Knowledge Management Principles Tacit and Explicit

Question: Discuss about theKnowledge Management Principlesfor Tacit and Explicit. Answer: What Makes a Set of Data Useful or Useless? According to (Oxford , 2016), the term data refers to raw facts collected and put together for the purpose of analysis. Data becomes useful when it is analyzed, and the information is created out of it data may reach people in the form of messages and may either be important to them of negligible. According to(Nielen, 2012), data processing separates useful data from useless data. Data is considered useless when it cannot be analyzed or does not produce the desired information. Data ids analyzed by purpose if the data collected can serve the intended purpose then it is considered to be important data. A set of data can be useful to a certain category of people but useless to another category because they may have different purposes. For instance, data collected by an automobile organization on their sales and consumer preferences would be useless to another organization operating in a different field of business. Information gained after analyzing data target a unique audience, and it would be useless to a different audience. Data usefulness is grounded on the meaning and the usage of data, when data is relevant to a given context then it is considered important, but the same data would be useless in a different context since it would be regarded as irreverent. Tacit and Explicit Knowledge According to (Frost, 2010) there exist different forms of knowledge and understanding these forms it important in knowledge management. The availability and accessibility of knowledge determine its usefulness. Explicit knowledge is a form of knowledge that has been coded and stored which makes it possible to access and use it. Explicit knowledge is stored in files and can be retrieved when needed, and it can also be modified. Explicit knowledge ensures that people can access to the information that they need. According to (Kane, 2012), explicit knowledge can easily be searched and accessed. Explicit knowledge allows users to collaborate and make the most out of the information. Tacit knowledge is experience based knowledge which an individual has. Its accessibility depends on personal nature and his willingness to share the information. Therefore, tacit knowledge is not easily accessible, unlike explicit knowledge. Tacit knowledge held in the mind of an individual and includes; skills, attitude values, talents among others(Frost, 2010). According to(Kane, 2012), tacit knowledge is the most important asset in the organization since it is the main source of knowledge. To access tacit knowledge, one is required to develop a healthy interaction with the people so that they can share their knowledge. I gathered information about Holden Commodore car from friends and also from Holden web. In my findings, tacit knowledge gathered from friends mainly included the attitudes towards various models of Holden Commodore cars. I was able to understand why some people preferred a certain car model over another. From Holden web which provides explicit knowledge about their cars, I was able to see some of their car models and their qualities. They also resented on the price ranges of their car ((Holden, 2007). Despite the important information gathered from my friends on the experiences and attitudes, they hold towards various Holden models. My decision on the car that I would like to purchase was guided explicit knowledge found on Holden web since it provided me with a diverse knowledge about their cars which I could not get from friends. Roles of Organizational Culture in the Development of Knowledge Management Infrastructure. Organizational culture refers to a set of shared beliefs, practices and norms in an organization. Knowledge management infrastructure is technical and social. Organizational infrastructures are important aspects that help the organization to achieve its objectives. According to(Frost, 2014) Knowledge has some social aspects which partly depend on organizational and community culture. Knowledge sharing depends on the cultural practices of the organization such as willingness and availability of conditions that make knowledge sharing possible. Organizational culture gives the employees a sense of belonging thus creating a common foundation which allows the members of the organization to communicate and understand each other well. Better communication in an organization ensures that there is effective knowledge sharing culture in an organization. According to (Seyedyousefi, et al., 2016) development of mutual trusting an organization allows people to share information freely. If mistrust develops among the members of an organization, then they cannot share information since they develop suspicion on the intentions and behaviors of other members. The willingness of sharing and seeking knowledge is determined by the concept of reciprocity this refers possibility of an individual benefitting from the knowledge he shares in the future. The benefits may be informed of compensation which could be intangible in a form such as building a better reputation of the individual, or the person may get also get the same help in the future. According to (Hossein, 2010), the organization culture can either weaken or strengthen the organization. Negative culture will lead to poor relationships between the members of the organization which alters the functioning of the organization. Role of Organizational Structure in the Development of Knowledge Management Infrastructure. Organizational structures refer to how the organization is organized into some bodies with distinct functions. Organizational structures determine how people in the organization relate to each other. Organizational structure can be categorized into two categories that are, formal and informal structures(Frost, 2010). Formal organization structure outlines the roles of the various departments in the order of hierarchy and the relationship that exists between them. The organization should ensure that the formal structure of the organization does not alter informal structure since this may hinder the process of knowledge sharing and knowledge creation. Therefore an organization should understand that for effective knowledge management in the organization formal and informal structures must be allowed to coexist. Informal structures refer to networks formed as a result of relationships built when people work together. If an organization has well developed informal structures, there exist healthy interactions among the members which ensures effective creation and sharing of knowledge. Community of Practice According to (Trayner, 2011) community of practice refers to a team of people with a common interest or passion who learn through interaction. Human naturally learns through social interactions. Professionals advance their skills through frequent interaction with others in the same field. It is essential for people who have a desire to improve their skills and services to the people to develop better interaction skills mostly with another professional in a similar field of profession. According to (Trayner, et al., 2014)Community of Practice has three essential elements; The domain: this refers to a common interest that the members want to learn through sharing. The community: this refers to the overall group of people who come together with the aim of The practice: practice is a byproduct of learning. Interaction among the members instills skills in them which help them improve in their profession. Benefit of Community of Practice to a Local Hospital According to (Mitchel Wood, 2012) benefits of a community of practice can be grouped into two that is, depending on the effect it has on an individual or the organization. Benefits on Individuals It assists the employees in managing change, in case an organization makes changes the experts in the organization may decide to organize themselves and discuss the changes in the organization and how they can adapt to the changes. Provides new knowledge to the members of the organization. Through a community of practice, members learn from one another. Through these interactions, members can freely share knowledge thus enabling individuals to gain knowledge. It boosts trust and commonness of purpose among the members of the organization. Through a community of practice, members can support each other through sharing and solving problems. The community of practice adds value to professional lives of the members of the organization. By sharing experiences and knowledge members can advance their professional Benefits to the Organization. The community of practice enables the members to come with new knowledge and enhance skill development in an organization. Participation of members allows them to contribute and learn which betters their skills. The community of practice uses knowledge management to drive a strategy. Through a community of practice, information on the organization easily and effectively disseminated to the members. Facilitate timely and effective response to customer demands since the organization can identify the members who can effectively respond to their client's demands. Enable new employees to learn the practices of the organization within a short period thereby facilitating easy adaptation in the organization. References Frost, A., 2010. Managing organizational structures. Knowledge Management Journal, pp. 1-7. Frost, A., 2010. The Different Types of Knowledge. Knowledge Management Articles. Frost, A., 2014. Knowledge Management: The significance of organizational culture.. Knowledge Management Articles. Holden, 2007. Your Journey Starts Here, s.l.: Holden. Hossein, S. M., 2010. A study on the function of knowledge management in universities. Cultural Management Journal, Volume 8, pp. 2-19. Kane, J., 2012. Knowledge communities: Explicit knowledge vs. Tacit knowledge. Impact. Mitchel, J. Wood, S., 2012. Benefits of the community of practice. Community Practice, pp. 1-2. Nielen, G., 2012. Information systems in a management structure.. s.l.: Springer. Oxford, 2016. English Oxford is living dictionaries. s.l.:s.n. Seyedyousefi, N., Fard, s. M. H. 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