December 17th, 2007 11:02 AM By WCG Staff
Expertise
The issues of expertise and qualification are complex multi dimensional issues that can have negative or positive impact on profitability, effectiveness and efficiency. The complexity in evaluating knowledge, expertise, as well as qualifications can be caused by factors such as lack of uniform standards, subjectivity of particular field, social and cultural norms, as well as the speed of knowledge creation.
Nevertheless, virtually any solid organization will require some methodology to assess expertise in order to fully take advantage of its impact on organizational effectiveness and efficiency. Hence, in terms of knowledge management, the most basic and fundamental process will be the assessment of individuals as well as overall organizational level of expertise and knowledge.
Within this purgative, it is vital to emphasize that research should be the first step. In order to maximize the outcome of knowledge and expertise evaluation, research and development are the corner stone’s of successful S.O.P. However, the quest for perfection should not stand in the way of results. Hence, research and development as well as actual implementation should contain sensible aspects that would translate into practical applications.
A note of caution: there has to be a differentiation in how and why different employees with varying level of responsibilities, duties and job descriptions can and must be evaluated. This will become more obvious in follow up entries. In the coming days and weeks we will outline explicit procedures which are successfully tested both in academic as well as real world situations.
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November 27th, 2007 14:05 PM By WCG Staff
The essence of knowledge and knowledge management lies within the assumption that the most appropriate knowledge and insight enables the frontline workers and managers to systematically achieve better results. Such assumptions lead to extensive research and implementation which is ultimately geared toward greater profitability of a given organization. However, the mere existence of knowledge and implementation does not necessarily translate into greater effectiveness and efficiency. It is important to point out that knowledge and knowledge management have to be strategically designed and implemented in order to achieve the greatest possible effectiveness and efficiency. Hence leading to the issue of pragmatism.
Pragmatism essentially refers to the initiatives that enforce the most vital aspect of knowledge management; practicality. Pragmatism which is originally a philosophical concept was basically referring to logic and its applications in philosophy as well as in other disciplines. In terms of business and its respective sub categories, pragmatism is a rather fundamental concept which refers to application of practical measures that are geared toward actual real life implementation and benefits to the given organization. Though it appears that such explanation is a simplification of pragmatism, the real world applications are rather simple. In its most basic form, pragmatism is the process of finding the best solution to real world problems in business by means of research, implementation and testing to achieve a practical solution. Though research and implementation has been used for a long time, the real difference in pragmatism is the testing to find the most viable solution. However, one has to diffrentiate between the most obvious forms of knowldge.
Insight knowledge refers to the personal experimental learning which occurs by trial and error. In this particular approach the knowledge creation occurs because of stakeholders’ personal or professional interest to improve upon most pressing weaknesses that are noticed. Insight knowledge is abstract because it depends on individuals’ interest. On the other hand, the outside knowledge is created and maintained by external units such as educational institutions and training organization. This particular branch of knowledge is more easily associated with the academic aspects such as theories and established norms.
The ultimate goal of either one of those knowledge concepts is to understand that knowledge and learning can be subjective as well as objective, yet independent from its form or origin it can contribute to organizational standing. Similarly such understanding of knowledge creation or the desire thereof, may enable creative input not only based on traditional wisdom but also in non – traditional and abstract ways that may be beneficial and address untraditional concerns.
Independent from any previously discussed sub topic, it is important to emphasize that every and all phases of knowledge creation, maintenance and sharing requires constant monitoring and quality assurance. Though many facets of business require quality assurance, knowledge management and distribution requires a particular rigid approach due to it’s dynamic and ever changing nature of knowledge and its respective sub categories.
Ultimately, pragmatism and its respective application in business depend on one major factor i.e. testing. The assumption is that unlike other theories and methodology, testing will allow the stakeholders to measure results and adjust their respective strategic measure and implementation to improve final results.
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November 21st, 2007 09:02 AM By WCG Staff
Knowledge and innovation are categorically among the concerns of human capital managers. Many issues such as innovation and pragmatism take their respective roots from organizational desire and needs to address the intellectual requirement and needs. Nevertheless, knowledge and knowledge management have to be fine tuned to avoid unintended consequences.
Knowledge and all its all respective impact on organizational operation illustrate a great deal of opportunity as well as uncertainty. The impact of knowledge and knowledge management though mostly positive can be accompanied by uncontrolled effects that may have unforeseen and devastating impact. Such unintended consequences may include hindering or reducing the speed of innovation. Hence the task of human capital managers and knowledge workers will have to include proper standard operating procedures that guard against such adverse effects.
Nevertheless, those SOPs’ cannot assure complete protection from abstract interferences that knowledge and knowledge management may cause. Interferences may include dynamic forms of knowledge competition, in-fighting, unnecessary and ineffective utilization of resources as well as hindrance of organizational vision and organizational coherence.
The question of countering those uncontrollable external or internal factors is equally problematic. Since every individual organization differs in its methodology, it is virtually impossible to devise uniform guidelines to counter those influential factors; however, some general steps in terms of review and quality control may enable the stakeholders to identify problems in early stages and minimize potential impact.
Ultimately, the duties and obligation of human capital managers are extremely dynamic and at times subjective. The organizational requirements to balance the most appropriate course of action falls on the shoulder of human capital managers that have to adapt to the ever changing internal and external factors.
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November 14th, 2007 08:24 AM By WCG Staff
Integration of Organizational Learning
The business world and its individual actors are no different than any other grouping of individuals that need clear and unfettered communication to organize and execute plans and strategies. However, the practical aspects of clear, effective and efficient method of communication will differ because of factors that may include cultural and social issues, organizational vision, internal and external leadership as well as industry specific methodology.
Though it is obvious that effective communication may be the key to proper implementation of internal procedures, the real question is about execution. The mere communication of available and mandatory tools that are designed to achieve organizational vision will not necessarily translate into effective and efficient execution. Hence, in order to ensure proper implementation, proper safe guards have to be in place.
Nevertheless, communication and safe guards are not the only available tools. The particular practices of human resource divisions have also a great deal of impact. Assuming that in a well ran organization which mandates cross divisional co-operation; the HR division can design and implement procedures that are in line with organizational vision and strategy.
Another additional tool to achieve the greatest effective integration of all internal measure can include financial and non financial incentives that may assist in motivating front line employees to take advantage of internal tools. Similarly, punitive measures may achieve comparable results.
Ultimately, depending on internal and external factors, each individual organization may design and implement a varying strategy and methodology to create the most effective implementation of its internal tools. The greatest challenge, however, will be within the degrees of effectiveness and efficiency which may ultimately be reflected by profitability as well as longevity of the given organization. Nevertheless, the most fundamentals will virtually never differ; communication and safe guards are the fundamental of conveying the message of tool availability and the respective impact on overall organizational standing.
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October 30th, 2007 11:12 AM By WCG Staff
Effective design for knowledge creation and operational innovation
Knowledge and knowledge management are essentially subjective. The mere fact that no two businesses even in the same industry are different leads to the conclusion that effectiveness and efficiency of virtually all actions have to tailored to particular organization in question. However some common and fundamental basics may be virtually universal. Those factors may include innovative methodology to avoid routine and spark interest, monetary and non monetary rewards, as well as usability to enhance impact.
Even so, the management of knowledge is secondary to determining and establishing the content. The selection and procedures that lead to the final content of knowledge creation and maintenance is the determining factor in the end result of profitability. Such selection requires indebt research and development that can include required and necessary information and knowledge as well as the decision to include information and knowledge which may be outside the scope of particular industry, yet beneficial to organizational bottom line.
Considering all the possible factors that may impact the outcome of knowledge creation, knowledge maintenance and knowledge management, that can include a wide range of uncontrollable elements such as employee concentration to current economic factors; one may wonder how to create the most effective environment. There is no right or wrong answer due to the fact that any particular action that may translate into success in one environment will not necessarily be a universal success method.
Yet, logically it is rather simple to conclude that because of the individualistic nature of our society and culture, the most obvious factor to entice and positively enforce the knowledge factor by integrating the stakeholders. The assimilation of those individuals that are the target of knowledge management may assure the personal stakes and urgency that is required to enhance the impact of knowledge and its respective implementation.
Ultimately, the notion of universal methodology of knowledge and knowledge management appears to be fundamentally flawed. Even educational institutions with similar goals have different methodology to enhance the impact of the respective knowledge. The best methodology can only be determined by examining particular organizations based on its own organizational dynamics and interactions in order to achieve the greatest possible effectiveness and efficiency.
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October 24th, 2007 09:34 AM By WCG Staff
Effectiveness and efficiency of employees depends on many factors that may include knowledge. It is rather obvious that possession of knowledge may enable team members to be more familiar with their daily duties and even lead to greater effectiveness and efficiency. However, the mere knowledge may not be the only determining factor.
In many instances familiarity with daily tasks and duties can assist in greater effectiveness and efficiency. The role of knowledge in those instances is clear; knowledge of those particular tasks may eliminate time lags in performance that decreases effectiveness. Similarly a lack of that particular knowledge may lead to ineffectiveness. However, the mere possession of knowledge may not necessarily create those advantages. Hence the question becomes as how to assure that knowledge that assists in creating and maintaining effectiveness and efficiency can be acquired and maintained.
Knowledge in its most basic terms is a subjective issue. It is ever changing, evolving and mutating. Yet the basics of human knowledge of fundamentals rarely changes. Hence, the vital task of knowledge management teams can and should be to emphasize a uniform knowledge based on specific industry. The most effective way to achieve such uniform and fundamental knowledge is certainly a HR task by hiring those that have the knowledge via education or experiences. It is not to say that a lack of such uniformity in applicant or hires is the only way; minimal steps such as in-house training could rectify a lack of education or experience. Yet the cost of such internal training may justify adjusted hiring procedures.
Once the uniformity of knowledge and expertise has been achieved or is in process of being achieved, the next task is certainly more complicated. In this particular stage, knowledge and knowledge management will and should emphasize the industry specific topics and issues that may intervene with daily tasks and duties. Though one may wonder if the on job training which is the core of integrating new employees is the most appropriate venue, the final judgment may depend on many factors including industry, economic and social issues as well as organizational vision.
Nevertheless, the combination of on job training and industry specific knowledge can be a positive factor in increasing effectiveness and efficiency. Yet it is difficult to make recommendation and suggestions that would be uniformly true for all industries at any given time. The mere fact that informational technology is an ever evolving field that influences virtually every industry, it is rather ineffective to suggest any particular methodology without considering factors such as organizational vision and strategy, management and its respective attitude and capabilities, employee ability and willingness as well industry related issues.
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October 17th, 2007 09:15 AM By WCG Staff
Knowledge creation and management for commercial entities illustrates one of many tools that are geared toward ultimate goal of profitability. Nevertheless, knowledge as a tool commands a very unique importance that maybe catapulting it to a comparatively greater importance than other business tools. The rationalization is rather simple: virtually all businesses require to a different extend human interference in order to conduct business. Such intervention may differ in degree but it is virtually universal to all businesses. Hence, this one nearly common factor to all businesses begs the question of as how to attain, increase and improve on effectiveness and efficiency which may lead to greater profitability.
Continuing with the same logic, it is rather obvious that improving human ability to increase effectiveness and efficiency will require enablement. Such enablement can include factors such as knowledge, training, as well as tools. Yet, even tools and training alone will achieve little without proper knowledge to use those enabling tools. Hence, knowledge and knowledge management emerge as the most obvious influencing factors. Similarly considering continues evolution of business and business tools it is safe to assume that knowledge is not a constant factor. As business methodology and practices as well as global business environment continue to evolve, new venues and tools that become available will require appropriate knowledge and further training. This leads to the most single important issue knowledge management.
Ultimately, the mere observation of obvious and compulsory evolution of business and its respective tools will lead to the conclusion that human interference which is required to conduct traditional business necessitates constant management of knowledge that is geared toward increasing the profitability. Alternative attempts that would concentrate on technology or process would rely on tools that are constantly upgraded and changed. The one constant factor, the human being, is what will need the proper and up to date knowledge in order to perform and contribute to overall profitability.
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October 12th, 2007 14:54 PM By WCG Staff
Business and Education
The recent years have been full of governmental and nongovernmental actions to assist in improving many different aspects of private and public education on all levels. Nevertheless the educational impact on business and vice versa appears to be mostly an academic issue. Here is why: when was the last time anyone saw a proposal from business interest groups to improve education? When was the last time national or international representatives of business interest have actively participated in creating and maintaining educational policy?
The first issue that may come to mind would be the question as to why business should have an active interest in education. The answer though obvious has managed to be off table for any sort of serious collaboration. The simple answer is self interest because virtually all businesses require human capital. The more sophisticated, knowledgeable, logical, rational and versatile those employees are, the greater the chance for smoother daily operation which may lead to many other benefits including the ultimate goal of profitability.
The second concern or issue may be the fact that some very large for profit entities have a long history of educational donations and contribution to post secondary educational institutions such as technical universities as well as contribution to particular departments within the universities. However, this approach is not only short sighted, it is plainly inadequate. It is obvious that contribution to universities in order to fund research has a great deal of potential for profitability, yet the underserved demographics such as blue color workers as well as employees in low paying service and fast food industry are equally important segments of work force. They contribute a great deal to our economy yet remain untargeted for educational measures that may assist in increasing their effectiveness and efficiency.
Overall, we are not suggesting that business entities reverse course and start contributing to K1-12 rather than taking additional active roles in forming educational policy, changing or enhancing curriculum requirements, contributing financial or other assets to enhance local, regional and national ability to educate our future work force as well as effectively publicizing the needs and requirements of their particular industries. Such measures may not only enable policy makers to formulate better and more effective policies, but also may assist in sparking interests of those students to pursue previously unknown fields or discipline.
Ultimately, it is not farfetched to suggest that business and its interest representative have a long way to go in harvesting the greatest effective and efficient workforce. It is in their interest as well as a social responsibility to promote educational growth and availability that will not only serve us as a nation but assist in assuring a competitive, educated and able work force that can and will be able to compete in the global economy.
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September 26th, 2007 15:02 PM By Staff
Knowledge management is certainly one of the rather under estimated aspects of business management. In its most basic forms, knowledge management refers to any practice which involves the creation, maintenance and distribution of knowledge to a particular set of personnel. Essentially knowledge management is the designated discipline to aid in educating as well as maintaining employees’ ability to conduct their respective duties to the greatest possible effectiveness and efficiency.
Nevertheless, it is important to examine the impact of knowledge management on particular sub divisions of a given organization. Sales and marketing are both some of the most fundamental aspects of a successful venture; and both can be positively impacted if knowledge management is conducted properly.
It is safe to suggest that employees of any given organization are the most important asset. Hence it is not farfetched to suggest that the resources devoted to educate and maintain the existing knowledge of employees can and will be of great deal of benefit to any for profit organization. It is not difficult to imagine or even suggest that knowledgeable and informed employees maybe more effective in their daily duties. Similarly the same concept would apply to sales force and marketing divisions; the more knowledgeable those employees the more likely they will be able to introduce and explain product and services which may in turn result in more sales.
Naturally there has to be a distinction between task specific knowledge and general industry knowledge. In terms of jobs specific knowledge, it is rather obvious that any given individual should be proficient. Yet further education will be only of benefit. On the other hand, general industry knowledge may also enable the given individual to draw comparisons which may be also of benefit.
Ultimately knowledge management and knowledge management systems are simply another vital tool to enhance the ability of the most significant and vital asset of any given organization; namely its human capital. It is futile to dismiss the value of information, knowledge as well as education in terms of their benefit to individual and organizational well being, effectiveness, efficiency as well as profitability.
In the coming days and weeks we will go into the details of knowldge management.
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