Knowledge Management Skills:
Different positions will emphasize different aspects of Knowledge Management, with leadership positions requiring a great ability to manage, influence, and organize, while technical positions would focus more on IT (Information Technology) skills. Over the years, there have been several approaches to defining Knowledge Management Skills from various perspectives.
Six basic characteristics that need for all knowledge workers:
- Possessing factual and theoretical knowledge
- Finding and accessing information
- Ability to apply information
- Communication skills
- Intellectual capabilities
Based on these general characteristics, each entailing of a large set of skills which are being:
- Strategic & Business Skills: Includes business planning, industry knowledge, strategic thinking, leadership, and organizational skills.
- Management Skills: Includes business processes, people management, process mapping, team building, and measurement.
- Intellectual & Learning Skills: Includes problem-solving, mentoring, conceptual thinking, being analytical, and the ability to deal with ambiguity.
- Communication and Interpersonal Skills: Includes listening, negotiation, marketing, team working, and consulting.
- Information Management Skills: Includes codification, content management, information processes, taxonomies, and IT applications.
- IT skills: Includes database management, information architecture, programming, software applications, and workflow.
- Knowledge networking: is considered a key capacity for their Knowledge Management team members. Knowledge networking is explained as the ability to connect with people and constantly expand one’s networks to include other knowledgeable persons.
Depending on the specific Knowledge Management position, some of these skills will be emphasized ahead of others.
Knowledge Management Competencies:
To understand the role of Knowledge Management needs to a brief overview of how core competencies of KM are managed:
- Identifying and assessing core competencies: The firm should figure out its essential competencies, possibly connecting them directly to specific things. Then, an assessment should be made, evaluating what one has versus what one needs to have as determined by strategy and reasonable environment. Knowledge Management is responsible for identifying where knowledge is located, including skills and knowledge embedded in products, routines, etc., as well as identifying knowledge gaps.
- Sustaining core competencies: Organizational core competencies, like all knowledge resources, have the quality of improvement rather than reduction through use. Conversely, lack of use can lead to erosion of any skill set. On the one hand, the role of KM is twofold, it must position the core knowledge resources and on the other hand, it must, and it must gain the core knowledge resources throughout the organization.
- Building core competencies: Creating new core skills involves an interplay between knowledge, practice, coordination, and refinement. Knowledge resources must be built, enhanced, integrated, and integrated into an environment that supports testing and improvement. Building core skills can be a complex endeavor because sustainable competitive advantage derives from resources that are hard to replicate. From a KM perspective, it often refers to the build-up of specific tables of knowledge and skills across multiple departments or tasks.
- Unlearning core competencies: Institutions have a habit of always trying to do what they are doing. One skill is one of the key factors of a successful firm when it is no longer effective, and history is observed with examples of all the companies that failed to do so. In the removal process, KM again plays an important role in managing the firm’s knowledge resources in the right direction. This can be done through retraining, restructuring, creating new knowledge flows, acquiring external knowledge, direct removal, etc.
The specific dynamics of the processes of knowledge creation, knowledge acquisition, knowledge sharing, and knowledge reuse that are central to key skill management were discussed earlier. The purpose of this section is to emphasize that KM is not just a collection of individual enterprises, but also the combination of multiple KM branches with other organizational activities.
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