The Army Knowledge Management Principles

The issue at hand is the ability for the Army to balance the need to remain globally responsive while balancing the distinct possibility the United States will face a substantial

Effective and efficient knowledge management increases the commanders’ situational awareness and ability to make informed decisions. Like many other staff positions in a division headquarters, the responsibility of knowledge management does not rest solely on the shoulders of the Knowledge Management Officer. It is a collective effort of multiple echelons within the division through knowledge management cells that codify the standards of procedures for knowledge management within the division. Information that is provided by

Knowledge Management (KM) uses various ways to identify opportunities for improvement (OFI). What needs to be remembered is that KM improvements are not simple, they are in fact complex. “They must be integrated with changes in work processes in other units to yield benefits” (White & Griffith 2010, p. 334). Because important projects can take several years to complete it is important for KM to have a sophisticated planning process for continuous improvement. In order to have a successful

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,

Those military officers who are destined to become a leader are trained within the organization for the most effective use of manpower and resources. The Army uses a philosophy of leadership developed over the last several decades by subjecting Army personnel to the philosophy of command. This philosophy is stemmed from the “Golden Rule” of leadership. One’s values, ethics and virtues are needed from the beginning and are continual resources for making a good leader. One the basic comparisons between the military and higher education leadership is the progression of one’s ability to have a “vision” to complete the mission or operational responsibilities (Beach, 2015; Martinez, 2011).

Institutional and operational synergy through formal education and development allows commanders to further develop innovative junior leaders. In a decentralized environment these leaders help to extend the influence and guidance of their

As one of the nation’s premier humanitarian organizations, the ARC is dedicated to helping and saving people’s lives in the United States. This paper aims to summarize the results of a report entitled “The American Red Cross” that was based on how knowledge management could contribute to improved organisational performance with in-depth critical analysis. In order to discuss the relationship between the organisation and the KM system in a further step, this report applies different KM theories and tools from various angles to analyse the ARC using 5 chapters ,respectively.As one of the nation’s premier humanitarian organizations, the ARC is dedicated to helping and saving people’s lives in the United States. This paper aims to summarize the

Knowledge Management aligns people, processes, and tools to transfer knowledge between staffs, commanders, and forces. The Knowledge Management team are responsible for maintaining the brigade level SharePoint site ensuring that products and services are relevant, accurate, timely, and usable to commanders and decision makers within the organization.

KM Strategy – the strategy of knowledge management must be associated with vision and values

A report has been written describing the knowledge management systems and reviewed based on various aspects which was used to determine whether or not the system considered could be used for managing knowledge. It was through researching journals, articles and other reliable sources from the internet this review was written which led to me finding out more on the topic of knowledge management which has considerably increased my understanding of the topic

The objective of this report is to make a comparison between two different approaches of knowledge management. The comparison will be talked about after applying the two approaches in the case study. This case study analyses the results of applying a new technology- Wiki based KMS on 6

There are two dominant streams of research on knowledge management in modern academic literature: the resource-based and the process-based. The first stream focuses mainly on the increase of knowledge stock and there use of knowledge repositories (Barney, 1991; Kamara et al., 2002). Knowledge management is viewed as a developing system of techniques and values by the means of which organization effectively acquires and uses its intellectual assets (Snowden, 1999).

The following provides a critical review of Knowledge Management (KM) within Defence organisation. Defence is one of Australia’s largest organisations charged with the responsibility to defend Australia and its national interests. Defence is a unique environment which incorporates members of the Australian Defence Force (ADF (Army, Navy and Air Force)), Australian Public Servants (APS) and internal and external contractors. Defence has 11 major organisational groups. Defence organisation is spread nationally and internationally, its complex structure and size creates unique KM challenges.

In a knowledge organization, defined by Bergeron (2003) as “corporations that take a systematic approach to capturing information”, knowledge and knowledge workers are treated as the organization’s most valuable asset. Therefore, the sharing of knowledge between employees is essential in knowledge management. But how does an organization make this work? In order for a knowledge management program to be successfully applied, several key factors must be considered: employees, leadership, application of information technology (to be discussed in later section), and most important of all, knowledge.

Knowledge Management is defined as the process of capturing, distributing and effectively using knowledge (Davenport, 1994) 1. It can also be refer as a multi-disciplined method in order to accomplish organizational objectives by fully utilized and generate value from their intellectual and knowledge-based assets 6. Knowledge Management focuses on the gaining, creating, and sharing knowledge and technical foundations that support them 2. According to Grey, knowledge management is an audit of “intellectual assets” that highlights unique resources, critical functions and potential deadlocks which prevent knowledge flows to the point of use. It protects intellectual assets from decaying, seeks opportunities to improve decisions, services and products through adding intelligence, increasing value and providing flexibility (Grey , n.d) 5. On top of that, knowledge management includes a range of planning and practices used in an organization to classify, create, distribute and enable adoption of intuitions and experiences.