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...and exploited in the most productive way. Even in manufacturing environments, the intellectual effort involved in producing product may have a greater value than the physical content.
The requirement to better organise and exploit knowledge has coincided with the development of enabling technologies. Human considerations of managing knowledge remain far more important than the technological ones however.
Practitioners, not academics, have led knowledge management initiatives and their approach has been one of evolution, not revolution. This checklist introduces some of the many approaches to knowledge management.
Definition
Knowledge management is the identifying, developing, managing and sharing of an organisation's intellectual assets to benefit overall performance. These intangible assets consist of human capital (employees' competence), structural capital (the internal structure of the organisation) and customer capital (relationships with customers, suppliers, partners or other external bodies).
Knowledge generated in organisations tends to be of two types:
* Explicit knowledge--that which is written down in documents such as policies and procedures. Explicit knowledge can be used without reference to the people who developed it.
* Implicit knowledge--that which is inside people's heads....
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More articles from Chartered Management Institute: Checklists: People Management
Emotional intelligence.(Checklist 178), October 01, 2005
Managing creativity.(Checklist 177), October 01, 2005
Call centre management.(Checklist 176), October 01, 2005
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