Introduction
In this paper, the application of knowledge management (KM) techniques in solving problems in an organization is explored. In the problem at hand, the efficiency and effectiveness of the long-term care (LCT) facility has been compromised. First, patients’ information is entered into the wrong charts. Secondly, there is a new policy whereby Medicare will not cater for hospital acquired infections. Thirdly, patient (resident) satisfaction levels in the LCT facility have dropped significantly from 90% to 60%. As such, this paper will employ knowledge management in improving patient satisfaction levels. To be specific, three factors of knowledge management will be employed: learning styles, modelling and assessments.
Discussion
Knowledge management solutions can be applied within across operational divisions. They can be used to create an awareness of how the core objectives of a department and the organization at large can be achieved (Mackintosh, Kingston & Filby, 1999). The execution of knowledge management solutions at the departmental level requires that the department in question analyses and plans its business on the account of knowledge status (current level of knowledge and what needs be done to improve the knowledge level). This must begin by identifying and formalizing the current knowledge. This must be geared towards Acquiring fresh knowledge for future use as well as archiving that knowledge in the organizational memories. In order to accomplish this goal, it is paramount for the department’s management to engineer systems that will enhance effective and efficient application of the acquired knowledge at the departmental as well as organizational levels (Mackintosh, Kingston & Filby, 1999).
Since the hospital took over the administration of LCT facility, resident satisfaction has reduced tremendously. Yet moral boosters such as bringing pets to the patients, Tuesday Bingo and Wednesday Wii have been tried but in vain. In order to employ KM solutions, the head of the LCT facility needs to find out the underlying causes of the rampant reduction in resident satisfaction levels. Obviously, the problem is linked to service provision. As such, the human resource section is the one to be scrutinized. First, the newly appointed head of the facility must conduct a thorough update of the entire facility. He should find out the total number of employees, divisions, and the functions of their functions. He must understand the department’s core objectives and mission as well as the overall mission and objective of the hospital. In order to restore patient satisfaction in the facility, the new head must begin by enhancing the learning styles of the personnel in the department. This must begin by understanding the knowledge assets of the LCT facility. In this context, knowledge assets entails knowledge of processes, technologies, and services that are associated with the LCT facility and how they ensure the smooth running of the LCT facility as well as their contribution to the addition of value to the hospital’s vision. Consequently, knowledge management under this scenario involves the management of the processes that act upon assets: developing knowledge, sharing knowledge, using and preserving knowledge.
On a broader scale, knowledge assets management entails not only the identification, but also the analysis of both available and required knowledge management processes and assets, which are involved in the fulfilment of organizational objectives (Kaplan & Norton, 1996). Organizations have realized why it is pivotal to “know what they know” as well utilize to the maximum the knowledge gained. This is what Khun and Abecker (1997) call organizational memory. An organization and in this case the LCT management need to know what their knowledge assets are, what knowledge processes are and the how to manage and employ those assets and processes in order to realize maximum returns.
In an organization, it is paramount to note that knowledge assets will be derived from knowledge acquired from experience during the conduction of the organization’s business processes, research, and the knowledge the employees had amassed prior to joining the organization/facility. This knowledge will be triggered in the minds of all experienced employees and when such knowledge whether acquired or research is employed, knowledge assets are implicitly preserved in the products of such processes (Kaplan & Norton, 1996). With time, the experienced staff may be obliged to document experiences in procedural manuals that will assist junior staffs in the execution of various procedures. In the current technological era, such in-house manuals must include email bulletin boards, video files, intranets and other electronic media. In addition, it will be deemed profitable to design a software that captures knowledge assets for instance knowledge based systems which offer decision support for complex procedures/exercises (Kaplan & Norton, 1996).
As organizations continue to realize the significance of managing their knowledge, they come face to face with the challenge that most traditional organizational policies and control concentrate on tangible assets and ignore knowledge assets (Kaplan & Norton, 1996). In addition, organizations are finding it challenging to identifying knowledge assets and using them in an efficient and effective manner. In line with this, organizations and in this context the LCT facility need to:
- Engineer an enterprise-wide vocabulary that allows for easy understanding of knowledge-based vocabulary;
- Identify, model and comprehensively represent their knowledge.
- Share as well as re-use their knowledge on various applications and different types of users; this calls for the sharing of current and future knowledge sources.
- Nurture a culture that champions knowledge sharing.
Learning styles
The LCT management must create a teaching and dissemination standards that are geared towards boosting its knowledge assets. This can be achieved through promoting the significance of knowledge management, and creating the awareness on how this will be achieved across and within operational divisions. It is essential to create a framework that will champion the attainment of knowledge management. In addition, it is important to develop a skill base of tacticians/personnel who are experienced in the field of knowledge management and will be expected to captain the development, sharing and use of the LCT’s knowledge assets.
However, it is vital to acknowledge the challenges that are associated with the management of knowledge assets (Mackintosh, Filby & Tate, 1998). First, knowledge exists at various levels of abstraction and the significance of such depends on the user. Secondly, the acceptability and value of knowledge depends on the user. Thirdly, knowledge lacks a fixed quality and might come outdated if time elapses. Fourthly, knowledge is intangible and infinite and as such, it hard to describe it.
Modelling
Artificial intelligence and particularly knowledge engineering seek to address the structuring and capturing of an organization’s knowledge assets (Benus, 1993). Tools have been devised and are essential in the capturing, modelling, verification, validation and maintenance of the knowledge (Benus, 1993). Enterprise modelling for instance is conducted to gain a thorough understanding of the organization and in this case the LLCT facility. This involves finding out how things are, factors influencing change in the facility/organization, how things should be, in order to trigger change in people and processes. As such, knowledge management relates to enterprise modeling. Scholars such as Kingston, Lydiard and Griffith (1997) have suggested examples of modeling approaches. They recommend a multi-perspective modeling which categorizes activities as how; who; what; where, when and why? This entails (Benus, 1993):
- How does the organization mange its processes? This will allow the LCT head to craft processes that the LCT facility must perform in order to execute its tasks effectively and efficiently.
- What do the processes manipulate? This is essential in modelling resources that the LCT facility creates, use, change or destroy during its normal functions.
- Who executes the processes? This is essential because it will help people perform; this answers questions like who performs what roles, who is responsible for a given process or who is allowed to carry out that process?
- In addition, questions where is the process carried are answered through modeling. Processes are conducted by more than one person and as such, it is essential to model communication between all those who are involved in the execution of that processes.
- Modelling answers questions like when is a process carried out? This determines the controls exerted on processes; which processes must be conducted with a given period or which ones must come first?
- Modelling provides answers to questions like why are these processes carried out? This defines the rationale for performing a process. Unlike other aspects of modeling, this aspect provides the justification for a given process.
Furthermore, Training models were developed for various purposes:
Modeling modules can be administered by the heads of operation or experienced staff either weekly, daily or monthly or in regular seminars. These modules must be ignited by senior managers in this case the head of the LCT facility since he is familiar with all operations of the organization and understands the knowledge management issues (Benus, 1993).
Assessments
In order to determine if the modeling modules are working, the LCT leader must engineer an assessment program that evaluates the staff’s functioning as well as resident satisfaction levels. With respect to the functionality of the staff and the application of knowledge management skills learnt, the benchmark set should be able to rate ever member of the staff as well as indicate the progress of satisfaction levels of patients. For instance, the LCT leader must set an assessment tool that rates the staff on the basis of how; who; what; where, when and why with respect to the process undertaken. An increase in patient satisfaction levels will be a clear indication that the employed knowledge management solutions are effective.
Summary
In summary, this paper has examined the application of knowledge management (KM) techniques in solving problems in an organization is explored. In the problem at hand, the efficiency and effectiveness of the long-term care (LCT) facility has dropped significantly. Patient satisfaction levels have reduced significantly owing to the hospitals takeover of the LCT facility. As the head of the LCT facility, the challenge at hand is to restore patient satisfaction in the hospital through the use of knowledge management solutions. The LCT leader needs to employ knowledge management within and across operational divisions. He needs to create an awareness of how the core objectives of a department and the organization at large can be achieved.
The execution of knowledge management solutions at the departmental level requires that the department in question analyses and plans its business on the account of knowledge status (current level of knowledge and what needs be done to improve the knowledge level). This must begin by identifying and formalizing the current knowledge. This must be geared towards Acquiring fresh knowledge for future use as well as archiving that knowledge in the organizational memories. The LCT leader head must begin by enhancing the learning styles of the personnel in the department. This he ought to understand the knowledge assets of the LCT facility. In this context, knowledge assets entails knowledge of processes, technologies, and services that are associated with the LCT facility and how they ensure the smooth running of the LCT facility as well as their contribution to the addition of value to the hospital’s vision. Consequently, knowledge management under this scenario involves the management of the processes that act upon assets: developing knowledge, sharing knowledge, using and preserving knowledge. Three KM solutions employed are essential: learning styles, modeling and assessments.
Reflection
Knowledge management topic is an indispensable resource for managers and professional personnel. It helps them acquire the necessary skills for handling knowledge management assets. This topic has helped me understand how knowledge management assets can be applied in real life. In fact, this research has significantly strengthened my perception of knowledge management assets.
References
Benus, B. (1993). Organizational modeling and knowledge management, Department of social science informatics. Amsterdam: University of Amsterdam.
Kaplan, R. and Norton, D. (1996). Balanced scorecard: Translating strategy into Action. Harvard Business School Press Book, 6513.
Kingston, J., Lydiard, T., and Griffith, A. (1997). Multi-Perspective Modelling of Air Campaign Planning. Proceedings of the International Joint Conference of Artificial Intelligence. Nagoya Japan.
Khun, O., and Abecker, A. (1997). Corporate Memories for knowledge management in industrial practice. Prospects and Challenges. JUCS, 3(8), 929-954.
Mackintosh, A., Kingston, J., & Filby, I. (1999). Knowledge management techniques: Teaching and Dissemination concepts. Informatics Research Report. Edinburg.
Mackintosh, A., Filby, I. and Tate, A. (1998). Knowledge asset roadmaps: Proceedings of the second international conference on practical aspects of knowledge management. Basel, Switzerland.
