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BMO3000 Knowledge Management Practices For Innovative Organisations

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BMO3000 Knowledge Management Practices For Innovative Organisations

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BMO3000 Knowledge Management Practices For Innovative Organisations

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Course Code: BMO3000
University: Victoria University

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Country: Australia

Question:

Discuss the role of knowledge management in building skills and knowledge for the future of a digital workplace.

Answer:

Role of knowledge management in building skills and knowledge for the future of a digital workplace
Knowledge management is importan to the procedure that entails the planning, organizing, controlling and motivating of processes, people and systems in the company. It has been critically reviewed that the knowledge-related assets entail knowledge in the context of the printed documents like manuals and patents, knowledge amassed in electronic repositories like “best-practices” database, and the knowledge of the employee about an effective way to perform their jobs (Girard and Girard, 2015). The role of the knowledge management in building skills and knowledge for the digital workplace is huge as it helps in determining the forward steps of the company which can enhance the productivity of the business. It has been found that the process of KM includes knowledge creation, utilization, refinement, storage, transfer,and utilization. The function of KM in the organization runs these procedures, maintains methodologies and systems in order to provide support for them, along with that; it motivates people to involve in them. It has been found that the main aim of the KM is the leveraging and development of the knowledge’s assets of the company to increase an effective knowledge practice, developed organizationalbehaviors, effective decisions and developed performance of the organization (Hislop, Bosua and Helms, 2018). KM is considered the organizational activity that focuses on what managers can do for attaining the goals of the organization. Along with that, it is the activity that helps the manager to motivate individuals to contribute in attaining them and how can their potential increase in social processes that will help KM success. 
Paliszkiewicz, (2017), analyzed that the processes of KM directly develop the processes of the organization such as collaborative decision-making and gathering learning. KM is the process that helps in improving the organizational processes and generates intermediate results like organizational behaviours, services and products relationships (Rao, 2012). The digital workplace is a concept that elaborates how technology can develop a virtual equivalent of the physical workplace. It has been found that digital workplace is considered as a road term that could technically involve any business utilizing software computers but the pervasive concept is utilizing digitalization to line up technology, processes, and people to develop operational competence and meet the goals of the business (Donate and de Pablo, 2015). There is an example of digital workplace initiative is the paperless office, which has the ability to replace paper processes with digital workflows. It has been found that this kind of digital workplace helps in saving money on paper that permits huge efficiency for distributing information, either cloud file sharing or via electronic email, with effectively additional compliance features. It has been evaluated that the shifting from paper to digital provides an opportunity for labor-saving automation and other kinds of innovations.
Knowledge management is the process that store, capture and share knowledge and it is the process that manages all sorts of information by selecting what is value preserving, organizing it into developing categories and showing it with respect to the solutions to the issues of business. it is the process that amends information into necessary components for enlarging productivity and understanding (Ribeiro, 2013). It has been analyzed that the digital transformation is quickly enlarging the extent of technologies in use in the workplace. The businesses are developing with new platforms and new kinds of digitally-enabled services. In countless discussions with customers, it has been found that the knowledge management has noa role in the success of the IT support organization (Paliszkiewicz, 2017). It has been found that the information technology was straightforward in earlier times in which the corporate applications were showed from standardized data centres and accessed utilizing desktop PCs. Digital workplaces such as IT Companies choose their platforms and tools, and develop their skills sets and sustain the processes accordingly. The digital workplace of the latest era seems diverse. Increasing Internet of Things has become the major cause of underpinning many businesses through the latest kind of devices, regularly in terms of the business that were not digitally enabled. Big data systems constrain new business chances and the datacentre has stimulated beyond virtualization, to a new hybrid of private and public cloud technologies (Hislop, Bosua and Helms, 2018).
Massingham, (2014), stated that the way of supporting technological diversity represents an upper level for the IT support organization. It is required for the management of the organization to implement the latest technology after analyzing the scope of its use in the working place. It has been evaluated that the benefits associated with them cannot be achievable if the tool of the knowledge management is poorly integrated (Massingham, 2014).  There is a tool of standalone which enforce agent to switch from one place to another. Along with that the effect of the Swivel Chair decreases the range of the knowledge consumptions and development and might make the knowledge search process so uncertain that agent’s performance against their time targets gets worsethen better.  It has been found that the tool of the poor integration of the knowledge management slows down the procedures of the developing the content, developing as a discouragement to do so, and therefore decreasing efficient knowledge meeting.
There are many digital workplaces such as banking, government,and retail. An example of the banking industry is one of most effective financial service organizations of Turkey. It has been found that TürkiyeFinansKat?l?mBankas? (TFKB) had a low process in which the managing the team and handling the data was slow that protected employees from developing the most of incoming data (Jelenic, 2011). That is why this finance service turned to Microsoft Services and grinded their business intelligence resources by allocating teams to decrease the time needed for developing reports from many hours to simple minutes. There are many organizations that provide automatically knowledge, simply at the point, it is needed.
There is another example of the government which is Kuwait Ministry of Finance that transitioned from a manual working system on paper to entirely digital signature that helps the government to amplify the mobility of ministry officials and staffs (Zayed,2018). The government of that country has adopted the latest technology that makes their work easier in which the management of the government can manage, review and sign relevant documents right on their mobile devices. In the context of the retail industry, it has been found that Saudi Airlines Catering Company (SACC) operated split infrastructure that protected timely response to amending business requirements. SAAC has improved finance and HR platform that is available as a web service across departments and stimulated employee emails to the services of the cloud, providing 900 employee devices with Office 365 productivity suite to develop an effective communications infrastructure for a number of natural teamwork.
In the context of the knowledge management process, it has been found that it entails the ability to acquire knowledge, the ability to use knowledge, ability to assimilate knowledge and ability to transform knowledge. Knowledge management process has the ability to build skills and knowledge for the future digital workforce. It has been argued by Parent, MacDonald and Goulet, (2014), the role of the knowledge management is huge in developing the efficiency of the employees. At any organization, knowledge is considered as the currency no matter what size of its industry.  It entails both traditional data as well as documents along with everything that employees of the organization know.  There are two kinds of knowledge that are explicit and tactic. Explicit knowledge entails records, files storage, information and documents across the organizations. It is not easy to consolidate and manage. Tactic knowledge is surrounding employee experience, dialogue, people-generated and ideas. It has been found that in comparison of explicit knowledge, it is hard to gather and develop. It needs a tool of complex knowledge like promote dialogues, the recording of best practices and ideation. The role of the knowledge management is great as it helps in putting the right knowledge in the right place.
It has been evaluated that the information converts into knowledge when it is turned into insightful. Knowledge management helps in reducing the business problems as it can enhance the skills and knowledge of the employee by which they can perform in a moreefficient manner. It has been found that the knowledge management can increase the opportunities of the business of the digital workplace. If an employee has a lot of time of searching new things and discussion about the potential decision with respect to the growth of the business, it would definitely open the way of success to them. 
It can be concluded from the above discussion that the knowledge management plays an important role in developing the skills and knowledge of employee in the future digital workplace. It can encompass the latest information of the technology that can reduce the burden of the employee which can be used in another work. This essay has discussed the tools of knowledge management that would be helpful in increasing the skills of the employee in future digital workplace.
References
Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68(2), pp.360-370.
Girard, J. and Girard, J., 2015. Defining knowledge management: Toward an applied compendium. Online Journal of Applied Knowledge Management, 3(1), pp.1-20.
Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A critical introduction. Oxford University Press.
Jelenic, D., 2011, June.The importance of knowledge management in Organizations–with emphasis on the balanced scorecard learning and growth Perspective.In Management, Knowledge and Learning, International Conference. Available [online] https://pdfs.semanticscholar.org/eac2/509f4096471c14b425f46eb803feb84ac5b8.pdf Accessed on 7th Sept 2018.
Massingham, P., 2014. An evaluation of knowledge management tools: Part 1–managing knowledge resources. Journal of Knowledge Management, 18(6), pp.1075-1100.
Paliszkiewicz, J. (2017). The future of knowledge management. International Federation of Library Associations and Institutions (IFLA) World Library and Information Congress.Wroc?aw University of Economics, Poland.
Parent, M.M., MacDonald, D. and Goulet, G., 2014. The theory and practice of knowledge management and transfer: The case of the Olympic Games. Sport management review, 17(2), pp.205-218.
Rao, M., 2012. Knowledge management tools and techniques.Routledge.
Ribeiro, R., 2013. Tacit knowledge management. Phenomenology and the cognitive sciences, 12(2), pp.337-366.
Zayed,M. 2018. 3 Great Examples of the Modern Digital Workplace in 2017.Available [online]https://www.linkedin.com/pulse/3-great-examples-modern-digital-workplace-2017-mohammed-zayed.Accessed on 7th Sept 2018.

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