KNOWLEDGE MANAGEMENT

Knowledge Management

Knowledge Management

Introduction

The paper shall help us identify the growing prominence of knowledge workers in contemporary organizations has led to a considerable amount of research into their role and activities, however, despite this growing interest, there remains a lack of clarity regarding the relationship of knowledge workers to management. This paper aims to respond by investigating the features of knowledge work that impose barriers to traditional managerial control methods and exploring the extent to which alternative approaches to influence are available to knowledge work managers, and the circumstances under which these different approaches are indicated (Ackoff, 1989).

One key factor that could be considered for managing knowledge workers within a particular frame is diversity management. Diversity management includes acceptance and respect, acknowledging that individuals are unique and different from each other. Thus, diversity management is often considered to include hands-on management practices that seek to include minorities, who have been marginalized historically in terms of the workplace variables described above. This diversity management process often requires human resources actions.

The policies formulated to manage diversity aim to implement initiatives, activities, and practices that recognize, promote, or encourage the differences between groups or people. These elements are seen as positive values that warrant development to achieve social integration, which can also boost the productivity of the company and support the democratization of access to opportunities .

Thomas (2000) indicated three kinds of initiatives involving diversity:

1. Valuing the differences that stimulate better relationships between employees and encouraging the acceptance and understanding of diversity;

2. Meeting affirmative action policies by social pressure; and

3. Making diversity management a structured process to obtain competitive advantages through a diverse group of employees. Hence, the organization has to change its central cultural values and concentrate its efforts on effective diversity management practices (Allee, 1997). An organization can develop a strategy for diversity management that combines the aforementioned initiatives. Such combinations may lead to successful outcomes resulting from the development of diversity management practices as a structured process that can provide competitive advantages. Such actions can also benefit the organization in the following ways: (Allee, 1997).

The addition of competitive advantages by recruiting and retaining talent;

Improvements in productivity, quality, work group efficiency, creativity, and satisfaction to improve organization climate;

Improvement in customer services; and

Reduction in the level of discrimination and harassment present in the company.

Based on the previous studies, a significant challenge in diversity management is the involvement of human resource management. Studies on diversity management have suggested that a thorough diagnosis of the organizational climate and the involvement of the top directors are necessary for diversity management efforts to be effective.

Human resource managers should be actively involved in diversity issues by sharing this value with co-workers. These managers should start with the highest ranking executives because these executives influence many other employees. This process can be accomplished by human resource managers exhibiting exemplary behaviors as an example to other employees. This becomes even more relevant when a diversity management program requires restructuring.

Human resource management involves planning, integration, and actions to achieve effective management ...