs. It is not easy to adapt a new one when we are used to what we practice before. In order to overcome this, assessing their relevance to change and make appropriate adjustments might help. It involves person-to-person interaction where debate or open discussion can be made. Some external pressure can influence the effectiveness to change.