Relationship between Group and Management in Organization
Management in Organizations Organizations basically consist of people who have different social, cultural, economic and even political backgrounds. When an organization wants to implement knowledge management, there are several aspects that must be considered so that the implementation is carried out successfully:
Conceptual aspects The point is that the organization is able to develop an integrated construction, which can be used to discuss knowledge within the organization.
Aspects of change This aspect is important to get attention because change is closely related to stability because the framework is related to the institution and its development. Elements and impact of sustainable intergroup relations before new knowledge changes the structure of knowledge and activity systems within the organization, knowledge must first be accessible, understood, and acceptable. It must be realized that change often creates resistance.
In various cases of change, resistance is always there, whether it comes from within knowledge management itself, whether it comes from the problem of the ability to access, accept, understand, or come from management problems. 3. Measurement aspects Measurement becomes an important aspect because it is an integration mechanism in the organization. Each measurement system implicitly determines the point of view. Measurement also makes it possible to see whether the application of knowledge management has moved in the direction of the intended organization or not.
Aspects of organizational structure Organizational structure becomes an important thing to be considered in which there is a division of roles and responsibilities needed for the effectiveness of knowledge management to be carried out. These roles include knowledge owners, knowledge disseminators, knowledge seekers, and community coordinators
Aspects of the content of knowledge If knowledge is seen as a product, knowledge can be classified and categorized in various ways. To manage the product of the knowledge process, knowledge that is suitable and mutually supportive is needed. Knowledge content is also related to employee skills.
To manage the content of knowledge, expertise directory, skill management system, knowledge map, or knowledge models can be developed. Therefore, issues such as the version of supervision and availability of documents, the quality and life cycle of documents require awareness that is manifested in various forms of business.
Aspects of the tool This aspect is closely related to the availability of means to obtain knowledge. Therefore, how the methodology of managing knowledge, the representation of knowledge to be managed and the infrastructure needed to support knowledge management effectively becomes something that also determines the knowledge management strategy.
Various kinds of infrastructure that are often used to support the organization's knowledge process and knowledge management include information and communication technology. Information technology that can be adopted is a form of collaboration of various tools, among others, knowledge management systems, organizational memory support systems, innovation support systems, tools for finding information, and tools for finding data. In addition to the above aspects, systematic change steps in the form of strategic formulation are also needed, so that the changes made take place successfully. The function of strategy formulation in this context is more focused on efforts to provide the same language and understanding and perspective. With the same language, understanding and point of view, it is possible for the agents of change in the organization to see the activities of applying knowledge management as a comprehensive entity.
Following are the strategic steps offered by Tiwana (2000) in implementing knowledge management in organizations:
1. Analysis of Existing Infrastructure This step is intended to audit the existing technological infrastructure in the organization. The aim is to determine what technology is currently owned and what technology should be added to improve the support of the application of knowledge management in the organization. By analyzing and assessing existing infrastructure, management can recognize the lack of infrastructure that the organization has at that time. The consequence of these conditions is that management must develop what already exists.
2. Linking Knowledge Management with Business Strategy If knowledge creation is to be successfully directed, steps need to be drawn that link the business strategy built by the organization with the knowledge management strategy. The effectiveness of knowledge management strategies is not as simple as just providing information technology, but there must be a balance between technology, and business focus with the company's business strategy.
3. Designing Knowledge Management Infrastructure At this stage, management has had to determine from the outset what type of technology and tools are needed for the knowledge management system to be implemented. To be more relevant to the needs of the knowledge management system, the following questions can be used as guidelines in building the knowledge management infrastructure needs.
These questions include:
What technology should I have?
Do your employees share knowledge using a website basis?
Does a knowledge management system require broader advice and technology to help employees find, add, interpret, and analyze enormous amounts of data?
How detailed is the level of knowledge management system to capture knowledge?
How integrated are the search, compilation and rediscovery systems that you will include as a component of your knowledge management system?
What knowledge tools will you use to recognize knowledge objects?
4. Auditing Assets and Knowledge Systems Existing The purpose of a knowledge audit is to assess what knowledge is already in the company at that time, and determine the focus of knowledge management activities.
To achieve the objectives of the audit, it is recommended to form an audit team consisting of a strategist, senior managers, financial employees, human resources, marketing people, information technology experts, knowledge managers or Chief Knowledge Officers. In addition, the audit team must also identify at least five key knowledge resources that they should have. The team must then ask the following questions:
How is the supply of knowledge? Is it increasing or decreasing?
How can we ensure that the supply of knowledge continues to increase?
Do we make good use of these knowledge resources?
How about the durability of the knowledge assets that we have?
Can competition easily fertilize and develop this knowledge without being copied?
Are there other aspects of knowledge that are being competed but we don't yet have?
Can this knowledge leave the organization?
At what level do the knowledge we guarantee currently have a connection with the product, service or process?