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KM Tools and Techniques

Write an essay on Knowledge Management Systems.

The paper ideally aims to focus on different knowledge management tools and also aims to reflect on a knowledge management model. The paper thereby focuses on the applicability of the knowledge management tools and the knowledge management model in a case study reflecting on a specific business institution. Empirical discussions based on the study of books and the case study report would be carried out for helping in conducting of needed analysis.

Different types of KM Tools and Techniques both information and non-information technology based is discussed as follows. Non-information technology Knowledge Management (KM) methods are like brainstorming, storytelling, collaborative physical practice, peer assist and after action review. The Information Technology KM methods and practices are like blogs, virtual workplaces, knowledge clusters, VOIP mechanism and social network platforms. The KM Tools and Techniques both in the non-information and information aspects are discussed as follows.

Brainstorming is identified as an effective KM Tool in that it encourages a group of people to come together for generation of new ideas and concepts. The Brainstorming tool is divided into two main parts like divergence and convergence. The divergence aspect reflects that the participants delay in generating judgements regarding the validity of the ideas generated while in convergence the participants do not delay in generating positive judgements about the ideas. The Peer Assistance relates to the gaining of assistance of peers and other subject experts pertaining to an issue faced by the people involved in the organisation or in the workplace. Another effective KM tool is regarded as the After Action Review (AAR). The AAR focuses on conducting an evaluation or review of the actions or process conducted by a team. The AAR effectively contributes in conducting an honest evaluation of a project or task activity conducted by a group of individuals. Storytelling is also identified as an effective KM tool that encourages the participants to use different words, phrases and also different types of imagery and sounds to elucidate and relate a happening or an event (Rao, 2012). Finally, Collaborative Physical Practice is identified as a KM Tool that is generated based on the work done in an office or any other workplace by people operating in a collaborative fashion. The collaborative work practices contribute in the sharing of ideas and concepts that in turn help in the emergence of new notions and ideas (Groff & Jones, 2012).

About Celemi AB

Blog is identified as an effective Information Technology based KM method that encourages the people make online journal entries relating to the use of texts, pictures, videos and other sound effects and files. A combination of different textual, picture, sound and multimedia files contribute in the reflection of knowledge in a composite fashion. Similarly, the social networking platforms are also used by internal people for sharing of effective information among a community. The same contributes in sharing of effective information within a group and also contributes in generation of new ideas and concepts based on online discussions. Further, the use of the Voice over Internet Protocol (VoIP) mechanism is also identified as an information technology based KM tool that contributes in the sharing of multimedia files over the internet medium. The use of video conferencing tools contributes in the generation of effective discussion and interactivity between groups of people dwelling across different regions. Knowledge Cluster is identified as a cluster of people that contributes in the generation of new knowledge, concepts and creativity and other types of innovative ideas and concepts. The knowledge cluster is formed based on the development of virtual groups that contribute in development of effective communication and collaboration on the virtual and online platform (Dalkir, 2013). The development of knowledge clusters ideally help in the development of new learning and sharing of effective information between the online participants. Finally, the virtual or the collaborative workplaces are observed to be grouped by people that help in the formation of discussions and also sharing of needed information that contribute in the development of virtual and online conferences (Leondes, 2010).  

Celemi International AB or Celemi AB is identified as a medium sized consulting organisation that contributes in generating guidelines relating to change management in different business institutions. Celemi AB operates based on a total of 80 employees generating change management consulting to different multinational organisations. The company conducts its operations from its different headquarters based in Sweden (Stockholm), Brugges based in Belgium, Guildford based in United Kingdom, Melbourne based in Australia, Espoo based in Finland and Simsbury and Chicago based in United States (Heisig & Runeson, 2001).

The evaluation of the applicability of KM Tools and Techniques related to the functioning of Celemi AB reflects the use of non-information technology based KM tool like Peer Assistance. Peer Assistance is generated by Klas Mellander based on the development of ‘Power of Learning’. Centre for active learning methods contribute in guiding the communication activities between the different departments and strategic business units of the organisation. Different types of knowledge management tools like decision base, livon, celesta and tango are created by the business institution to help in serving the knowledge management needs of different client companies (Heisig & Runeson, 2001). Moreover, the existence of an open corporate culture in Celemi AB further encourages the development of collaborative physical practice such that the managers and employees focus on getting involved in Monday meetings along the different branches for carrying out effective discussions regarding work and management issues and also in the generation of novel, innovative and creative ideas to conduct the day-to-day activities of the business institution. Further, the use of internet based knowledge management tools can also be observed related to Celemi AB in that intranet based tools are incorporated by the organisation to encourage the development of virtual knowledge clusters. The internal people based on the use of the intranet model tend to focus on the sharing of ideas and experiences and also in developing on their knowledge potentials to generate greater organisational productivity and efficiency (Heisig & Runeson, 2001).

Application of KM Tools and Techniques

The knowledge management model chosen for the research activity is the Task Based Management Model. The Task Based Management Model associated with Knowledge Management is reflected as follows.

(Abramowicz & Orlowska, 2012)

The above model is ideally reflected as a closed model of Knowledge Management. The above model depicts the development of knowledge along three main levels reflected in the figure. The Task Based Knowledge Management (TBKM) model is also observed to satisfy the Intelligent Decision Support (IDS) model such that it reflects on the development of knowledge resources based on the use of knowledge processes and also supported by the diverse knowledge structures. The model reflects that learning or knowledge gain occurs along the three different levels that are represented by individual, social and organisational communities and also learning and growth within an organisation (Holsapple, 2013). Further learning is also developed based on the social and cognitive processes that occur along the three different levels. The task based knowledge model from the individual perspective reflects on the personal knowledge gained by individuals to perform tasks set within specific tasks and margins. The above level owing to its personalised approach is identified as the micro or private part of the TBKM model. Further, the knowledge or learning developed and gained by different individuals are subjected to discussions and debates in the social and community framework. It reflects the emergence of the meso level framework that tends to develop a bridge between personal and the public platform. Relating to the organisational level the knowledge development is generated based on the level of consensual framework rather than depending on organisational hierarchies. The impact of knowledge processes contributes in generation of influences along the different levels in the organisation (Abramowicz & Orlowska, 2012).  

The application of the Task Based Knowledge Management (TBKM) model is effectively understood regarding the case of Celemi AB. The multinational change management consultancy organisation is observed to continually focus on the development of learning along three different levels, personal, social or from consumer point of views and finally from the viewpoint of the organisation. From the individual point of view the organisation focuses on the incorporation of an effective coach and experienced person that contributes in generation of knowledge and skills to the consumers thereby helping in the enhancement of skill and productivity base of the individual employees. The enhancement of the skills and potentials of the employees ideally contributes in generating greater value to the customers. The learning gained by the internal people along the different levels and departments are transferred to the customers based on the generation of effective and potential information. The generation of quality information to the customers contributes in helping the latter take potential decisions relating to change management. From the aspect of the organisation, Celemi AB the existence of effective systems, processes and also the existence of needed potentials to generate innovative, creative and novel products with also the right quality and pattern of management style ideally contribute in the enhancement of internal productivity and value efficiency for the organisation (Heisig & Runeson, 2001). The intangible asset base of the consultancy organisation is thus identified along the following three parameters like the internal people, the final consumers and also the internal business and organisational competencies. The competency growth of the managers and employees in the multinational consultancy institution is evaluated based on the level of new business and marketing strategies developed by the managers while for the staffs it relates to the selection of the right client base that would help in enhancing the revenue potential of the business institution. Further, the generation of effective and quality consultancy services provided by the staffs in Celemi AB rightly contribute in enhancement of the level of customer satisfaction for the consultancy firm (Heisig & Runeson, 2001).

Conclusion

The discussion carried out in the above task ideally reflects on the different knowledge management related tools and techniques both associated with the information technology and non-information technology aspects. It also discusses a specific knowledge management model like the Task Based Knowledge Management or TBKM Model wherein it reflects on the knowledge development and learning based along three different aspects like employees, customers and organisation as a whole. The applicability of the knowledge management models and tools in the organisation, Celemi AB reflects that knowledge development is carried out in the organisation based on the use of guidance generated by peers and other senior members involved in the different departments in the organisation. Similarly, the aspect of collaborative physical practice and also the development of virtual clusters based on the use of non-information technology and information technology related knowledge management tools respectively is also applied in the organisation for enhancement of personnel and organisational productivity. The application of the TBKM Model in the organisation is ideally reflected along the three different phases like the development of the productivity and efficiency potential of the employees, the enhancement of customer satisfaction related to the gaining of effective change management guidelines and consults and finally associated with the value enhancement for the organisation as whole. 

References

Abramowicz, W. & Orlowska, M.E., 2012. BIS 2000: 4th International Conference on Business Information Systems, Pozna?, Poland, 12–13 April 2000. United Kingdom : Springer Science & Business Media.

Dalkir, K., 2013. Knowledge Management in Theory and Practice. New York : Routledge.

Groff, T. & Jones, T., 2012. Introduction to Knowledge Management. New York : Routledge.

Heisig, P. & Runeson, J., 2001. Measuring Intangible Assets for Sustainable Business Growth - Celemi AB, Medium-Sized and Fast Growing. In Knowledge Management. Germany: Springer-Verlag Berlin Heidelberg.

Holsapple, C., 2013. Handbook on Knowledge Management 1: Knowledge Matters. United Kingdom : Springer Science & Business Media.

Leondes, C.T., 2010. Intelligent Knowledge-Based Systems: Business and Technology in the New Millennium. United Kingdom: Springer Science & Business Media.

Rao, M., 2012. Knowledge Management Tools and Techniques. New York : Routledge.

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