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Knowledge Management in Higher Institution


The report will concentrate on the role and the importance of knowledge management in Higher establishment. Knowledge is a valuable asset to any organisation and the capability to manage knowledge is essential in today' s knowledge overall economy (Maier, 2007). The creation and diffusion of knowledge have grown to be increasingly important factors in competitiveness. The development of the Internet, has made unlimited resources of knowledge available to everyone. In other words, for any company in any -industry to successful in today's challenging organisational environment, the organization or company should try to learn from their earlier errors and not reinvent the steering wheel (Laudon and Laudon, 2004). This record will highlight the importance of knowledge management in higher establishment by focusing about how knowledge is transfer manage and process. Furthermore, the researcher will focus on how data, information and knowledge are being used to aid learning. Finally, the survey will also emphasise on how KM tool and techniques may be used to solve the problems identified in the organisation

Role of knowledge in Organisations

In the 21st century business environment, knowledge is crucial to the success of any organisation. Corresponding to Guzman (2009), knowledge is facts, information, and skills obtained through experience or education. The role of knowledge is crucial in the training environment. Lecturer impact their knowledge on students through the education, experience and skills they have acquired over the entire year. Without knowledge, higher companies like Newham University or college Centre will never be able to meet up with the needs of the students or the criteria of the awarding body. In context of business organisation, knowledge performs an important in bettering innovation capacity for an venture, increase business efficiency and help posting tacit knowledge that helps company to minimise corporate and business memory anticipated to attrition and retirement life. In addition, it helps businesses to identify critical resources and critical areas of knowledge. Effective management of knowledge in a organisation will permit organisation to understand of customers' needs and the business enterprise environment as well as the skills and experience of their worker (Laudon and Laudon, 2004).

The importance of KM in organisations

It is essential to understand that knowledge management isn't just about stocking documents nor only the responsivity of technology job or information technology. Although, knowledge is facilitated by technology but it is more about people, culture and strategy. It is about increasing people skills and competence through sharing. Relating to Skyrme (1999), knowledge management is the explicit and organized management of essential knowledge and its own associated processes of creating, gathering, managing, diffusion, use and exploitation, in pursuit of organizational objectives. Gao, Li and Clarke (2008) Kilometres as an instrument for planning, managing, motivating, and handling of people, procedures and systems in the business to ensure that its knowledge-related possessions are increased and effectively employed.

The important of knowledge is immeasurable, it creates it easier for organisations like NUC to find relevant information and resources, better and faster decision making, and also to communicate important info extensively and faster to employees and management. Furthermore, it helps businesses to avoid making the same flaws double, make organisation's best problem-solving encounters reusable as well as stimulating innovation and growth. For higher institution, Kilometres can help students and lecturers to get access to data regularly and invite them to manipulate, format, and tailor data to their needs. Additionally, Kilometres allow higher institutions to support a culture of continuous improvement, which provides the correct mechanisms for advanced schooling to cope with a climate of increasing accountability

1. 2 Express the differences regarding the conditions data, information and knowledge.

Data are uncooked facts and characters that has no meaning independently, while Information is data which includes been refined, and has got some interpretation behind it, and knowledge can be an understanding of the information which includes been given (Gray, Jeffery and Shao, 2008). Knowledge is a fluid mixture of framed experience, prices, contextual information, expert insight, and grounded intuition that delivers a host and framework for evaluating and combining new encounters and information. It originates and it is applied in the heads of knowers. In organisations, it often becomes inlayed not only in documents or repositories, but also in organizational regimens, processes, tactics and norms (Grey, Jeffery and Shao, 2008).

Figure 1. 0 Knowledge, Data and Information Laudon and Laudon, 2004

In distinction with knowledge, data is organic. It simply prevails and does not have any significance beyond its living and it does not have interpretation of itself. Home elevators the other hands, allows a person or organisation to increase their knowledge beyond the range of the senses. Organisation shoot data in information and show it with so that employees or people can get access to it at differing times (Grey, Jeffery and Shao, 2008).

The main distinction is the fact that data comprises of raw facts such as staff information, pay, and hours did the trick, barcode numbers, monitoring numbers or sales numbers, information is the interpretation of items of data to be able to form a larger picture of uncooked facts and Knowledge is "a knowledge and understanding of a set of information and the ways that information can be used to support a specific task or reach a choice" (Stair, Reynolds and Chesney, 2008, p. 6).

1. 3 Define the data Management pattern (copy, use, creation), the types of knowledge and the concept of organizational learning.

Knowledge management circuit is an activity of changing information into knowledge within an group. It illustrates how knowledge is take, stored, processed and distributed within an organization.


Knowledge Management Routine, Source: Laudon and Laudon, 2004

As shown in these figure, the data management cycle has six steps. The six steps are reviewed as follows:

  1. Share and Learn: The sharing of knowledge to be able to assist in learning is the first step in knowledge management life-cycle. Posting of knowledge is one in which people exchange their views and ideas on a particular domain.
  2. Create: Knowledge is established by showing of ideas by people employed in an organization (Patriotta, 2004, p. 10). Better showing leads to better ideas in that way creating a very important knowledge repository.
  3. Capture and Acquire: Shoot and acquisition of knowledge is one where the knowledge created is collected in huge statistics and stored in a repository.
  4. Organize: Organizing is the next step to capturing of knowledge. The captured content is organized using a framework or knowledge model. The model displays the elements of knowledge and flows that are inlayed inherently in the specific operations and culture of company.
  5. Access, Search and Disseminate: The sorted out knowledge is devote such a way that maybe it's accessed, looked and disseminated by the users employed in the organization.
  6. Use and find out: The very last step is to use the knowledge obtained in handling problems instantly.

As seen above, the main element to knowledge management lies in posting of knowledge. Sharing the knowledge escalates the innovation and improves the entire quality of work. Thus, proper knowledge management helps organizations in growing the skill set of employees and increasing their overall efficiency at work

Explain why knowledge Management should consider people, management and technology within an integrated methodology. Identify the problems arising from an exclusive focus on technology.

1. 1. 1. Tacit Knowledge Polyani (1962) described tacit knowledge as the abilities, knowledge and conceptual thinking. Further, he argued that tacit knowledge is not only attributed to the, what is know but additionally it is attributed to the knower as well. Because sometimes knower's knowledge level is soaring but he could not explain in useful way or sometimes knower does not have adequate options to disseminate his knowledge to the person who actually needs this. Tacit knowledge is very difficult to acquire because it is embedded in the form of capabilities, skills and ideas which individuals carry in their thoughts. Tacit knowledge can only just be seen through the application form that's the reason tacit knowledge is difficult to fully capture, exploit and diffuse one of the organizational people.

1. 1. 2. Explicit Knowledge Polyani (1962) said that explicit knowledge can be disseminated and shared in the form of hard data, well defined methods, and standardized ideas. Nonaka, takeuchi (1995) defined explicit knowledge as "Understanding of Rationality". Explicit knowledge is straightforward to capture, manage, share and disseminate to the people.

Through Kilometres, organizations seek to acquire or create potentially useful knowledge and make it open to those who can use it at the same time and place that is appropriate to allow them to achieve maximum effective utilization to be able to positively affect organizational performance

B. Technology

Expert systems, knowledge bases, help workplace document management, various types of information management, software tools, systems and other IT systems supporting organizational knowledge moves. Web conferencing, collaborative software, content management systems, 'yellowish pages' directories, mailing lists, sites, and other systems.

Examples of expert systems:auto pilots in aeroplanes and medical diagnosis applications used to help doctors

Five Core Operations in Kilometres (European Framework)

  • Identify knowledge
  • Create knowledge
  • Store knowledge
  • Share knowledge
  • Use knowledge

2. Steps to Knowledge Management Implementation

2. 1 Describe the necessary steps to putting into action Knowledge Management (initiation stage, analysis stage, design stage and execution) in this group.

3. KM tools and techniques

3. 1 Discuss how Kilometres tool and techniques could be used to solve the challenges recognized in the business.

3. 2 Propose Km tools and techniques for evaluating and enhancing knowledge company, knowledge capture, knowledge evaluation, knowledge showing and knowledge storing. The techniques should be labeled as organizational learning interventions, information systems interventions, strategy interventions and social interventions.

3. 3 Advise the company on why it will implement a Knowledge Management System focusing both on organisational and ethnic enablers as well as IT enablers.

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