Management Theory Contributors 1256rebecca Moreythe Below Consult ✓ Solved

Management Theory Contributors (1,2,5,6) Rebecca Morey The below consultants are recommended with the corresponding issues. Each consultant was carefully selected to match their expertise and management style to the specific issue at hand for resolving. The outcome will be a proficient, steadfast, and agile workplace to produce innovative products, provide superior service, gain profitable growth and ultimately have a competitive advantage through professional people management (Kotter, 2013). 1. Manufacturing Functions are Disorganized.

Recommend Frederick W. Taylor to bring organization to the manufacturing department. Taylor was born at a time when employees lacked incentives for cohesion and job completion. Taylor’s management theory will encourage specialized workers to do their job in a standardize method that will bring cohesion. Cohesion is needed when experts cannot agree on the varnish and dye to use.

He considers jobs that are simplified and systematized will increase productivity (Learning, Scientific Management). 2. Production Schedule is a Mess. Recommend Henry Gantt to balance the schedule to monitor timeline of product completion. Gnatt worked with Taylor and came from the same industrial era.

Gantt first identifies key tasks and then assigns estimated completion time to ensure prompt delivery. He focuses on the sequences of tasks to identify bottlenecks. Gnatt believes employees should be rewarded for delivering early and when the deliver is late their pay should be docked (Learning, Scientific Management). Gnatt’s system will ensure products are delivered on time to the customers. 5.

Lack of Formal Rules/Record-Keeping Processes.Recommend hiring Max Weber to strategically produce structure, rules, and establish authority striving for consistent record keeping. Weber believed in the management theory that it is far superior for organizations to be run by competent and qualified managers versus by one’s social status or time in job. The key to success is the establishment of formal rules and regulations. All employees go through an orientation to become familiar with rules and regulations. This drives employee’s accountability by managers when employees fall short in meeting those rules and regulations.

The concern of inconsistent record keeping will be fixed by have set rules on how the record keeping is to be done and then the employees will be held accountable to maintain status. Weber maintains competent managers will result in highest level of proficiency (Learning, Bureaucratic Management). 6. Basic Needs and Job Satisfaction Overlooked.Recommend hiring Mary Parker Follett to tackle the employees concerns for lack of job satisfaction, being overworked, and feeling as though their basic needs are unmet. Follett has dedicated her life to a newfound people management style and brought a fresh wave of theories that state employees will be more willing to comply and work when there is less competition and more social interdependence.

She encourages employees to socialize outside of work, far from management, to build cohesion and develop new processes they can then report solutions to the managers (Learning, Humanistic Management). Follett promotes conflict resolution through the understanding that everyone within the company has their place, they all intertwine and encourages employees to see through the lenses of the managers and vice versa. By bringing the employees together they will find their voice, to unite the company, and encourage job satisfaction in the workplace. References Kotter, J., Dr. (2013, September 18). Accelerate!

The Evolution of the 21st Century Organization. Retrieved February 21, 2021, from Learning, L. (n.d.). Bureaucratic Management. Retrieved February 21, 2021, from Learning, L. (n.d.). Humanistic Management.

Retrieved February 21, 2021, from Learning, L. (n.d.). Scientific Management. Retrieved February 21, 2021, from College of Administrative and Financial Sciences Assignment 1 MGT403-Knowledge Management Deadline: End of Week 7, 04/03/2021 @ 23:59 Course Name: Knowledge Management Student’s Name: Course Code: MGT 403 Student’s ID Number: Semester: 2nd Sem. CRN:21950 Academic Year: 1441/1442 H For Instructor’s Use only Instructor’s Name: Students’ Grade: Marks Obtained/ 5 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY · The Assignment must be submitted on Blackboard ( WORD format only ) via allocated folder. · Assignments submitted through email will not be accepted. · Students are advised to make their work clear and well presented; marks may be reduced for poor presentation.

This includes filling your information on the cover page. · Students must mention question number clearly in their answer. · Late submission will NOT be accepted. · Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. · All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). · Submissions without this cover page will NOT be accepted. ASSIGNMENT-1 Knowledge Management (MGT-nd Semester () Course Learning Outcomes-Covered 1 Demonstrate understanding of overall knowledge management concepts, goals and strategies within the context of organization 2 Explain issues pertaining to work with tacit knowledge & support its sharing 3 Explain processes of knowledge management in companies Submission Guidelines · All students are encouraged to use their own words. · This assignment is individual assignment. · Be very specific and focused on the issue while answering a question. · Student must apply Saudi Electronic University academic writing standards and APA style guidelines and review at least three (3) scholarly, peer-reviewed journal articles to support their answer for each question. · A mark of zero will be given for any submission that includes copying from other resource without referencing it. · No marks will be given for irrelevant details. · It is strongly encouraged that you should submit all assignments into the safe assignment Originality Check prior to submitting it to your instructor for grading. · If the assignment shows more than 25% plagiarism, the students would be graded zero.

Assignment 1. This Assignment is based on the Material covered in week 2 to week 4. The focus of the assignment is to evaluate the understanding level of students related to basic concepts of knowledge management. Students are required to: Read the material covered in week 2 to week 4 thoroughly from book as well as other sources. Based on your readings answer the following questions.

Assignment Questions Question 1: Explain the concept of Knowledge management. Discuss the role of knowledge management in present day organizations. (1 Mark) Question 2: a. Describe how the major types of knowledge are transformed in the Nonaka and Takeuchi knowledge spiral model of KM. Use a concrete example to make your point. (1 Mark) b. Which transformations would prove to be the most difficult?

Why? (0.5 Mark) c. Which transformation would prove to be easy? Why? (0.5 Mark) d. What other key factors would influence how well the knowledge spiral model worked within a given organization? (0.5 Mark) Question 3: a. In what ways is the Choo and Weick KM model similar to the Nonaka and Takeuchi KM model?

In what ways do they differ? (1 Mark) b. Why is it difficult to directly codify tacit knowledge? (0.5 Mark) Answer: 1. 2. 3. . .

Paper for above instructions

Introduction to Knowledge Management

Knowledge Management (KM) is a systematic approach to managing, sharing, and leveraging knowledge within an organization to enhance learning and decision-making. As defined by Alavi and Leidner (2001), KM involves the processes that govern the creation, dissemination, and application of knowledge in the organizational context. In today's dynamic business environment, organizations face numerous challenges call for quick adjustments, enhanced collaboration, and the flow of information across different departments (Dalkir, 2017). Properly implemented KM practices can lead to innovation, improved productivity, and a competitive edge, emphasizing the significance of knowledge as an invaluable asset in the modern economy (Nonaka & Takeuchi, 1995). With the advent of digital technologies and globalization, KM has emerged as a crucial element for organizational success and sustainability.

Role of Knowledge Management in Present-Day Organizations

The role of KM in contemporary organizations cannot be understated. It fosters a culture of continuous learning, which is vital for innovation and adaptability (Zack, 1999). Through KM initiatives, organizations can effectively manage intellectual capital—an asset that constitutes employees' experiences, skills, and insights (Bontis, 1999). Additionally, KM supports better decision-making by ensuring access to reliable and relevant information at the right time (Feng, 2019).
The effective management of tacit and explicit knowledge is crucial. Tacit knowledge, which is personal and context-specific, is generally more challenging to articulate but critical for organizational processes (Nonaka, 1994). Contrastingly, explicit knowledge is formal and codified, easily captured and communicated (Davenport & Prusak, 1998). Therefore, organizations must strike a balance to create a knowledge-sharing culture that promotes innovation and enhances employee engagement.
Furthermore, KM aids in problem-solving and conflict resolution, as it fosters collaboration across various levels and departments, breaking down silos (Kogut & Zander, 1992). This leads to a proactive approach toward challenges, yielding creative solutions and improved performance outcomes. Ultimately, an efficiently implemented KM strategy aligns with organizational objectives and enhances overall effectiveness, ensuring organizations remain competitive in a globalized marketplace.

Knowledge Transformation in Nonaka and Takeuchi's Spiral Model

a. Description of Knowledge Transformation

Nonaka and Takeuchi's KM spiral model portrays knowledge creation as a dynamic and continuous process characterized by four transformation modes: Socialization, Externalization, Combination, and Internalization (Nonaka & Takeuchi, 1995).
1. Socialization involves the sharing of tacit knowledge among individuals through shared experiences. An example would be a manufacturing team conducting workshops or collaborative projects that allows team members to share hands-on expertise.
2. Externalization refers to converting tacit knowledge into explicit knowledge, making it easier to share. An example is documenting the lessons learned from collaborative projects in a guide or report.
3. Combination involves the integration of different pieces of explicit knowledge to form new knowledge. For instance, a company may compile market research, technical specifications, and client feedback to develop a new product.
4. Internalization is the process where explicit knowledge is absorbed and turned into tacit knowledge by individuals. An example could be an employee applying learned skills from training programs in their daily work tasks, thereby internalizing that knowledge.
Through this model, organizations can create a sustainable system for continual knowledge generation, shared understanding, and organizational learning.

b. The Challenging Transformations

Among the transformations highlighted, Socialization may prove to be the most difficult due to the intrinsic nature of tacit knowledge. Employees often feel uncomfortable sharing personal insights, and a lack of trust may hinder knowledge exchange (Gourlay, 2006). Moreover, Socialization requires an organizational culture that promotes open communication and collaboration, which can be challenging to cultivate.

c. The Easier Transformations

Conversely, Externalization can often be seen as an easier transformation because organizations have existing mechanisms for documenting knowledge, such as reports or manuals (Zhang, 2002). Updating and maintaining these documents can facilitate the conversion of tacit knowledge into a more sharable format.

d. Key Influencing Factors

Several key factors influence the effectiveness of the knowledge spiral model within an organization, including organizational culture, leadership support, technological infrastructure, and the amount of time employees can dedicate to knowledge-sharing initiatives (Von Krogh, 1998). For instance, a culture that values and rewards knowledge sharing will enhance the effectiveness of the Nonaka and Takeuchi model, leading to increased collaboration and innovation.

Similarities and Differences between Choo and Weick's KM Model and Nonaka and Takeuchi's Model

a. Similarities and Differences

Both the Choo and Weick KM model and Nonaka and Takeuchi's model address the processes by which knowledge is created, shared, and utilized within organizations. They emphasize the centrality of communication and social interaction in fostering a knowledge-sharing culture (Choo, 1998; Weick, 1995). However, key differences arise in their perspectives on the nature of knowledge. While Nonaka and Takeuchi highlight the transformation of personal knowledge within the organizational context, Choo and Weick focus more on the role of information processing in decision-making and sense-making (Choo, 1998).

b. Challenges of Codifying Tacit Knowledge

Directly codifying tacit knowledge poses challenges primarily due to its inherently personal nature. Tacit knowledge comprises individual insights, intuitions, and unarticulated heuristics developed from personal experiences that are difficult to express coherently and formally (Polanyi, 1966). As such, capturing tacit knowledge involves not only translating insights into explicit forms but also ensuring that the context surrounding that knowledge is preserved, which is often difficult.

Conclusion

In a rapidly evolving business landscape, organizations must recognize the critical role of knowledge management in fostering innovation, enhancing decision-making, and maintaining competitiveness. By effectively implementing KM practices that address both tacit and explicit knowledge, organizations can create a culture of collaboration and continuous learning. The frameworks provided by notable contributors such as Nonaka and Takeuchi, Choo, Weick, and others offer valuable insights into effectively managing knowledge processes. Ultimately, organizations that prioritize KM will cultivate a sustainable competitive advantage and thrive in an increasingly complex environment.

References

1. Alavi, M., & Leidner, D. E. (2001). Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues. MIS Quarterly, 25(1), 107-136.
2. Bontis, N. (1999). Managing Organizational Knowledge by Diagnosing Intellectual Capital: Framing and Advancing the State of the Field. International Journal of Technology Management, 18(5-8), 433-462.
3. Choo, C. W. (1998). The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions. International Journal of Information Management, 18(5), 329-340.
4. Davenport, T. H., & Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Harvard Business School Press.
5. Dalkir, K. (2017). Knowledge Management in Theory and Practice. MIT Press.
6. Feng, L. (2019). The Role of Organizational Knowledge and Learning in Improving the Effectiveness of Project-Based Organizations. International Journal of Project Management, 37(6), 947-958.
7. Gourlay, S. (2006). Conceptualizing Knowledge Creation: A Critique of Nonaka and Takeuchi's Model. Journal of Knowledge Management, 10(2), 20-30.
8. Kogut, B., & Zander, U. (1992). Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology. Organization Science, 3(3), 383-397.
9. Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14-37.
10. Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press.
This framework provides a comprehensive overview of knowledge management concepts, its significance in contemporary organizations, and the theoretical underpinnings of major models, preparing organizations for the integrated management of knowledge as a strategic asset.