• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
  1. 1
  2. 2
  3. 3
  4. 4
  5. 5
  6. 6
  7. 7
  8. 8
  9. 9
  10. 10
  11. 11
  12. 12
  13. 13
  14. 14
  15. 15
  16. 16
  17. 17
  18. 18

CMI - Knowledge Management

Extracts from this document...


Executive Summary To leverage global competitiveness, organisations need radical changes. Management change is brought about by global market which evolves constantly. Most changes come in the form of technological advancements, management styles and infrastructure. Management change theories concentrate on both hard and soft approaches whereby hard approaches look into the infrastructure while soft approaches focus the human element. Knowledge management (KM) is a form of organisational change. KM has been defined as the transfer of knowledge from one to another. The current technological advancements have helped organisations to carry out KM successfully. However, change managers have to be aware that this advancement is only an infrastructural improvement which needs to work hand in hand with the human element. Organisational, country and individual culture can be the deciding factor in the success on KM. When managed efficiently, organisational change can result in success. This is apparent at Malaysian Palm Oil Board (MPOB) which successfully transformed its organisation from an ordinary public library to a regional hub for research and development in the palm oil industry. Furthermore, MPOB's transformation has been accredited with awards locally and internationally. Organisational change can also fail as seen in Taylor's Business School's (TBS) attempt to transform its educational institution into one of knowledge-based business school. This failure is recognised as due to the inefficient implementation of change strategy. The stance taken by TBS to implement the change did not take into consideration the soft elements of management change. In conclusion, though change is important to organisations as oxygen is to life, the implementation stage is crucial where a balance between hard and soft elements of change is needed. ...read more.


The resilience and resourcefulness of its manager with dynamic and supportive organizational leadership highlights the importance of the palm oil industry in the Malaysian economy. Leadership is just one of the ingredients in this organizational transformation. The library implemented MS ISO 9000 and TQM standards as the next route to organizational excellence. These resulted in MPOB being awarded the Prime Minister's annual quality award. This is a testament that TQM had helped to position the library as center of excellence in their distinctive areas of competence. Since 2001, MPOB benchmarked itself with other national libraries and world class organizations in areas of competency development programme for its library and library personnel. In response to the challenges in the technological and knowledge economy era, the library established a national digital library network with strategic partnership while digitizing its extensive local resources. The implementation of these strategies by MPOB provides an insight into the vision and challenges facing the transformation process. While there are obviously major differences between organizational make-up and background of MPOB library and Southeast Asian libraries, there are some common threads that was drawn and used effectively. It can be discerned that the drivers of change in MPOB include cultural and organizational imperatives such as: * rapid development of technology; * concern for quality and excellence; * growing national consciousness; * concern for preservation of heritage; * development of learning infrastructures; and * E-literate society. MPOB's successfully change is due to its seriousness and efficiency in implementing change. The leaders managed to recognize the need for innovation, creativity and adaptability to successfully manage the change without employees' resistance. ...read more.


Using Beer & Nohria's theory O, it used a soft approach by introducing new technologies slowly. The leaders understood the employees' capabilities and implemented changes with the right mix of innovation and co-ordination. TBS, on the other hand, implemented KM using Beer & Nohria's theory; changes were made quickly using structural changes, expecting employees to understand. The new leaders failed to understand the organisational culture where many employees have been working for more than ten years, transferring their knowledge. They were unable to understand the need for change in designations and names of facilities in the pretext of KM, when the programme delivered come designed in Australia. The education industry in Malaysia is very competitive hence it stipulates the need for quality institutional and professional services in order to sustain a competitive advantage (Kumar & Idris 2006). However, the use of "knowledge" for designations and facilities does not necessarily translate into quality. 4. Recommendations KM will significantly help industries to compete locally and globally (Chong, Chong & Heng 2006). However, knowledge transfer requires the willingness of individuals to work with others and share knowledge for mutual benefit (Syed-Ikhsan & Rowland 2004). As such, organisation should consider having a strategy on how knowledge could be maintained and shared amongst employees and communities of practice without any culture barriers. Organizations can act intelligently when managing change to secure their viabilities and overall success by fostering a better understanding of the importance of the change towards enhancing organizational performance. Globalization has affected the viability of production-driven strategies in substantial ways. Organisation and country culture play a significant role in implementing change, requiring leaders to understand them before introducing the change. Hence, successful change programme management requires the integration of quality leadership and strategy. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Sainsbury's organizational structure.

    5 star(s)

    Where a business faces rapid change, the role culture is likely to collapse. The large organizations, which can be difficult to control often have a role culture. Task culture Task cultures have become very important in business in the first decade of twenty first century.

  2. Marked by a teacher

    Tesco's organisational structure

    4 star(s)

    This law protect employee by telling their rights and benefits. The sex discrimination act 1975 This act was passed in1975 and it also passed in1986 to avoid sex discrimination. This act makes illegal to discriminated against a person on grounds of sex and marital status whether in job adverts, interviews,

  1. John Smithers at Sigtek - Organizational Behavior

    secretly rallying support among the line workers by blaming Patricof and middle management for implementation failures. In addition, in order to improve his own job security, Smithers could attempt to secretly build alliances with quality managers at corporate headquarters and on the Quality Committee, while also letting them know about the problems at Sigtek.

  2. The relationship between management theory and practice.

    Handy sums up the new relationship very neatly. Ina discussion on the role of the manager, he suggests that the key variables a manager has to grapple with are: people, work and structures, systems and procedures. These variables cannot be dealt with in isolation but within the constraints of an

  1. What is the purpose of management theory? Explain how knowledge to understanding of management ...

    The supervisor consulted the employees prior to any change. The bank wiring groups involved fourteen male employees and was similar to the relay assembly group experiments, except that there was no change of supervision. Again, in the relay and bank wiring phases, productivity increased and was attributed to group dynamics.


    * Job Evaluation- This is the process of assessing at Sainsbury's the value of one job in relation to another, without regard to the ability or personality of the individual's currently holding the position. It results in a pay range in each job.

  1. Analyze and evaluate the strategic decisions made by Marks and Spencer (M&S) in different ...

    He had a clear idea on what the strengths and weaknesses M&S had so that he could make rational decisions and develop strategies to help the company rejuvenate. Among his decisions he identified priorities and focused on direction for the company.

  2. Managing Human Resources in Marks & Spencer.

    David felt he should have had a promotion because he worked for 3 years and worked well during the time. There was big conflict between the manger and David he was very angry he had not been given the promotion; the manger said they didn't think he would be ready for the supervisor position.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work