Knowledge Management

Knowledge Management (KM) purpose is to share information amongst a community. To effectively share that information, people or cultures need to be committed to KM processes using state-of-the art technology. The Army has given guidance to commanders in the form of twelve KM principles, intended to facilitate KM efforts and policies. After reviewing the twelve KM principles, I have chosen four to elaborate on my understanding of the principle and why I believe the Army as a whole has shortcomings in achieving the intent of each principle. Lack of leadership commitment, vision and resource investment has undermined the proper implementation and execution of the Army KM principles, affecting the Army’s ability to effectively and efficiently share valuable information.

Since the mid-1990s, knowledge management has become increasingly significant for business managers and companies. ‘It is broadly accepted that systematic knowledge management is tightly linked with gaining and sustaining competitive advantage.’ (Bogner & Bansal, 2007, p658-6 as cited in Hislop, 2009, p1) The definition of knowledge management is various because of the wide range of this concept and its complexity (Al-Hawamdeh, 2003). For example, the broad definition provided by McAdam and McCreedy (2000, p155 as cited in Hislop 2009, p53) note that: ‘KM relates to the management of anything classified as knowledge’ Furthermore, Hislop (2009, p59)

This chapter describes what is knowledge management in details as well as what is the factors of implementing knowledge management which are implementing best practices, network expansion, systematic information system infrastructure, good organizational culture, senior management leadership and commitment and trustworthiness of teamwork.

Although, throughout history, we have always managed our knowledge as best we could, it was the introduction of some new tools, methods, technologies, processes and strategies that enabled us to think, for the first time, differently about knowledge, and how to make improvements in the way we manage knowledge, as individual, team and organization. And then during the early 1990 's we started to think more about the processes of identifying, creating, storing, sharing and applying knowledge. This process of identifying and managing knowledge is called Knowledge Management.

The new "buzz word" in many corporate circles currently is the term "Knowledge Management or K.M." KM is considered mostly a role for the Information Technologist because of its storage of the company's information on databases. Because of the "info-glut" that is occurring in many corporations, K.M. is strongly becoming the role for the Instructional Technologist to group that information into training modules for the corporate Intranet, so that the corporation's employees can retrieve the "knowledge" in a real-time, need-to-know basis. In this white paper, I will define Knowledge Management from a business and an educational perspective. I will also discuss two basic strategies

• Ensure compliance with all applicable Federal, State and/or County laws and regulations related to coding and documentation guidelines. To include but not limited to; review problem lists, patient medical history, and physical exams, physician orders, progress

Knowledge management is defined by Sallis and Jones (2002), as “a systemic method for managing individual, group and organisational knowledge using the appropriate means and technology”. In short, it involves various fields of expertise in achieving organisational objectives by making the best use of knowledge at the same time.

People. The 153rd troop command will appoint a Knowledge Management Officer (KMO) for the brigade in order to facilitate the streamlining of knowledge management throughout the brigade. The KMO will become familiar with ATP 6-01.1, coordinate with other oraganizations KMOs for assistance, and seek attendance at the Army Knowledge Management Qualification Course at the earliest opportunity. The S3 will maintain overall responsibility of the brigade’s knowledge management program and the assignment and training of knowledge management officers. Primary staff members along with the KMO and the Executive Officer (XO) will comprise a knowledge management working

Knowledge Management is an organization’s methodology of making their intellectual assets as fully functional, or effective as possible. This is a systematic approach organized to enhance understanding. It’s the managing of information in a way that provides an organization with a competitive advantage.

Another issues officers have had in the past is not inputting all information that is needed for a report. In order to fix this simple issue there has been new software that downloads templates for the officer. Therefore all they need to do is apply the information for each box. The boxes include things such as: the type of call, time of day, date, name, location, brief description, etc.. These type of templates help an officer stay organize and make sure nothing is being

Knowledge management functions in the human resources community are very active and very broad. Human resource operators use some form of knowledge management in almost everything that they do. There is also what many perceive as an overabundance of information. Based on this overabundance and the many different tools available, the way that human resource operators perform their duties varies quite a bit. The systems and processes that human resource operators use across the three components also vary widely. I will focus on the knowledge management tools, systems, and resources that are currently being used by human resource professionals in the New York Army National Guard. I surveyed human resource professionals at the battalion, brigade,

While Knowledge Management (KM) is important in any business however, there is no real agreed upon definition. KM is a concept that includes the

In today 's high competitive business world, success is dependent on how efficiently and effectively an organization can develop and utilize its information and knowledge resources(Carlsson etc, 2002). Therefore, there are many dispute on information and knowledge management. The purpose of this essay is to discuss the relationship between Information management(IM) and knowledge management(KM), then argument about whether KM is important for an organization. In order to make sure essay have a clear structure, this essay main divided into four parts (from Part 2 to Part5 ): Part 2 will introduce what is IM and KM, the benefits of IM and KM, the relationships amongst data, information and knowledge, and then this paper will introduce the relationship between IM and KM; Part 3 will analysis case study of good knowledge management in Xerox company; Part 4 will analysis case study of bad knowledge management in NASA; Part 5, this essay will give an argument result to you in conclusion.

In 2007, the worldwide volume announced that mergers and acquisitions (M&As) had reached more than $4.74 trillion according to The Wall Street Journal. Despite their persistent acceptance, M&As remain highly debatable (Muehlfeld, Rao & Van Witteloostuijn, 2012). The constant debate about post acquisition performance repercussions of M&As (Rooney, Mandeville, Kastelle, 2013) points to important questions as to whether and under what conditions organizations learn from past acquisition experience. However, outside of operational backdrops, the effects of experience on learning as well as their outcomes have proved more intangible. Multifaceted environments as observed in typical corporate level executive and strategic activities prevent reinforced learning and diminish the identification between current actions and observed outcomes (Finkelstein S, Haleblian, 2002). Thus, it can take years to witness effective wisdom obtained regarding mergers between large organizations (Muehlfeld, Rao & Van Witteloostuijn, 2012).

We live in an age of unprecedented opportunity: If you 've got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out. But with opportunity comes responsibility. Companies today aren 't managing their employees 'careers; knowledge workers must, effectively, be their own chief executive officers. It 's up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.To do those things well, you 'll need to cultivate a deep understanding of yourself- notonly what your strengths and weaknesses are but also how you learn, how you work with others, what