By Marina Du Plessis
Aimed toward wisdom administration execs and scholars within the box of data administration and data technology, this ebook highlights matters in organisational cultures that could impression the implementation of information administration. Organisational tradition has a really excessive effect on wisdom administration, yet is particularly tough to spot and to handle. The publication shows how humans, tradition, expertise, approach, management, operational administration, strategy and organisational constitution concerns all affect the implementation of data administration in an organization. The ebook additionally offers a version to spot and deal with parts within the service provider that influence wisdom administration, that's effortless and functional to use, to let profitable wisdom administration programmes.
- Addresses a different subject within the box of data management
- Draws at the useful event of the writer who has applied wisdom administration within the united states, Europe and Africa
- Provides actual concerns and difficulties which were encountered in companies around the globe
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Extra info for The Impact of Organisational Culture on Knowledge Management
Examples of organisations that have overcome this barrier are organisations that have, for example, set up Friday breakfast presentation sessions to share knowledge-sharing sessions to share what work was being performed by the organisation at client sites. Other sharing examples are updates through newsletters, e-mails, intranets, and communities of practice. The second is that even more knowledge than ever is shared, but this knowledge is in tacit format. It therefore moves under the radar, is not seen explicitly and its presence and value is not seen or felt by the organisation in an explicit way.
In this highly-pressurised environment, one of two things can happen in an organisation. The first is that the organisation can fall into the rut of not sharing knowledge at all, due to staff members being too busy with their daily tasks in order to participate in formal knowledge management activities. This has a negative impact on the organisation as valuable learning opportunity is lost and cannot be regained. It is, however, clear that very few organisations actually set aside time during the working day with the specific purpose to share knowledge between colleagues.
Knowledge management is not a static activity and grows with the organisation as it changes, and therefore impact should be continuously assessed to ensure that knowledge management is keeping up with current needs in the organisation. Some organisations measure their knowledge management systems’ success on the number of entries made into repositories, as well as the number of times a knowledge repository or a specific document was accessed. They also do periodic qualitative reviews of the knowledge management programme through use of surveys and questionnaires.