Organization Structure In Organizational Structure

IMPROPER ORGANISATIONAL STRUCTURE

Organisation structure is very important in developing organisation. It is to ensure the work in the organisation running smoothly. Therefore it is strongly influences the ability and willingness of people and communities to share and create knowledge. Successful KM implementation depends on the integration of many different aspects of an organisation. Waltz (2003) indicated that ‘KM provides strategy and organisational discipline for the integration of people, processes and IT into an effective enterprise.’

In the article by Prabhu Guptara (1999) mentioned that the formal structure of most companies prevents KM from operating. Most companies organised by function, region, division or business unit and rigid

Besides that, managers and knowledge worker should learn on how to captured, processed and acted on. Knowledge management must allow an organisation not only stockpile and access information but to get at the history of how decisions were reached as well. Turning knowledge into action requires gleaning the information that has meaning and relevance for a particular organization. Because, many executives resist the idea of managing knowledge like other assets, a company has to incorporate knowledge management into the cultural fabric.

Then, Wormell (2004) argues that a gap exists between skills required for modern knowledge management and what currently being taught in library and information studies masters’ degree programs. Through several dialogues and studies, it has been identified that the industry and public sector are demanding a cadre of information professionals with knowledge and skills in technology, management, and inter-personal skill to effectively lead organizational integration and process reengineering activities. Here a gap been identified between the expected qualifications and what the applicants actually had in their bags

Therefore, management should be ready with a set of suitable strategy effort to ensure the successful of the program.

Soliman and Spooner (2000), in their article mention that the strategy may started with alignment of KM, identification of the benefit of KM efforts, choosing appropriate KM programs, implement a know-how strategy, creating supportive environments for KM programs, use of enabling technologies for KM program, creating the KM team and creating KM leadership. They also added the four concepts for human resources knowledge mapping includes construction, embodiment, dissemination and use of knowledge.

While Benassi, M., Bouquet, P., and Cuel,R. provided a new approach called DKM approach (Distributed Knowledge Management) which takes into very general principles. The first is Principle of Autonomy which each organisational unit should be granted a high degree of autonomy to manage its local knowledge and its interpretation schema. The second is Principle of coordination where each organisation must be enable to exchange knowledge with others not through the adoption of a single and common interpretation