Report On Snapshot Industries Proses †Free Samples for Students

Questions: 1.Why did the expert see the problem as one linked to Knowledge Management (KM)? 2.Identify the types of knowledge which can be found in Snapshot Industries? 3.Consider which elements are strategic knowledge? 4.Why were the resignations and retirements a problem? 5.Identify the reasons for the consultants concern over leadership? 6.How has Jims leadership affected the business? 7.Can you see some ways in which Jim could improve his practices? 8.In your opinion, which areas most need to reflect knowledge management principles? 9.Do you think that KM is a strategy in this case? 10.Could KM solve all the problem of Snapshot? Answers: Introduction Knowledge management is considered as the process for the identification, capture, organisation dissemination of the intellectual assets which are very important for the successful performance of the organisation. Knowledge management has been important for the organisation for the technological development, globalisation and for the reformation of the organisation (Dalkier, 2011). Information is recorded by the organisation in different modes. The digital mode or it may be stored in the human brain. The explicit information is processed by the human or by the computer (Dharmalingam, et al., 2013). Tacit information refers to the information that is held by the person itself. Snapshot was a manufacturer of commercial products related to gardening kitchenware. The company was owned by Sam and the company successfully worked under the leadership of Sam. Sam as a leader proved his efficiency and managed to lead his 200 employees individually and he could contact with his families. The employees enjoyed to work under Sam and they were empowered informal power to lead their own job successfully. After the death of Sam, his grandson Jim took the responsibility of the business. He was just a 30 years old MBA qualified graduate who wanted to bring changes in the old practices of the company. The new changes was a blow to the old staff and there were some unclear principles that brought no success to the company. Both the new and old staff could not manage in the new change and much old staff left the job. There was a need for identifying the needs of the differences in the management of the company and Jim wanted to appoint a consultant who could study the manag ement of the organisation will present a report on the causes of the differences in the company. The assignment aims to study the importance of the knowledge management for Snapshot organisation and its importance in enhancing the ability of the employees to manage their work in the workplace (Haughey, 2016). The knowledge management will be helpful for the employees to learn the process of new technology. They will work effectively and there will be no turnover and resignation of the existing employees of the organisation 1.Snapshot Company was run by some key employees who headed different departments and took all the charges of monitoring and directing the people though they knew that was the informal autonomy. These key employees know how to accomplish the job. The subordinate employees were the followers of the leaders. The expert found that all the employees faced a problem of having no knowledge about their job responsibility and what work they will perform in the workplace. Thus the lack of the knowledge of the employees regarding the operations of the workplace became a problem. As per the knowledge management system, the employees should have knowledge about their own workplace (JMPM, 2017). 2.Knowledge is considered as an ability to apply both the explicit tacit information to utilise them during any requirement of the organisation to solve any issue, or taking a decision as per the need of the organisation (Hawkin Mothersbaugh, 2012). An individual of the organisation can only apply both the explicit tacit information for solving any problem when he or she has gained competency. Tacit knowledge is difficult to discuss as it is very difficult to codify the competency of human tacit information. Explicit knowledge is stored and retrieved as per the need of the organisation in the future. In Snapshot this has been found that tacit knowledge has been gained to develop the competency of the employees. Tacit knowledge is considered as the most important knowledge assets of an organisation and knowledge management finds it very difficult to share them. In Snapshot Company the information and knowledge were the responsibility of the head of the departments. The information regarding the operations of the workplace was managed with the knowledge of the head of the concerned departments (Kerzner, 2013). Thus the employees of the organisation were required to have tacit knowledge in order to apply the acquired knowledge in their practice. In the absence of the co-workers, an employee can use his or her knowledge of the operations of the workplace. 3.The current organisation has defined goals and objectives of the organisation. The management of the organisation formulates strategies for the organisation. Every organisation has its vision, mission, aims, strategy, business methods and functioning. The organisation carries its old good practices and makes necessary changes in the organisation as per the need of the current business situation (Lynch, 2015). The company utilises its information system for the management of the different and diverse activities. The company uses its information system to monitor the activities of the organisation and manages the demand for the customers and sales in the market. 4.The immediate change in the company brought a different working culture in the organisation. The employees were unaware of the immediate changes in the organisation. The information system was introduced in the company but the new information system provision was not known by the employees. They did not have any idea about the operations of the computer. The new changes have brought much more jobs to do by the employees. The existing employees of the organisation became stressed. The stress level became so high that most of the employees express their anxiety and they told that they were not able to sleep in the night. Thus they wanted to quit the job and resigned from the jobs. Some senior members those who had acquired knowledge about the functioning of the organisation resigned from their jobs. This created a problem for the company. This chaos situation led to the high turnover there was absenteeism in the company (Shamma, 2012). Jim lacked the vision of offering adequate training and support to the existing employees regarding the new technology instead of forcing them to adapt the changes (Brass, 2012).. This could have been better to lead the existing employees of the organisation by offering appropriate training on the new technology so that the existing employees became well versed with the new system. 5.The consultant worked on to find out the responses of the existing and new employees in the present change management. The consultant could find that there had been a change in the pattern of the management of the company. Sam was a different kind of leader who managed to lead the people with informal way. The existing employees worked under Sam and they felt they owned the company. They proudly said that they had already served the organisation for 25 years. Sam was very close to them and he monitored the activities of the employees and even he was signing the leave application of the employees. The employees and Sam had direct contacts in the workplace. But in the present context, Jim was different from Sam. Jim focused more on the achievement of the strategies formulated by the organisation. He did not understand the resistance made by the existing employees in the current situation. The change in the way of the management style made the consultant concern over the leadership (B roadbent, 2011). 6.Jim is different from Sam in the style of leadership. Sam was very democratic and he wanted to give freedom to his employees to do their work. In the context of the shifting of leadership after Sam, Jim took over the leadership. He was different from Sam and he was much result oriented. Jim was more concerned for achievement and he introduced bonus system for the high performer. This resulted in more stress among the workers (Topita, 2010). The most important difference between these two leaders is that Sam is very informal and had developed a relationship with employees and Jim is very professional and he focused on performance. 7.Can you see some ways in which Jim could improve his practices?Can you see some ways in which Jim could improve his practices?The most important responsibility of Jim is to convince the existing employees the change that has been initiated by the company. He should make the employees realise that change is required for the development of the organisation. The next most important activity of Jim is to train the existing employees on the new technology and the information system (Huda, et al., 2012). The employees should be well versed with the new information system. The knowledge management should be utilised by Jim. 8.The efficiency of the employees is the most important concern of the organisation. The smooth functioning of the organisation depends on the experienced and skilled workers. The more knowledge in the required field helps the employees to manage the situation and work effectively. Thus the major concern should the expertise of the employees of the organisation (Aquinis Glavas, 2012) . The knowledge Management principles will focus on more the enhancing the knowledge of the employees and to increase the utility of the employees knowledge. The information gathered by the employees makes them more skilled and experienced. The employee keeps the information in the mind and utilises the knowledge when it is required. Thus the tacit knowledge will help the employee to utilise it for the benefits of the organisation (Servaes Tamayo, 2013). 9.The changes in the function of the organisation require the adequate support of the knowledge management tools for the smooth functioning of the organisation. The company employed a number of employees and decreased number of products. It focused on increasing the output of the product. The company employed different teams for the production of the different products. In order to develop production, the company introduced bonus system. The employee with the high performance was given a bonus. The company employed marketing team to increase the sales. The company wanted to keep all the records in a centralised location and the personnel system was introduced (Frynas Stephenes, 2014). The online record of the work time, applications for leave, a record of supervisory had to be maintained. All these numerous activities are required to be maintained properly. This cannot be done with the adequate expertise of the employees of the organisation. Thus Knowledge management is important for the organisation. The diverse work pattern and development of new technology in the workplace requires being maintained properly. The related information is required to stored and retrieved as per the need. The experience that the employees gather also utilises in the need. Thus knowledge management system is required to be maintained so that the organisation will be powerful enough to manage the knowledge (Aldag, 2013). 10.Yes. The Knowledge Management will contribute to the company in an effective way. For the support of the knowledge management, there are three types of infrastructure required. They are managerial, technological and social infrastructure. Managerial infrastructure helps the organisation for developing knowledge leadership. The strategic leadership, core leadership and team leadership are the major concern of the knowledge management (Greyvenstein Cilliers, 2012). The managerial infrastructure of the knowledge management supports the culture of the organisation to emphasize more on the values of the knowledge and focus on sharing the knowledge. The organisation gets a standard operating process for the knowledge management process. There has been documentation of the process. The documented standard operating process will help the organisation to improve their systems and update every information which can be utilised later. The knowledge in the workplace is utilised and enhanced. This is possible with the knowledge management system. For the development of the technological system in the organisation knowledge management also plays an important role. The management system is linked as per the needs of the organisation (Mann Ghuman, 2014). The management system helps to use technology and makes a database or the information portal so that the employees can retrieve information, search information and know about the data. This will also can integrate the information together. The information can be pulled from any system and from any location. There will be easy coordination among the departments. The workplace will find the coordinated approach of work. The information system can also be kept secured with adequate security measures so that no information will be accessed by others. The technological support will also be effective for the sales departments. The sales department can easily manage the job and information is easily stored and customers can be managed successfully. The new technology also can help the organisation to coordinate and send the email support management. The information technology also can help the organisation for the group decision support and for the management of the project. There will be the easy management of workflow of the organisation. Social infrastructure also supports Knowledge Management (Gido Clements, 2013). The knowledge that is acquired by the employees will be created, used and shared to other in an organisation for the development of the organisation. Knowledge Management is all about managing the people and their knowledge. This will be able to help the employees in the organisation and as well as the information technology in the organisation (Fassin, et al., 2011). The knowledge management will be able to create an effective social environment so that the people working in the organisation will be able to know the requirements for the effective knowledge management. The social infrastructure supports knowledge management for a good community practice. The employees are bound together for the knowledge they share each other and they become more concern to pursue more effective ways so that they can do their work successfully. Thus knowledge management will be very effective for the organisation. It is very important for the case study organisation to be very effective with the knowledge management system. The change has been initiated Jim and all the changes are very important for the existing employees to learn. The learning can be possible only when they will be trained and they will work in a proper way. The enhancement of skill and experience of the workers will be possible for the knowledge management of the organisation. Conclusion Snapshot sees a change after Jim took over the responsibility of the organisation after Sam. The possible ways of managing the workplace in the period of Sam is different from the ways of managing the workplace of Jim. The change requires being initiated when the employees are well versed with the system. The role of knowledge management in this context is very important.Knowledge management plays an important role in identifying the needs of the organisation and knowledge requires to translate them into reality (Velsor, et al., 2010). Knowledge management helps for the technological advancement of the company and to globalise the presence of the company through technological advancement. The Knowledge will contribute to the development of Snapshot. Jim will get benefits and the existing employees will be streamlined and they will be able to utilise their acquired knowledge for the improvement of the organisation. References Aldag, R. J., 2013. No CPR for CSR: a call to abandon search for the holy grail. Ind Organ Psychol, 6(4), pp. 372-376. Aquinis, H. Glavas, A., 2012. What we know and dont know about corporate social responsibility: a review and research agenda. K Manag, 38(4), pp. 932-968. Brass, 2012. 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