KM and Simens

Knowledge Management and Simens

INTRODUCTION

In this study the importance of Knowledge Management has been described. Literature review is provided to understand various theory and arguments of many researcher are also cited. Author has chosen Simens Company to describe the knowledge management process.

KNOWLEDGE MANAGEMENT IN AN ORGANIZATION

 A company that manages knowledge finely has prospective of creating considerable value, however only when this is associated with its general policy as well as strategic level decisions. So, Knowledge management in short KM is a newest strategy for rising competitiveness among organizations (Bell and Jackson, 2001).

Knowledge Management task is driven through team and knowledge management group of a company. Siemens meets challenges in universal business of knowledge-based in a system through definite business and management solution of enterprise-based knowledge for sharing current knowledge in improved way and generate new knowledge faster (Hofer-Alfeis, 2003).

Defining the term knowledge management is very hard since numerous interpretations are found (Choi, 2000). An organization’s strategy of KM should reveal competitive policy of such company Moreover; competitive policy should force strategy of KM (Civi, 2000).  This KM theory of procedure is easy; however, the execution may be somewhat difficult. Organizations should explicitly explain strategies to enforce KM implementation and its infrastructure in such enterprise. It should get top-down sustain towards attempt of liberal particulars of reasons for the adding up of ability. It should build a culture which puts some values on the knowledge (Shepard, 2000).

But, others oppose disagree regarding the majority operational managers as well as staffs are too attracted to aim and high-level policies conveyed to them as well as to recognize the business direction and for anticipating advantages that could be provided through initiatives  of knowledge management (Grillitsch et al, 2007).

Since most companies start implementing knowledge management policies, an organized guidance is required for managers ensuring its accomplishment (Wong, 2005). Significance of knowledge management for big, small as well as medium companies was soundly comprehended.  Many standpoints of knowledge management are enhanced in literatures. Such comprise theoretical, cognitive, society and network outlooks (Kakabadse et al, 2003).

Choi and Lee (2002) made argument that though finding knowledge guide is significant, this is till now vague the way it must be engaged through a planned process.  As a result, strategies of knowledge management are needed to aid knowledge guide and for planning the way resources of knowledge and abilities to be used (Choi & Lee, 2002).

A numerous companies made investment in Information Technology, thinking that these investments give superior knowledge management atmosphere automatically and also a benefit of competitiveness (Alavi & Leidner, 2001). In contrast, others perceive technology like enablers just and implement human-based move toward giving attention on enhancing abilities of human resources of its companies by an atmosphere which fosters learning as well as innovation (Swan et al, 2000; Choi & Lee, 2002). The intention of strategy in knowledge management under this prevalence is afterward employee authorization. Next, others talks for a reasonable move toward using a combined system as well as human-based  processes for balancing  stress involving such two edges (Choi & Lee, 2002). Getting and accepting the current procedures, knowledge as well as initiatives to knowledge management for a company was too significant segment of building strategy of knowledge management (Hofer-Alfeis & van der Spek, 2002). Such knowledge assessment and need analysis helped in developing a depiction in which company is presently as regards to knowledge management, and approaching concerning main drivers towards KM in a company are. It could be then recognized in which position that company could prefer of being succeeding to implement knowledge management policy. As outdoor consultants, it also showed considerate in company’s needs (Hofer-Alfeis & van der Spek, 2002).

Knowledge Management Process

The process of knowledge management was explained by Bounfour (2003) as array of processes, infrastructures as well as procedural and supervisory tools, established in making, distribution, utilizing information as well as knowledge in a company. It is a system and integrated way to coordinate company’s broad functions to acquire, create, store, share, diffuse as well as position knowledge through employees as well as groups, for fulfilling goals of a company. It was argued by the researcher regarding culture as it’s is a difficult formation of standards and worth which is created eventually and impacts the kinds and differences company’s processes as well as behaviors of learning (Barney, 1986).

Learning of an organization is identical to ability for innovating and associating to capability for applying knowledge in the organization. A learning process related to exercise of theoretical knowledge improvement the workforce knowledge applicable ability. A culture of learning unties formal as well as informal modes of message (Tsai & Lee, 2006).

It was debated by Graham and Pizzo (1996) that efficient knowledge management needs equilibrium amid open as well as elastic system of organization beside with procedure and regulation for ensuring real productivity.

Possibly the majority significant practice in knowledge management, it may play an expected function for equally in reusing knowledge and creating knowledge. Following factors give a brief of main considerations in exclusion of cultural difficulties that are explained further below (Alan Frost, 2010) :

• Precise knowledge: relies on expression of requirement, attentiveness of knowledge, right of entry to knowledge, direction for sharing procedure of knowledge, and wholeness of origins of knowledge.
• Embodied knowledge: such process is dependent on socializing specially in casual network. Organizational Culture is mainly significant for such field. Tacit or embodied knowledge may hardly ever remain in effect codified except lose of the real meaning which creates it subsequently important to start, so concentration must be given to support effort relations. Information Technology got a secondary sustaining position in such situation, principally as specialist finder as well as like support of providing in process of socialization (by groupware applications). Then
• Embedded knowledge: uses situation planning, after reviewing action, as well as training to management (Gamble & Blackwell 2001). Information Technology is having an impact in map, model, create simulations, and also like an embedded knowledge depository (Alan Frost, 2010).

Barriers to Implement Knowledge Management Process

Organizational aims may not be fulfilled till organizations combine the idea of motivation as well as rewards for the staffs. Motivation may be given by recognizing and insertion of knowledge presentation during appraisal method and incentives (Hariharn, 2002).

Such motivation may be intrinsic or can be extrinsic. Reward and recognition to an employee for its effort in knowledge sharing process is an extrinsic motivation whereas intrinsic motivation could intangible thing (Bhirud et al., 2005).

Staffs share its knowledge effortlessly when they are motivated. This is vital for sharing both categories of knowledge silent as well as open knowledge. An instance of motivation as well as reward process undertaken by Bharti Cellular Limited shows a scheme of knowledge-dollar (K$), in which staffs earn grades or K$s each time they do share any new knowledge within the organization (Hariharan, 2005).

Insufficient motivation as well as reward process is an obstruction since it demotivates staffs in creating, sharing, and using knowledge. Except reward and also recognition process, this is extremely tough to line up knowledge management and business requirements of an organization (Witt, 1999).

Culture is another main barrier to create a thriving knowledge-based company (Chase, 1997). On the basis of lessons obtained through top companies, KPMG’s two studies proposed four (be short of of time, low of considerate of KM as well as its advantages, scarcity of funding and less support from senior management) as well as five (shortage of time, sharing one’s individual knowledge, vague policy, limitation of information message technology hold up, and uncertain information claim) main barriers to initiatives of knowledge management process (Chase, 1997).

Scarcity of top management is highly serious barrier to a thriving implementation of knowledge management, mainly in creating and sharing knowledge (Chong and Choi, 2005). Top management has to frame a visualization regarding category of knowledge must be built and utilized for managing system (Nonaka and Takeuhci, 1995).

Knowledge Management Framework at Siemens

The guide for implementing Knowledge Management gives directions, aims, and guidelines jointly having background info to implement Knowledge Management in Siemens. It describes the effect of Knowledge Management on the business as well as workforce. The alteration procedure of framework in knowledge management explains the way units in business or local organizations does transformation of KM.  This gives guidance to consultants of KM by transformation of particular unit from the current situation to potential situation by way of enhanced knowledge management abilities. Alertness, to set up an apparent accepting of knowledge management advantages towards a company (Freudenthaler, 2003).

Vision & Strategy must be established, i.e.  a concept of planning for  KM atmosphere, and also framework to implement this. Implementing KM is designing, developing, piloting, and rolling out many components in Knowledge Management System. Analysis: it is much detailed analysis for ensuring that every component of KM matches in current organization as well as IT infrastructure. Design gives manner for a key as explained in the phase of Vision & Strategy. This structures tasks. Development executes transformation functions and also pilots solution. It defines six domains (Business, Processes, People, Knowledge, Organization and Infrastructure) like viewpoint through which KM specialists describe expected implementation of knowledge management. The needs for accomplishments are recognized for every domain and solution comes from subsequent models. KM denotes the area in which organization requires to be altered and explains the way it fits to KM. Provides instances for metrics in performance and dimensions (Freudenthaler, 2003).

CONCLUSION

An organization’s strategy of Knowledge Management should reveal competitive policy of such company, Moreover; competitive policy should force strategy of KM. Siemens’s knowledge management process helps its global workforce to share knowledge from different countries from diverse departments. This KM theory of procedure is easy; however, the execution may be somewhat difficult. Organizations should explicitly explain strategies to enforce KM implementation and its infrastructure in such enterprise. According to Siemens Vision and Strategy must be established, i.e.  the concept of planning for KM atmosphere, and also framework to implement this. It should get top-down sustain towards attempt of liberal particulars of reasons for the adding up of ability. It should build a culture which puts some values on the knowledge. Several companies made investment in Information Technology, thinking that these investments give superior knowledge management atmosphere automatically and also a benefit of competitiveness. In contrast, others perceive technology like enablers just and implement human-based move toward giving attention on enhancing abilities of human resources of its companies by an atmosphere which fosters learning as well as innovation. Siemens’s transformation procedure of framework in knowledge management explains the way companies’ units of business does conversion of KM, i.e.a particular unit’s workforce knowledge from the current situation to potential situation by way of enhanced knowledge management abilities.  Insufficient motivation as well as reward process is an obstruction since it demotivates staffs in creating, sharing, and using knowledge. Culture is another main barrier to create a thriving knowledge-based company. Scarcity of top management is highly serious barrier to a thriving implementation of knowledge management, mainly in creating and sharing knowledge. Top management has to frame a visualization regarding category of knowledge must be built and utilized for managing system. Siemens defines 6 areas (Business, Processes, People, Knowledge, Organization and Infrastructure) like viewpoint through which Knowledge Management specialists implement knowledge management.

REFERENCES

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Web sources

• Alan Frost (2010), “Knowledge Management Best Practices”. [Online] viewed on 3^rd May, 2012 from http://www.knowledge-management-tools.net/KM-best-practices.html
• Freudenthaler, H. (2003), “KM Framework und Implementation Guide”, Siemens AG.  [Online] available on 3^rd May, 2012 from http://www.unibw.de/rz/dokumente/getFILE?fid=1076066