Organizational Management of Knowledge and Information

Introduction

The interaction between information and an organization is simple but very crucial. Information from within the organization finds its way to the outside environment while that from outside finds its way into the internal environment of the organization (again COMMUNICATIONS, 2004) Unchecked flow of information in and out can bring risks to the organization as there is no secrecy. It can affect the productivity, customer satisfaction, and profit of the organization. There is, therefore, a need for policies and procedures to be put in place to check the flow of information in and out of the organization (BOUTHILLIER & SHEARER 2002).

Sources of information

Internal sources of information are those sources that are used from within an organization. They include personal attributes like knowledge, interpersonal sources like the expertise of others, and documented sources. Internal sources are readily available and accessible. There are different types of internal sources, including budgets, billing records, planning information, and costing report schedules. Internal sources have a disadvantage in that they are too rigid and accuracy is not assured.

External sources include information that comes from sources outside the organization. The information may come from the government, data published in other sources, or from primary research (SMALLPRINT AUSTRALIA, 2009, p24).

Information and knowledge analysis

Statistical analysis can be done using computer applications like SPSS. Financial information is produced from account systems directly and the raw information produced needs explanation. Graphical information in the form of charts, graphs, tables, and diagrams is easy to understand. Spreadsheets generated by computers allow for complex calculations and scenarios like in what-if analysis. Database reports are useful in providing information from given data. However, competent personnel is required for the production of accurate work. Word processed information is the commonest form and it permits flexibility since it allows for all the applications above. Information can be produced in hard copy or sent electronically. The person analyzing should pay attention to conciseness and organization. They should ensure that the needs of the user are given priority and accurately met (SMALLPRINT AUSTRALIA, 2009)

Decision making using an information system

Decision making involves recognizing and selecting options. It involves first identifying the possibilities available. It helps reduce risk (SMALLPRINT AUSTRALIA, 2009, p34).

During an attachment to an academic institution, I was confronted by the question of what books to stock in the library with a limited amount of cash. I had to use the information available to make a decision. First, I looked at the records at the library to find how they had ordered before. I also checked previous budgets, bills, and price lists from several suppliers. Some information on what books were most needed in the library came from students. The information gathered made it easy for me to make a decision and spend the money available wisely.

There are several decision-making strategies used in decision-making. Optimization is a method that involves selecting the best possible solution or alternative. In addition, decision-making may take the form of maximax where maximum benefits of all options are looked at. Decisions with the highest minimums from a hierarchy of alternatives are selected (SMALLPRINT AUSTRALIA, 2009).

Computer-generated spreadsheets

Spreadsheets allow for complex calculations to be done and scenarios to be created, like in what-if analysis. A good overview of the data is given. Charts and tables can be produced since it is very flexible.

Decision making with groups

Confronted with a problem of a supervisor who wants a UV curing oven to be used before the appropriate Environmental Quality Board permits are issued, a group discusses this to come up with a decision. First, we make a description of the problem as we see it and what would be done in an ideal situation. We then look at the discrepancies between the present view of the supervisor and the ideal state. We analyze the problem and see if it holds any benefits for the supervisor. With the information gathered so far, we redefine the problem as clearly as possible, and then we generate as many alternative solutions as possible (SMALL PRINT AUSTRALIA FIRM, 2009, p 65). The group then considers the consequence of each alternative if implemented and decides on what to do with the alternative. A support system was then developed to stabilize the implemented alternative.

Internal Information needed for subsidiary Information

In the contemporary spirited business environment, knowledge in an organization can provide the organization with competitive advantages. Change in behavior for the employees and scaling up their motivation may greatly increase their motivation and output. Team building and information sharing to cultivate a sense of engagement can foster the attitudes and feelings of the staff. Organizational learning, proper leadership, and organization form key pillars to effective knowledge management. The leadership in the organization plays the main role of showing the way and driving knowledge as well as information sharing in the new branches. (SMALLPRINT AUSTRALIA FIRM, 2009).

Reference list

Bouthillier, F., Kathleen S., 2002. Understanding Knowledge Management and Information Management: The Need for an Empirical Perspective. Professor T.D. Wilson, University of Sheffield.

eGain Communications Corporation, 2004. Knowledge Management for Customer Service. Web.

Smallprint Australia Firm. 2009. BSBINM501A, Manage an information or knowledge management system: learner guide. [Australia], smallPRINT.