Introduction
The philosophy of knowledge stems from staff of senior level management interpretation on current issues hindering the corporation to going forward. The pursuit for a corporation to sustain the leader in the industry market, the managing of knowledge in the internal area plays a pivotal role to such desired results. The identified scope on the review of management standpoint to how the philosophy of knowledge will be presented to reaching goals is the primary objective. The analysis outlined the main components that are necessary to formulate knowledge applications to empower management. The methods utilize for a methodology is presented to showcase the mechanism that synergize the mission of the stakeholders.
The Fundamentals of the Philosophy of Knowledge to Management Standpoint
The systematic approach is to underlie the primary objective of the usage, purpose, nature, acquisition, and methodology of managing knowledge/information within the corporate structure. The identified key areas are outlined to emphasis the project management imperative role to reaching the value of the mission for change management. The academic scholarly analysis from Bruce W. Dearstyne, “Information Enterprise- New Challenges New Dimensions,” (2005) provides the needed focuses on the importance of the knowledge management within theoretical models for truly understanding the processes and outcomes. The critical evaluation provides the validity of imperative efforts to formulate if the conclusion by Terry Corbitt “Information Management,” (2003) position is warranted to clarify managing knowledge. In addition, the review of the objective for corporations to managing knowledge is the theoretical base for high level assessment that Paul Curran “Turning Information into Knowledge for Competitive Advantage “Turning Information into Knowledge for Competitive Advantage,”(1998) outlines the critical application of a particular aspect of management standpoint perspectives.
The quality system and performance matrix at a corporation utilized the fundamentals of learning aspects through project management, technology, and the needed change management that incorporates knowledge excellence. According to Paul Curran analysis in “Turning Information into Knowledge for Competitive Advantage, (1998),” in which, the mission is to formulate the information to synergize with business-to-business relationships. The corporation will have to establish a business process to implement strategic measures in order to meet the stakeholder’s expectations. The measures are centered on the mandatory efforts of managing critical knowledge management system to effectively govern.
In this approach, the management standpoint viewpoint is that employees are accountable to meet internal department’s initial goals that encourage the overall goals of the knowledge philosophy system. The need for a more directly focused quality assessment is warranted to use proper knowledge/information management protocol. In doing so, the unidentified data are revealed to address effectively and efficiently to how Paul Curran (1998) outlined in the research study. The most important element to assess in the analysis to implement a new strategic objective of knowledge philosophy management is the role of organizational behavior. In doing so, the senior leadership is empowered to effectively diagnose situations related to the specific project for appropriate processing and quality performance (Kelly, 1998).
The organizational behavior is a critical aspect to successfully assist in the managing of knowledge/information for the senior team in accessing the particulars in the quality of standards within a functional organizational matrix. The understanding of organizational behavior from a senior management standpoint perspective presents the in-depth conceptual, technical, decision making, and interpersonal skills that are required to successfully produce an effective information platform. In the approach, the fundamental of achieving the company’s objectives encourages the high customer value proposition in the targeted market.
The objective for an effective knowledge philosophy management system is the means to improve the current information management system that addresses the strict regulations needs for the stakeholders. The project manager within the organization plays a critical role accessing and delivering the requirements, according to Paul Curran (1998). The implementation of a senior project manager solely focuses on the management system matrix, in order, to provide the vantage and standpoint that is required for the knowledge management to work successfully. Mr. Curran outlined that the review to the fundamental four stages to express the needed areas of focuses, in particularly the specifics of the organization garners a significant continuous effort to quality measures that supports the knowledge philosophy to garner success. The four stages in the attempt that outlined the commitment to reach a successful facilitation of the knowledge/information management systems:
Quality Management System Phases:
a. Quality Inspection Stage
b. Quality Control Stage
c. Quality Assurance Stage
d. Total Quality Management Stage
The above features incorporated into the new approach are to identify which mechanism is suitable to the particular corporation’s goals. The features incorporated provided the criterion in the quality focused knowledge management system that assists in the right processes to demonstrate a quality and continuous monitoring procedures. The stages have presented an effort to expand on over the years that demonstrated a sophisticated model for integration into the environment. The performance aspect of the quality of knowledge philosophy continuous management systems allows for detailed assessment by a senior management standpoint to make effective decision making.
The potential problems for improvements relating to the monitoring systems are resistant to the change aspects for adaptability to system processes. The effort for the senior management team is to spend continuing to find opportunities for improvements for effective ways to utilized quality knowledge management initiatives through implementing governing. The approach by implementing the quality culture to continuous monitoring and development system by using the four stages reinforces the desired results of the corporation. The findings provide the relevance to using a particular different phase to manage knowledge management.
In doing so, the coalition, outlined by Paul Currean (1998), with internal departments to working together to create the best results that is primarily outlined by the corporation stakeholders, in order to deliver knowledge/information. The identified opportunities are able to demonstrate information performance with regards to working mechanism within the process methods. The measures provide the realization to what best practices to use in today’s industry of management system stages that outlines the fundamental conception to first acknowledging what needs to be accomplished. (See figure B).
Quality Inspection Stage
Quality Control Stage
Quality Assurance Stage
Total Quality Mgmt Stage
Systems that focuses on the aspect of each inspection findings to improve results for department personnel to identify certain concerns of the product.
Systems that provides needed control over product specifics that increases the outcome of desired results.
Systems that focus on delivering the quality measures with less identified errors of the final product analysis for senior management to better the process.
Systems for a direct and in-depth initiative to resolve issues thru the system to see how often audited measures for adequate results.
Figure B.
The role of change management principles implemented by management empowers the organization to effectively diagnose situations related to the business units for appropriate action and performance to utilize the knowledge philosophy. The organizational behavior is a critical aspect to assist the management standpoint in accessing the data within a functional organizational matrix to turning information into knowledge for competitive advantage. The organizational behavior from a change management perspective presents an in-depth conceptual, technical, economical, ethical, application, for effective decision making.
The organizational matrix culture impacts the synergy of organization internal project team members for decision making during the process of completing the tasks of deliverables. In addition, the scientific research perspectives within a functional organization that detect how successful the implementing of protocols is actually addressed. Therefore, the Paul Curran (1998) outlined the effectiveness and efficient processes within the various industry standards consider to Terry Corbitt (2003) on the external and internal matrix of knowledge information management.
The transfer of information of the project needs through a streamline of three steps, according to Terry Corbitt (2003) by using 3 steps that are the following:
Ø External Knowledge – Information Management such as competitive intelligence.
Ø Internal information Management such as market reports and product oriented marketing materials and communication models.
Ø Embrace informed internal or using a knowledge philosophy such as databases which store know-how methodology.
The framework for adapting change management approaches within the business unit organizational culture for managing knowledge information, illustrated by Terry Corbitt (2003), encourages the recommended attributes for effective centralizing methods. In the solidifying the organization initiatives, the attributes outlined by Mr. Corbitt encourages the need to create the information repositories to store information management in a central means. The key reasons outlined by Mr. Corbitt concepts approach to minimized negative quality standards is to enforce a defining of specific goals.
The steps are presented in the project scope that outlines the business-to-business relationships involved the thought of reason from a communication specific modeled. The connecting the team objectives with a purpose mindset amongst management allow the steps outlined by Mr. Corbitt academic analysis (Bowen, 2000). The importance of the redefined communication specific model within the three steps empowers the philosophy methods identified to solve the issues related to managing information compared to Paul Curran study analysis. The goal of the philosophy knowledge management concept either internally or externally focuses on the ability to utilize reports for senior management to effectively reach planned goals (Mantel, Meredith, Shafer, and Sutton, 2008).
The Importance of Effective Knowledge Management
The managing information operational processes can create multiple tasks to reaching the goals outlined in the project scope to facilitate knowledge based protocols for the organization. Therefore, the fundamental important aspect for an effective operations management, according to Terry Corbitt, is crucial to maintaining the overall company’s objectives. In order to accomplish this measure, the operational management must adhere to business processes that entail the three steps in order for the foundation and expanding on better strategic standpoint measures and oversight. For instance, the team formation process is detrimental to moving through phrases of forming, storming, performing, and adjourning to reaching the completion of the project.
The knowledge management information primary role in understanding the functional project organization assists in identifying the key aspects for organizational behavior within the context through the phrases (Mantel, Meredith, Shafer, and Sutton, 2008). The management team utilized the three principals for the identified organizational behavior concepts of the company’s objective (Shermerhorn, 2008). The functional organization is then applied with appropriate applied motivation, knowledge, decision making, application, change management, code of ethics, style of communication, in order for the managing of the information.
The management standpoint is the interaction between the management team and the project manager actually provides the stringent formed relationship that strengthens the communication matrix and therefore assures the importance of using the three steps outlined by Terry Corbitt (2003) analysis. The effort for sharing and receiving imperative information concerning the stages of the actual project tasks to organize the accuracy reporting to stakeholders (Armstrong and Kotter, 2007). Therefore, the organizational behavior presents a synergy to the effective communication matrix monitored by the project manager to assure that the channel for implementing the philosophy of knowledge is effectively being relayed by all individuals in the operations. The communication method determines the success of the project and defines the organizational behavior concept within the organization, according to Terry Corbitt (2003) analysis study.
The organizational behavior creates for an opportunity for a smooth transition when implementing the three steps compared to Paul Curran (1998) using only the information quality knowledge management systems to render results. The knowledge management plan mission for an organizational structure plays a pivotal role in the Terry Corbitt assumptions to management information effectiveness. The knowledge management methodology will hone around the leadership assigned to the project that reinforces core initiatives for managing information. The communication model for the knowledge management plan is too focused on fundamental aspects to incorporate and execute within a functional organizational structure.
In order to infuse a successful change within a functional organizational structure, the identification of assigned leadership, therefore, the manager is the responsible entity to ensure the initiating, purpose, acquisition, application, and communication model. Therefore, the project manager core responsibility is to provide the leadership to sync other department heads, resources, and project team to efficiently manage (Mantel, Meredith, Shafer, and Sutton, 2005). The three steps model plays an imperative role to accomplishing the tasks outlined for a successful transition from one concept to an altered concept. The management standpoint leads the direction for the project to enforce objectives necessary to accomplish the stakeholders primarily mission of the organization.
The communication model core basis is the synergistic approach on knowledge information management within the organization. The facilitation of utilizing knowledge management is a critical component to address the concerns of senior management to a desired reaction against change. The knowledge management is a complex and multifaceted concept necessary as a change agent strategy that all of the organization delivery method to allow information knowledge more available. The knowledge management objective within the confinements of the communication model is to embed imperative information in systems and processes – to apply a cohesive effort to forge alliances with incentives to motivate team members. In doing so, the success of changes in the organizational structure is more attainable by the management standpoint.
The management team is needed to formulate a central command center in successfully implementing the philosophy knowledge changes in the organizational structure. The matrix organizational structure at provides in relation to a pure-project organization and a functional organization. The ability to utilize the advantage of appropriate resources capacity to cohesively managing the change management plan implementation – that is more effectively than a mundane effort by Paul Curran (1998).
Therefore, the approach illustrated by Terry Corbitt (2003) accommodates the matrix organizational structure creates a “more-streamlined-balanced” matrix for a successful implementation of managing knowledge management through the three steps phases. The project team is individuals from each business unit that brings the required technical skills, interpersonal skills, technical skills, and communication skills. In doing so, the management team to effectively direct, and lead the knowledge management plan primary mission to centralize the information management. (See Figure A).
Matrix Project Organization
President
Project Mgr
Manufacturing
Marketing
Finance
R & D
Personnel
PM1
3
1 1/2
1/2
4
1/2
PM2
1
4
1/4
1 1/2
1/4
PM3
0
1/2
3
1/2
1
Figure B
The management team is critical to the scope by the stakeholder for the management initiative, according to Bruce W. Dearstyne (2005), that the concept is measured against the project baseline and/or scope with the standard areas of focus on the information managing with the concentrated effort. The knowledge management will have necessity to communicate the scope objectives in relation to the budget, schedule, and plans to manage quality based objectives. The three PM teams in the figure B outlines that with the management team to securing the individuals from units and resources that plays a pivotal role to the minimizing desired outcomes.
The management team, according to Bruce W. Dearstyne (2005), will need to implement a communication model by having the technology as the essential model to focus on for a systematic approach. The measure provides a technical approach by the stakeholder role to preferences with project members. The stakeholder for a concise effort will need to identify all standpoint markers and objectives in order for the opportunity to address feedback from the individual business units – that provide the management feedback communicated from the project team on successful implementation of knowledge management.
Personal Action Plan
The initiative to direct the management team in successfully managing each business unit departments allows the usage of effective management. The personal action plan will entail utilizes the noted points in the initial communication model within the quality phases aspects to implement in the new organizational structure (Wild, Wild, and Han, 2006). The objective will be to incorporate the benefits for an organization to centralize the obtainment of knowledge management in order to proactively address and manage any obstacles. The management team will need to implement within each business unit on separate occasions to discuss the mission of the new department and organizational structure on the following areas:
Ø The core initiative for better customer relationship management plan that has the foundation of knowledge management incorporated.
Ø The commitment to transition from the old standard to the new knowledge / information management.
Ø The communication model from the stakeholder to manage the facilitation of streamline the knowledge / information through information policy standards.
Ø The implementation of a systematic and proactive approach to utilize the resources.
The aspects for solidify these objectives to the completion of the proposed knowledge information management philosophy, according to Bruce W. Dearstyne (2005), to function the necessary RIP and CRM accordingly. The fundamental action plan is to indicate the above mention measures for accomplishing the task to a successful conclusion compared to the standards of the stakeholder’s expectations. The central theme is the usage method of responsibility for the stakeholder to effectively communicate the business unit’s directive, the purpose, the acquisition, and the creation of a unified commitment. In doing so, the employees and department leads will entrust the direction of the new organizational structure changes.
The commitment to outlining the beneficial aspects is in a position to formulate a productive management standpoint model by using the information knowledge management concept. The approach will provide an exceptional personal action plan to share the knowledge /information management aspects on the plan of strategic direction by the RIP and CRM working together. The commitment model provides the needed phases for a smooth transition for the goal to employees and management team that strive to utilize the philosophy of knowledge that processes.
Therefore, the management standpoint to communicate the process of the commitment of the stakeholder, senior management team, and project teams are beneficial to assisting in the personal action plan. The support system from these teams will provide the needed foundation to staying on course to facilitate the mission of the philosophy of knowledge management. The RIP and CRM that utilized all resources, in order for the action plan to work effectively from the management standpoint. The process for the action plan will entails the proper process within the business organization by using the communication model to test applications and infuse the knowledge aspects accordingly. .
The four important managing knowledge management protocols within a large organization framework is a successful team to be established on using quality measures within the functional operations. The technique utilizes the efforts of the communication, cooperation, and coordination that all work together in a profound approach. In doing so, the implementation of the tasks for a successful action plan provides the essentially means in the function in positive knowledge management environment.
References
Bruce W Dearstyne (2005). The Information Enterprise: New Challenges New Dimensions. Information Management Journal, 39(4), 38-42,44-45. Retrieved September 11, 2008, from Alumni – ABI/INFORM Global database. (Document ID: 874588041).
Terry Corbitt (2003, March). Information Management. Management Services, 47(3), 20-21. Retrieved September 11, 2008, from Alumni – ABI/INFORM Global database. (Document ID: 309372301).
Paul Curran (1998, April). Turning information into knowledge for competitive advantage. Management Accounting, 76(4), 26-27. Retrieved September 11, 2008, from Alumni – ABI/INFORM Global database. (Document ID: 29207494).
Wild, John J., Wild, Kenneth L., Han, Jerry C.Y., (2006). International Business, The Challenges of Globalization
Cooper, Dale, Grey, Stephen, Raymond, G, and Walker, (2005) Managing Risk in Large Projects and Complex Procurements
Mantel, Samuel J. Jr. & Meredith, Jack R. & Shafer, Scott M. & Sutton, Margaret M. (2008) Project Management in Practice, John Wiley & Sons, Inc. Publishing
Kotter, John (1996) Leading Change. Harvard Business School Press
Armstrong, Gary & Kotler, Philip, (2007). Marketing: An Introduction, 8th Edition. Pearson, Prentice Hall, Upper Saddle River, New Jersey
