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Importance of Knowledge Transfer in an OrganizationTerm Paper

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¶ … Knowledge Transfer in an Organization

Knowledge Transfer is a concept that deals with the movement of knowledge from one level or individual to another for purposes of extended use in an organization. Learning is done in an organization for this basis. The fact that the people always wish to learn from each other means that knowledge transfer is a possible phenomenon in life. Various benefits are reaped from knowledge transfer. Some of these include the improvement of understanding of subjects as well as the development of good team coordination among the employees in an organization. Ordinarily, knowledge is needed at various levels of the organization and for various reasons. Key among these reasons includes the mentoring of new employees who have just been recruited by the firm (Senge, 1990).

The knowledge that is needed at every level has to be sanctioned by the top-level managers and passed down from the top to the bottom through the right channel. In all cases, the medium of communication must allow the people passing (sharing) the knowledge to do it through the right channel and within the least time possible. In all instances, it is important that the management allow the transfer of knowledge to reach the necessary recipients within the least time possible. The need for extending and sharing the possible benefits cannot be understated (Ackerman, 2011).

Rational behind information sharing

It is believed that the information that different people have in an organization is of varied nature. In this case, it is important to share the knowledge and information among all the parties as it guarantees success in attaining the same level of understanding and reaching out to all the players uniformly. In an ideal organization, employees must be given the right information that can help them be of use to each other. In all cases, it has been realized that whenever the employees act from an informed point-of-view, their results are far much better compared to those who have not managed to get the same information. The development of a good system of communication such as peer learning facilitates the flow of knowledge from within an organization for the benefit of all stakeholders. It has always been seen that employees benefit best from a free and sober environment where they are free to ask and to learn from each other (Albino, Garavelli, & Schiuma, 1999).

The basis for peer learning is an enabling environment where a stable information-sharing regime supports all players. Ideally, the management ought to understand that their main successful strategy is when they can understand each other's weakness and developmental agenda. In this case, it is important to have the managers and supervisors well trained so that they can affect the management practices in the best way possible. They should be well educated so that they can guide their groups well and through the specific stages of implementing the official task mandate in the company. The management must do this so that they can attain the ultimate success level that they desire (Senge, 1990).

The family business

In the context of the family business, the management always strives to reach out to equipping the younger family members with the appropriate knowledge about the running of the company. This is the most appropriate model of ensuring that they can manage to lead the company in the absence of the older folks or when their time comes. This is important to be on before the transfer of the family business t the juniors has been completed. In all cases, the management is better placed to reach out to the rest of the family members due to their position as leaders and the age difference that they have. In most cases, the managers of family businesses have an obligation to ensure that the rest of the family members are given the chance to learn the organization's management process. The process ensures that they get to know the specific areas as rise through the ranks and take full control of the business once their time comes (Cummings, & Bing-Sheng, 2003).

In a more candid approach, managers of family businesses must handle the managerial roles with a thought in mind that they have the mandate to teach the younger generations what to do with the company's success program. Knowledge sharing also takes into consideration the fact that knowledge has first to be acquired before it can be shared. For this reason, there is a chance to develop a better approach to management and knowledge sharing. This is achieved by sending the young professionals to school before they can come and share what they have learned with the rest of the staff members. This form of knowledge augmentation and dissemination is what has been in use for ages in the management of family businesses and other types of businesses (Senge, 1990).

Since managers are always in charge of the company's entire management process, it is common knowledge that making them conversant by taking them to school and another learning progress is in the best interest of the stakeholders. There has never been a better approach to managing employees other than making them build themselves through knowledge sharing. It is the single most important approach to ensuring that they are all kept at the utmost knowledge status where they can be in charge of every situation that faces them. The closest approach to the management of individuals and companies is the establishment of a training and mentorship center within a company (Ackerman, 2011). The program is to be run by the general management while the young professionals are made to work together in a coordinated approach where they all learn from each other. The peer mentorship is meant to enable them to understand each other's strength and weaknesses and in the process get to influence each other's prowess. When placed to work together, young professionals easily get to attain a state of control, where they all advance their career qualifications and move through the progress pattern to where they can easily be identified with success (Albino, Garavelli, & Schiuma, 1999).

Benchmarking

In the spirit of knowledge sharing, employees are made to visit companies of the same caliber as their own for purposes of making them learn how best to carry out their expected mandates. This has to be done on an annual basis where a different group of employees is picked to visit a new company each time. Their mandate is clear here, where they are expected to learn the best they can from this foreign company. Once they finish this program, they are expected to come back to the company and deliver the knowledge through sharing. They are expected to deliver this kind of information to the rest of the workmates in the company. Because of this, they will at all times be expected to deal with any questions that may arise to them. It is important that they ensure that they are well versed with all that appertains to the company processes so that they can always be in a position to answer the concerns of the colleagues (Cummings, & Bing-Sheng, 2003).

The first target will be to learn the specific duties that the staffs are expected to perform. In this case, it has at all times been known that it is only possible to handle work challenges by first being well experienced about it. This has always attained the merit of reaching the specific players in the industry. Since most managers are interested in results, thorough learning on the part of the employees is mandatory. This arises from the fact that managers have the capacity to handle what they know to the best of their ability (Senge, 1990).

The guiding principle in this is that the management is only equipped to handle the challenges when it has placed prior plans to see it through the process of management. This will involve getting the management to handle their specific tasks through coordinated approach and that they have adequate sustenance systems that guarantee some success in whatever they are doing. The current basis for which the management handles its objectives well is through the successful dissemination of knowledge on their capacity as well as supporting those who have devoted themselves to the learning process. The managers always have a task to manage their portfolios through an approach that can enable them to foresee their future trends in terms of performance and results attainment. The dissemination of the results is often assured through the creation of a platform for all members of staff to learn through and attain their self-growth (Rebstock & Fengel, 2008).

Over time, managers have been striving to receive their rightful knowledge space within the management circle by engaging in self-development and advancement. They do this using educational opportunity available. This way, they seek to stand a better chance unlike the rest of the employees as their source of competitive advantage. They get their authority out of the fact that… [END OF PREVIEW]

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