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ShrirangPatil
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The decade of 1990s has witnessed a great many changes. One such change is the way organisations are viewed and managed. Organisations may no longer be considered as production oriented entities, divided by function (human resource management, accounting, research and development, marketing service, etc.). Management experts view modern organisations as flexible structures characterised by geographically dispersed work force in which client-oriented work groups or teams based around organisational processes, act autonomously to meet the goals of the organisation.
Many terms have been employed to describe the new type of organisations. Each of these descriptions convey a vivid impression of new millennium organisation. For instance, one of the descriptions conceives it as a 'knowledge-based' organisation in which employees' knowledge is the organisation's primary asset. Another perception of new millennium organisation is that it will be a 'learning organisation' in which the individuals, teams, and the organisation itself continuously learn from the environment and from their activities, and act on what they have learnt. A third view is that it will be a knowledge-based organisation in which the products and services are customised and continually enhanced or changed to indicate what has been learnt from customers. In other words, it will be an extended enterprise, in which customers, clients, suppliers, governments and other stakeholders are included explicitly in the definition of organisation itself. Yet, another view is that it will be a networked organisation in which computer based communication networks enable wide spread and rapid communication among all groups in the extended enterprise. Network technologies like the Internet will enable any time any place communication and access to information.
To important aspects shape the modern organisations. One is the focus on the role of the learning and knowledge in organisations and the other is the convergence of information technology, telecommunications, and information resources in networked information resources. This demand is necessitated with the rise of knowledge management as the focus of organisational improvement efforts. In such organisations, the information managers may be called "knowledge managers".Knowledge management is concerned with the acquistion, transfer and use of knowledge in organisations. We are now in an information age, in which the primary role of management is to develop the "intellectual capital" of the organisation. According to this view, the knowledge of its workers is the foundation of the organisation's intellectual capital' .
Knowledge management aims to improve the organisation and its contribution to the economy, by increasing the intellectual capital of the organisation.
Published by Naju