Knowledge Management Organisation

ORGANISATION

A system of consciously coordinated activities of to or more persons is called an Organisation (Bernard, 1998) In my words, usually a group of people who work together is called an Organisation. In other words, Organisation can be defined as the activity of distributing or disposing things properly for people of one community (Etzioni, 2000).

If the Organisation has a main lead who is perfectly manages the knowledge , the organisation would surely be successful in all elements. So, it mean that the knowledge management measures play a vital role in organisational programme.

In my perspective,

The design of an Organisation involves many differentiations. These differentiations are made under many considerations such as Organisation culture (Siehl, 1982) , Leadership and Organisational styles (Waterman, 1982), Organisational change (Clutterbuck, 1990). These are the considerations for running an organisation effectively and to develop the organisation.

Designing the Organisation

There are four basic organisational design factors. They are:

a) This is done on the basis of job definition which is found in division of labour and work specialisation.

b) Departmentalisation (Kanter, 1985) is process of forming individual tasks into different groups where some of them may include functional, products, customer and matrix.

c) Span of control is also a major concern which refers to number of people a manager can effectively handle. It mostly depends on situation.

d) Decentralisation (Handy, 1984) is perspective to some degree in all organisation. This includes competitive marketing conditions, philosophy of management, etc.,

Organisation culture

The main objective is to appreciate the process of role of organisational behaviour.

It is key to Organisational excellence (Siehl, 1982). It is pattern of the assumption that a given group has invented. The organisation culture can be analysed at several different levels.

Organisational culture is having something to do with the people and the unique character of the organisation. (Miles, 1980).

Leadership and Organisational styles

Leadership is defined as a set of expectations for all members who make the organisation to involve in achieving for better results (Waterman, 1982). Leading is to create an influencing option or guiding in own direction. But the distinction of leadership qualities are critical.

In my words, Managers are people who do things right and leaders are people who do the right thing

In my critical analysis :

We should introduce a change efficiently and effectively in order to put the organisational behaviour in a perfect manner.

Organisational Development ---through-->Organisational Change

Many companies are undergoing change, but only few have been successful in managing this process. The firm relies on training to help their employees understand what they want from their work and how they can go about getting it so that they can make the best use of it.

Positive attitude is to be inculcated for Organisational development. Other than this, Commitment must be made i.e., teamwork of each and every individual has to decide that to attain a particular goal, what efforts are to be put by organisation. After each and every trail, progress should be seen in which growth should be found eventually.

The main purpose of this is to describe the initiative setup of the transfer of ideas in addition to the project management, link management.

Knowledge Management challenge is to bring together people and their expertise across barriers of time, space and culture." Knowledge Management is required and applied for various reasons such as long duration projects, transfer of expertise, or change in staff complement. " ( European Space Organisations Centre, 2008)

" Knowledge Management is to get right information to right person at right time so that they can use best of it. " (NASA, 2003). I have even had the limitations found in compiling the brief resume under the title Knowledge Management with our teammates. But once when the discussions and debates are completed, we came to know that the models of Knowledge Management are likely different. There has been growing interest in treating knowledge as a significant organisational resource.

If it is done so, the change in development would rather be easily possible.

References :

1) i l.Miles, J.B. “Theories of Organisational Behaviour”. Hinsdale, III. Dryden press, 1980.

2) 2. J. Martin and C. Siehl, “Organisational Culture and Counterculture: An uneasy symbiosis,” Organisational Dynamics, Autumn 1982.

3) 3. Richard Beckhard, Organisation Development: Strategies and Models (Reading, Mass: Addison-Wesley publishing, 1969)

4) 4. Wendell L.French and Cecil H. Bell, Jr., Organisation Development, 2^nd ed. (Englewood Cliffs, NJ: Prentice Hall,1978), p.14

5) 5. Fred E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill Book Co., 1967).