Knowledge assumes value only when it is disseminated across the board.
Like human beings, organisations too learn as they grow. As a company progresses along the trajectory of its life cycle, it gathers information on all fronts—business, technology, operations, human resources, the market, the industry, and the political and regulatory environment, to name a few. But what do they do with this plethora of information? It would do well for an organisation to know how to assimilate, manage, and disseminate knowledge. The aim of effective knowledge management is to improve organisation-wide efficiencies as well as widen its opportunities for growth. This knowledge is not the prerogative of the HR function or only the senior management. Knowledge is meant to percolate across hierarchies and be of use to every employee.
There is a need for a knowledge repository for every company, irrespective of its size and the industry in which it operates. Knowledge management helps create assets that are of use perpetually, without having to scramble for data/information when it is needed, or being dependent on a few individuals. One may argue that knowledge management is just another fancy way of saying that people in the company should know of internal and external developments, and that every company does it in some way or the other. So is it that important?
Indeed, it is. An organised process of getting together insights and experiences and managing them comprises knowledge management. This is of much more use than unsystematic bits of information that one has to piece together as per one’s need. It saves a large amount of time and brings together relevant and contextual data to one place. The most important thing is to build a culture of knowledge management and knowledge sharing. Employees should understand and imbibe that most information must and should be shared with coworkers, that it will not lead to unhealthy competition, and that they will not be at a disadvantage by sharing what they know.
هذه القصة مأخوذة من طبعة April 2018 من Indian Management.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك ? تسجيل الدخول
هذه القصة مأخوذة من طبعة April 2018 من Indian Management.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك? تسجيل الدخول
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.
