An Introduction to Organisational Learning and Knowledge Management - Free Essay Example

Sample details Pages: 8 Words: 2402 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Introduction (2464 words) The field of organizational learning (OL) and knowledge management (KM) has acknowledged the attention of researchers and practitioners from all over the world in the past 20 years and will grow constantly in the next 10 years (Easterby-Smith and Lyles, 2011). The main reason for growth of this field because of the contribution of knowledge workers in the growth of knowledge economy. As Drucker (1999) has highlighted that knowledge workersà ¢Ã¢â€š ¬Ã¢â€ž ¢ productivity is the great challenge for the competitive edge of a global economy. Don’t waste time! Our writers will create an original "An Introduction to Organisational Learning and Knowledge Management" essay for you Create order Therefore, organizations need to focus more on the organizational learning (OL) concept to promote knowledge management in this era. Organizational learning is a change in the organization that occurs as the organization acquires experience. However, Eaterby- Smith (2000) debated that organizational learning defined as a change in cognitions or behaviour. Overall, most of the researchers would agree with the defining organizational learning as a change in the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s knowledge that occurs as a function of experience (Fiol and Lyles, 1985). In the organization learning, knowledge can manifest itself in changes in cognitions or behaviour that including explicit and tacit components. Knowledge management is the planning, organizing, motivating and control of people, processes and systems in the organization to ensure knowledge- relate assets are improves and employed (W.R. King, 2009). From the knowledge management in the organizational learning would be tr ansfer the knowledge through the knowledge management process to develop the social media. Creativity and innovation would be developing from knowledge management in the organization. The objectives of this paper are: Identify how organizations learn from the literature on the topic in recent conceptual framework. Report the nature of knowledge management from the literature on the topic in recent conceptual framework. Undertake an analysis of KLM- Royal Dutch Airlines and how KLM develop/ exploit Social Media (SM) for business advantages. Determine how KLM become more innovative as consequence of theoretical and empirical analysis of OL/KM and SM. Literature Review Organizational Learning (recent conceptual framework) Figure 1 show the framework for analysing organizational learning aims to parse organizational learning to make it more tractable analytically. Glynn et al. (1994) claimed that organizational learning occurs in a context that includes organization and the environment in which the organization is implanted. Experiences from the workers in the organization transpire as task performance in the framework. Experience can be measured in term of cumulative number of task performances (Argote and Miron- Spektor, 2011). For example, experience would be measured by cumulative numbers of products or services designed in design firms. Figure 1: A theoretical framework for analysing organizational learning Source: Argote and Miron Spektor 2011, Journal of Organization Science Environmental context also involve in this framework where includes elements outside the boundaries of the organization or called as external forces such as competitors, clients, institutions and regulators. A s a result, the environmental context also affects the experience the organization acquires. From the figure above prove that context interacts with experience to create knowledge. Therefore, knowledge acquired by learning is embedded in the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s context and changes the context. Weber and Camerer (2003) stated that knowledge can be embedded in the active context and organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s latent context such as its culture that will effect for the future learning. The active context comprises the basic element of organizations, members and tools that related with the organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s task. Then, the latent context affects which individuals are members of the organizations, type of tools and task performed. By contrast, latent and active context is the capability for action. The conceptualization of active context in this theoretical framework builds on the concept of McGrath and colleagues (Arrow et al. 2000, McGrath and Argote, 2001). With the combination of their frameworks which is basic element about the members, tools and tasks combine to form networks called as organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s social network. Social network could be within organization where knowledge is transferred from one people to another people within organization. Moving members from one organizational unit to another is also a mechanism for transferring knowledge (Kane et al. 2005) called as knowledge transfer. For example by helping to identify pattern in data where task sequences can also be knowledge repositories and serve as knowledge transfer mechanism (Darr et al. 1995). 2.2 Nature of Knowledge Management (recent conceptual framework) First of all, the theory of organizational knowledge creation developed by Nonaka and his colleagues (Nonaka 1994; Nonaka et. al. 1994; Nonaka Takeuchi 1995; Nonaka et. al. 2000; 2001a; Nonaka Toyama 2003) created in studies of information creation in innovating companies (Imai et. al. 1985; Nonaka 1988a, 1988b, 1990, 1991b, Nonaka Yamanouchi 1989; Nonaka Kenney 1991) and performs to have undergone two phases of development. Initially, there are two dimensional theory of knowledge creation by Nonaka. Firstly, epistemological that relate to the social interaction between tacit and explicit knowledge whereby knowledge is converted, and new knowledge created by (Nonaka et. al. 1994: 338; Nonaka 1994: 15). Four modes of knowledge conversion known as SECI model today was identified in Figure 2 which is tacit to tacit (Socialization), tacit to explicit (Externalization), explicit to explicit (Combination), and explicit to tacit (Internalization) where it called as knowledge management in an organization. Nonaka and Konno (1999) describe knowledge creation as a à ¢Ã¢â€š ¬Ã…“spiralling process of interactions between explicit and tacit knowledge Figure 2: The knowledge creation Source: Nonaka Takeuchi 1995 Knowledge is often defined as a justif ied personal belief. The most fundamental distinction of taxonomies is between tacit and explicit knowledge. Polanyi (1966) stated that tacit knowledge inhabits the minds of people and either impossible, or difficult, to articulate. However, some knowledge is inserted in business processes, activities, and relationships that have been created over time through the implementation of a continuing series of improvements. In fact, explicit knowledge exists in the form of words, sentences, documents, organized data, and computer programs and in other explicit forms. From the theoretical creation of the knowledge by Nonaka and Takeuchi, the other frameworks can be continuously developed in the organization to improve the organizational performance for the future. The model in Figure 3 shows the initiation of the KM framework involves from creation or the acquisition of knowledge in an organization. Knowledge creation involves developing new knowledge or replacing existing knowledge wit h new content (Nonaka, 1994). The focus of this is usually on knowledge creation inside the boundary of the firm or in conjunction with partners. The four bullet points under à ¢Ã¢â€š ¬Ã…“Creationà ¢Ã¢â€š ¬Ã‚  refer to Nonakaà ¢Ã¢â€š ¬Ã¢â€ž ¢s (1994) four modes of knowledge creation of socialization (the conversion of tacit knowledge to new tacit knowledge through social interactions and shared experiences), combination (creating new explicit knowledge by merging, categorizing, and synthesizing existing explicit knowledge), externalization (converting tacit knowledge to new explicit knowledge) and internalization (the creation of new tacit knowledge from explicit knowledge). Figure 3: Knowledge Management (KM) process/ framework in the organization. Source: William R. King (2009) Acquisition in the table illustrate some processes for acquiring knowledge from external sources for instance searching as on the Internet (Menon and Pfeffer, 2003), sourcing (selecting the s ource to use) (King and Lekse, 2006) and grafting (adding an individual who possesses desired knowledge to the organization) (Huber, 1991) . Once knowledge is transferred or shared within organization through elaboration in term of development of different interpretations, infusion in term of identification of underlying issues, and thoroughness in term of development of multiple understandings by different individuals or groups (King and Ko, 2001) so that the knowledge would be helpful in facilitating innovation, collective learning, individual learning and collaborative problem solving (King, 2005). It may also be implanted in the practices, systems, products and relationships of the organization through the creation of knowledge-intensive organizational capabilities (Levitt and March, 1988). At the end of the result, depicts knowledge having impact on the organizational performance in the future that will improved productivity, revenues, profit and return on investment (Kin g, 2009). 3.0 Case Analysis: KLM- Royal Dutch Airlines and Social Media KLM Royal Dutch Airlines has operated flights all over the world for more than 90 years. KLM is one of the largest airlines and most successful international airline companies with more than 32,000 employees offering more than 133 international destinations all over the world. KLM has taken the enterprise for Corporate Social Responsibility directed at customers, employees and society. For this reason, KLM exploited social media to more fully attain the company mission of Corporate Social Responsibility (CSR). Developing/ Exploiting of Social Media for Business Advantage KLM has started to use social media in the business through Twitter in 2009 and Facebook in early 2009. Social media became more useful and explosive beginning following the eruption of the Icelandic volcano in Ireland, EyjafjallajÃÆ' ¶kull in April 2010. Due to this problem that produced an ash, it was causing airline flights to come to all stall for 6 days without any business running. During this time, customer service requests became more crowded and caused problem in KLMà ¢Ã¢â€š ¬Ã¢â€ž ¢s call centre. Fortunately by developing of social media since 2009, KLM using social media elements with the help of internal volunteers to quickly respond via Facebook and Twitter. KLM acknowledged a lot of positive publicity about deciding customer service issues socially during this crisis and the effect of using social media networks as a form of customer interaction was profound at this stage. Finally for the business advantages in the future, CEO of KLM, Peter Hartman announcing that the company would invest in evolving an on-going social media strategy centrally focused around improving customer centricity by referring Figure 4. Figure 4: Social Media used by KLM- Royal Dutch Airlines (Twitter and Facebook) Three elements that important about social media acknowledged by KLM top management for the busin ess advantages are KLM strives to distribute brilliant customer support through social media, recognizes customers talk about brands on social media and social media is an excellent acquisition channel for the fans compare to the marketing campaign. With this three elements, KLM established a company-wide policy that involved a joint effort of multiple departments intended at leveraging à ¢Ã¢â€š ¬Ã…“service, brand and commerceà ¢Ã¢â€š ¬Ã‚  via social media. KLM established social media management team to dependably post creative, engaging content and campaigns develop social products and to offer customers 24/7 service and every issue must be resolved within 24 hours. This will give the business advantage to the KLM where it will encourage the loyalty of the passengers and derived the revenue for the future from the KLM three pillar social media strategy, à ¢Ã¢â€š ¬Ã…“Reputation, Service and Commerceà ¢Ã¢â€š ¬Ã‚ . Some other business advantage derived from the social me dia implemented by KLM are higher internal emphasis on servicing the customers by communication via social networks, direct feedback by KLM customers resulted for the product improvement and improve commercial value of KLM. Other than that, more united and proud employee base due to the compliments receives via social media and KLM optimized the daily social content and organized creative campaign. 4.0 KLM- Royal Dutch Airlines Innovations KLM began to introduce innovation campaign to show the dedication to social customer service rather than just responding through social media. The campaign gave advantage to the KLM where led to more satisfied customer based, improve engaged social community and as a result could drastically increase in fan growth and brand awareness. Figure 5: KLM business innovation Source: Socialbakers- KLM Case Study (2013) Live Reply KLM wanted to show dedicated of social media awareness to the customers in September 2011 with help of m ore than 500 internal volunteers where KLM responded to each individual tweet and post with a one minute adapted video of KLM employees that holding letters to form the fitting response in live. Figure 6: Live reply by KLM Meet and Seat This social product allows for KLM passengers especially entrepreneur to search for other passengers on the same flight connect through Twitter or Facebook and then organize sitting next to each other that will gain valuable awareness when traveling to new markets. Figure 7: Passenger search for other passengers for same flight via Twitter and Facebook Trip Planner The product is designed to allow with simply steps which is passenger will plan a trip and invite friends, then book KLM flights via a social application. This will increases KLM profits originating from social media and provides customer service effectively. Figure 8: KLM trip planner KLM Surprise KLMà ¢Ã¢â€š ¬Ã¢â€ž ¢s social media managers ran a campaign t hat involved by monitoring passengersà ¢Ã¢â€š ¬Ã¢â€ž ¢ social profiles and the activity of booking with the airlines. Then, when the passenger arrived at their destination, passenger would receive a surprise gift from KLM for flying as a token of appreciation to show to the world. Figure 9: KLMà ¢Ã¢â€š ¬Ã¢â€ž ¢s staff giving surprised to passengers Through the theoretical and empirical analysis of organizational learning, knowledge management and social media, this case study about KLM shows the correlation between the knowledge transfer within KLM and social network developed in the organization. As a result, the knowledge management will be transfer to develop some of the innovation in the organization for example using social media for business advantage and increase KLMà ¢Ã¢â€š ¬Ã¢â€ž ¢s performance for the future. 5.0 Conclusion As a conclusion, knowledge management is conducted in many different ways in the organization that should be headed by a Chief Knowledge Officer (CKO). Knowledge management strategy could be implemented by CKO to the other department for instance, the communications linkages among various KM groups are of great importance (King, 2005; King, 2008). Therefore, organizational culture is believed to influence the knowledge-related behaviours of individuals, teams, organizational units and overall organizations because it importantly influences the determination of which knowledge it is appropriate to share, with whom and when importantly (Oliver and Kandadi, 2006). Knowledge is transferred within organization from department to other department to form the social network in the organization. However, performance of the organization improve by using the technology today that develop from the organizational learning in the form of social media via Facebook, Twitter, YouTube, Google and so on. From the development of social media that exploit business advantages to the organization, the innovation will take place to review and improve the performance in the organization as in KLM- Dutch Airlines case study. Implication and Limitation of the Report The implications of the report are researcher could critically understand about nature, process of knowledge creation and transfer within social network organization. Other than that, this report could evaluate how individual learning and organizational dynamics combine to create innovation as KLM does. The limitation of the report is the lack of journal that relates innovation and social media because social media is just develops in 21st century around 2010 and above. Last but not least, time of doing the research about the empirical data of KM, OL and SM involve in the report is not enough to come out the best research. (2464 words) References

Position Paper on Military Industrial Complex - 1837 Words

Position on Military Industrial Complex Catalina M. Young Archbishop Edward A. McCarthy Abstract The â€Å"Military Industrial Complex† is a term coined by former President Dwight D. Eisenhower. This refers to the relationship between the nation’s armed forces and the industries that support them. Though its name came about in the 1960s, this relationship between armed forces and private industry dates back centuries. Recent legislation has been passed to help limit the power that this relationship has over defense spending. For any country, military spending is a big part of the national budget. Over time this business transaction has formed into a relationship between the nation’s armed forces and these private defense industries.†¦show more content†¦At that point in time, arms were still being manufactured and shipped over from Britain. 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Decision-Making Process in Organizations-Free-Samples for Students

Question: Discuss about the role of a Manager in inspiring ethics in the decision-making process in Organizations. Answer: Introduction Decision-making process is a vital step that determines the viability and credibility of one's decision. Therefore, utilizing an appropriate method to make a choice is key to the realization of an outcome that is deemed as fair, viable and value adding to all the stakeholders directly impacted by the impending decision. This paper examines the role of a manager in inspiring ethics in the decision-making process in organizations. The report discusses all the steps involved in the process of making the decision, thus crucial in helping both the individuals and organizations to make right decisions. The Process of Decision Making Entrepreneurs and managers make decisions on a daily basis regarding the operational and strategic issues in the company. These decisions largely dictate the fate of the company. A viable and appropriate choice is often a significant gain to both the business and image of the firm. Best practice decision making has clear stages and employs stakeholders involvement. The parties directly or indirectly impacted by the decision have to be given an opportunity to express their opinion and enjoy the transparency of the process. Moreover, this involvement ensures that issues at hand are viewed in broad perspective and detailed analysis made to arrive at an optimum solution. (Stanovich and West, 2008, pp. 672-695). An ideal decision-making procedure should be guided by several steps that seek to identify the problem, collect information on the issue and weighing on the available solution. The detailed categorization of the process entails Identification of the problem and purpose of the decision, Information gathering, Principle of judging alternatives. Brainstorming and analysis of different choices, Evaluation of alternatives, Select the best replacement, execute the decision and evaluate the result (Green, 2013). These steps provide a system process that people can follow to arrive at the best decision to their problems. The brainstorming phase give s the decision maker an opportunity to evaluate the best available alternatives, and thus, develop a robust approach to solve a given problem. Identification of the problem and purpose of the decision The emergence and rapid spreading of a terrible virus in West Africa has threatened the lives of people in that region. The fact that human life has to be saved and preserved at all costs, massive efforts and support need to be harnessed and channeled to salvage the situation. Interventions need to be made by different stakeholders including the World Health Organization body to bring sanity and dignity to the quality of lives of people from the region. However, every decision has consequences. Firstly, the antidote discovered through the experiment done to chimpanzees proved it could cure the disease, but its side effects to human beings are still unknown (Sharot, Korn and Dolan, 2011, pp. 14751479). Ethics guides those drugs without knowledge of side effects should not be administered to human beings. This is because of potential harm to their bodies which can deny the victims dignified lives (Pant, 2011). Further, it is within the rights of the victims to have consent and approve any procedures and treatments to their bodies that impact on their quality of lives. Otherwise, the organization risks closure and massive lawsuits if the drugs occasions fatal side effects to the patients. As a manager, the issue needs to be looked holistically and in depth to determine the stakeholders and extent of their involvement (Chou, Johnson, Ward, and Blewett, 2009, 2282-2288). Also, the manager will set the goal and purpose of the decision sought as helping an ailing people recover and improve their quality of lives and also ensuring the organization does not suffer a setback as the result of the decision. Another factor to the problem is ten years to determine the safety of the drugs to hum an lives by the Australian authorities (Guo, 2008, pp. 118127). Information gathering Information gathering forms the next stage in this process also termed stakeholders involvement. This an equally important step to achieve an informed and all-inclusive decision acceptable to all the parties. The leadership of the pharmaceutical needs to assess the situation in light of the suffering and potential loss of lives of the victims in West Africa and potential impact of the decision made on the organization (Poudyal, Gopal, and Kedar, 2011). Information sharing process thus facilitates the easy stages of dividing. There should a channel to overcome the other existing aspects in the field, as a way to be continued. Administering of the drugs to the victims will either have positive or negative consequences to both parties. The drugs will arrest the rampant spreading of the virus but have unforeseen side effects to the patients (Blanchfield, Heffernan, Osgood, Sheehan and Meyer, 2010). In the worst case, the side effects can be fatal and end up causing physiological illness or deaths in the worst case. Thus, it is important how important the process of making decisions and therefore, come up with the best way to do information gatherings. As a manager, there is need to front the leadership of the corporation to engage the health authority in Australia and also seek the input of the WHO World health organization body to concluding (Perneger and Agoritsas, 2011, pp. 14111417). Furthermore, both the health practitioner and health authorities in West Africa will be brought on board at this stage so that the matter of the unpredictability of side effects of the drugs is revealed and appreciated. This is a move to promote transparency and credible process (Lachman, 2012, pp. 248-250). Principle of judging alternatives The manager and his team of stakeholders have two choices which are to administer the drugs or aborting the mission. Either way, the criteria for evaluating the alternatives needs to objective, credible and sensible. Due consideration has to be apportioned to the dignity of human life and the reputation of the corporation in the event of a disastrous result (Kaufman, 2011, pp. 299-304). Also, the organization will have to refer to the corporate culture and organizational goals and objectives to ensure that the process is consistent. It is the manager's role to ensure that solution achieved does not contravene the belief, corporate culture and professional ethics of the organization (Voges, 2012, pp. 30-32). Thus, the process of making the judgments is through comparing the available solutions, and the other options available to handle the problem. Brainstorming and analyze different choices Brainstorming is the stage of thinking about any other alternatives that can alleviate the looming crisis. The stakeholders will list all the ideas randomly awaiting evaluation stage. Causes of the problem guide this exercise as they enlist in priority and generate possible solutions simultaneously (Johnson and Stoskopf, 2010). As a manager, the team will be encouraged and tuned into thinking outside the box to offer a reasonable solution or intervene to improve the situation pending determination of the viability of the drugs by the Australian health authorities (Brunin and Aghurst, 2013). Evaluation of alternatives Evaluation stage is the phase of screening to ensure compliance to ethical considerations both in the profession and humanitarian dealing. The options are also weighed for effectiveness and futuristic outcome in that a problem occurs that will be fatal and irreversible (Schacter, Gilbert, and Wegner, 2011). An in-depth and holistic scrutiny detailing the pros and cons of each option will provide a clear visibility to the next phase of selection of the alternative. The manager needs to maintain the focus on the objective criteria for evaluation at this stage (Toren and Wagner, 2010, pp. 393-402). Select the best alternative This is the phase of settling on a decision after due process of evaluating the available options. All the parties involved or the majority of stakeholders must support the decision and pledge commitment to the option for it to be adopted. Otherwise, the implementation of the decision will be sabotaged or done indigently (Northouse, 2007). To this effect, the alternative option will be to shun the usage of the drugs for lack of knowledge on its side effects to the potential patients. Also in compliance and display of submissiveness and unison with the Australian health authorities, the corporation has to reject the request by the health worker in Western Africa to give room for the authorities to declare its safety for human treatment. Further, the leadership of the corporation will consider engaging the World Health Organization in providing any other form of health services to the victims to mitigate the suffering (Frisch and Huppenbauer, 2014, pp. 23-43). It can be through pooling of resources by the stakeholders to provide any additional necessary support including guiding and counseling to the victims. Thus, the availability of the choices in the process of making the decision important give an opportunity for the other people or projects to take form. Execute the decision The leadership of the corporation through the manager will have to directly respond to the colleague health worker revealing the position of the company and justifying the same. Importantly, there should be plans for set activities made to action the decision reached during the decision making process. The manner of execution of the judgment is utterly essential because it determines the attitude and understanding of the affected parties (Garman, Johnson, and Royer, 2011). The manager will have to arrange a sit down meeting with his colleague due to the grave matter of the situation and politely decline the request and justify the decision. Meanwhile, he will have to reveal the plans of the corporation to engage other stakeholders in intervening in that situation and contributing as much to mitigate the suffering of the victims. The brainstorming phase identified an option of offering another health assistance including guiding and counseling to the affected people to improve their quality of lives (Thompson, 2008). Evaluate the result Finally, the result of the decision is analyzed at this stage in time. Gaps and corrective and preventive measures noted for futuristic purposes. The feedback from the stakeholders forms the basis of evaluation of the appropriateness and effectiveness of the decision. In this case, the result is anticipated to be overwhelmingly positive because of ethical professionalism and due process of stakeholders involvement. Further, the team went an extra mile to offer services that will improve the situation pending the determination of the safety of the drugs. The result is the final evaluation aspect where one analyzes the results that have been brought about by the decision that was made. The stage identifies new knowledge, and other factors brought out of the results of the decision. Conclusion Decision making is a critical process that dictates the success of an initiative or undertaking. Best practice decision making demands procedural steps in which the stakeholders are involved to give inputs and for transparency and consent purposes. Equally important, the parties in decision making have the liberty to brainstorm and come with alternatives outside the presented ones as long as it will improve the situation at hand as a lasting solution is searched. Finally, managers in organizations have the responsibility to ensure viability and appropriate solutions are achieved in this process with due regard to the culture, professionalism and the corporate goals and objectives. References Brunin, P. and Aghurst, T. (2013). Improving Ethical Decision Making in the Health Care Leadership. Toren, O. and Wagner, N. (2010). 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