Knowledge Management in Social Work (Essay)

free essayManagement in NGOs means designing and maintaining an environment, in which people, working in a group, are committed to attain specified goals. This management is applied to not only plan but also control, and it organizes the staff to create surplus. However, while NGOs’ management is significantly based on human living, management activities, conducted by NGOs, differ from what is obtained in private or public sectors.

Strategic Challenges

Growing challenges in the different environment within Hong Kong’s NGO comprise of high competition and constraining budgeting based on five key issues, experienced by the NGO in Hong Kong. The first point entails the determination of the strategic challenges, faced by an NGO, especially in knowledge management, and the most suitable knowledge management tool(s) that can help to address the strategic needs for the NGO. The culture of sharing knowledge, especially in a badly-rolled culture by the highest in the hierarchy of the organization, can be a critical issue in the management of knowledge (Oyelude & Bamigbola, 2013). Considerably, sometimes, the highly-ranked staff can consider themselves more of value as compared to other employees within the same organization structure, hence hindering the sharing of information (Oyelude & Bamigbola, 2013). These staff members do not care about the employees at the junior levels or do not care about other employees; thus, very minimal cooperation takes place within NGOs.

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The head officer in the organization can explicitly tell everyone to apply support management knowledge. However, some employees can deliberately ignore it, following the culture of “saying but not practicing” (Olimpia, 2013). A hindering factor of personnel also intensifies since humans play a key component in any organization. The issue discussed above connects to the behavior of individuals. For instance, staff can lack idea or fail to understand what knowledge management entails. Consequently, there exists no match between the definitions about KM definition in the mind of personnel (Ellis & Chaffin, 2015). In general, lack of proper coordination between the senior and junior employees results in a weak motivation, for instance, in the environment where staff does not get the surplus that accompanies knowledge management (Olimpia, 2013). In this regard, an employee might see a situation of issuing information to another party in a senseless manner, thus seeing no need to do so.
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In regards to this issue, the appropriate knowledge management tool that can help to address the strategic needs for the NGO is the In-magic presto. Strategically, this tool eases the connection of employees by applying the needed information within a required timeframe. In other words, the device alleviates any sort of issue, including inefficient organized content and information silos (Dr??kiewicz-Grodzicka, 2016). The tool integrates the external and internal data repositories. It enables the users to gain value through social features such as tagging, commenting, rating, and liking. The tool also allows users to determine critical information and contents that are not possible to be obtained through search methods (Olimpia, 2013). Thus, Information Security (IS) is an emergency area of concern for the NGO in case management, and they have tried to re-evaluate their IS capability.

IS and KM

The second issue presupposes finding the ways, in which the NGO can balance the IS and KM to obtain the best possible result. This move also considers KM being driven by the desire to improve corporate competitiveness and innovation through knowledge. Two main strategies can be applied by the NGO to balance its outcome (Dr??kiewicz-Grodzicka, 2016). The codification technique, as used by many professional-level organizations, has appeared to be the best strategy in line with this objective. This method works through the employment of many employees such as counselors, program facilitators, psychologists, or even social workers. However, the activities of these employees require a timely delivery of appropriate information. Consequently, they should also be considered. Therefore, at the time, this strategy moves swiftly by the transfer of the tactic knowledge to explicit knowledge.

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Further, it encourages both formal and informal sharing of awareness among employees. To ensure that this aim is achieved, the organization relies on other techniques such as training, mentor programs, and practice of communities. Specifically, the practice of communities often generalized as the communities of practice is strategically elaborated as information that is bound together through the shared expertise of joint enterprise. This mechanism creates opportunities to discuss and meet the most appropriate practices and lessons that are learned from people with the same background and experiences of the job. Significantly, COPs are not in dire need of F2F content by workers; thus, they are often useful, especially if the NGO’s workforce is often geographically dispersed (Dr??kiewicz-Grodzicka, 2016). Thus, Caterpillar strategically enjoys the fruits of virtual COPSs, making them admired by any company around.

Innovation Strategy

Based on the case study and the Hong Kong’s NGO case study’s the third issue, the introduction of innovations relates to the company’s program. Consequently, it is feasible to adopt an Innovative Strategy in the NGO, implying that feasibility is possible. Taking the Universal NGO applies a unique technique to sustainability, in which local partners are strategized to implement the NGO’s programmatic activities to address the unmet demands of a particular population (Alagha, Said, & Mogheir, 2014). The NGO provides financial and technical support to help the firm in creating and enhancing what the Universal NGO requires.

Artificial Intelligence

As expressed by the NGO through its three pillars of sustainability, the innovative strategy covers the institutional, programmatic capacity, and finance. The foundation is intended to enable a long-term scalable impact once the NGO has exited partnership (Alagha, Said, & Mogheir, 2014). Feasibility of applying the Artificial Intelligence (AI) in the case management process of the NGO is also a critical issue, leading to reliable identification. As evident in most businesses, artificial intelligent (AI) is a serious thing in companies, especially in legal departments, specifically in the management of contact (Alagha, Said, & Mogheir, 2014). Considerably, every commercial communication resembles little knowledge, containing critical information about the commitment of the organization.

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Extensively, there is no significant business then contact. However, contrast is ultimately commercial in regards to records. Importantly, CLM systems help in the mitigation of risks and they can also prevent leakage (Auld & Cashore, 2013). Therefore, it will be critical in enabling new relations that relate to commercial or those that support the collaboration between two or more organizations (Auld & Cashore, 2013). Notably, the platform of CLM is applicable in the transformation of agreements from mere industrial artifacts, containing legal obligations that are used to meet the needs of stakeholders in the NGOs (Alagha, Said, & Mogheir, 2014). This commitment can also be used to mitigate risks of various types that may be modeled within the system. Thus, all these requirements will be able to dictate the need for the same CLM platform that is highly configurable to suit NGOs.

Deployment of KM

The deployment of a KM project on management requires suitable adherence to one or even more standards of KM in the process of case management (Alagha, Said, & Mogheir, 2014). Considerably, this process is tied to several benefits, with one being the creation of knowledge sharing culture within the organization (Gollner Andersen, Gollner, & Webster, 2015). This advantage is attained through the capturing and sharing of relevant data between or within various departments within the NGO. Most organizations have more efficient techniques, especially in the making of decisions and growth acceleration. Secondly, adhering to the one or more KM increases the productivity of employees (Gollner et al., 2015). Evidently, when one takes a little time to search for something in their line of duty, more time is left for the work to be completed. In other words, employees at every single level within the NGO can serve themselves with queries and, at the same time, find necessary answers, courtesy of the adherence to KM (Gollner et al., 2015). This practice also reduces the chances of loss of knowledge.

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This significant affectivity is attained through the transfer of strong tacit knowledge from the experienced staff members and through availing it to the rest of employees who are in dire need of the same within the shortest time possible. Furthermore, it enhances the NGO’s relations with partners and customers. Strategically, these clients are also enabled to use the services, which saves them both time and money. Finally, adhering to one or more KM standards when deploying a KM project is suitable as it improves the rate, at which employees engage into work. Considerably, this assists employee in providing suggestion to clients or even providing feedback to customers’ queries for editing them within the knowledgebase. This determination lies in the deployment of a KM project on case management in the NGO (Gollner et al., 2015). In regards to this, the most suitable standard to be adhered to should be the norm that develops the budget, objective, implementation strategies, and work plans. Such measures function inconsistently with the goals of the NGOs besides the above-listed benefits.

Recommendations

After proving the feasibility of adopting an innovative strategy, as demonstrated earlier, the following innovative strategies are recommendable for the NGO. Firstly, the NGO is advised to train the local entrepreneurs in the delivery of the current Oxfam service and offer them the ongoing technical support (Alagha, Said, & Mogheir, 2014). Two, the knowledge that is stored in the database should be utilized to enable the NGO to achieve a meaningful improvement in the performance of the organization.

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Conclusion

The NGO in Hong Kong faces various environment challenges. These problems hinder its performance. Specifically, these five main issues are strategic Challenges, IS and KM, innovation strategy, artificial intelligence, and deploying KM. Therefore, two main recommendations are made to provide appropriate remedies to this hindering issue. Thus, due to the fact that the feasibility of adopting an innovative strategy is affirmed, it is advisable for the NGO to train local entrepreneurs. Secondly, it is also recommendable that the knowledge, stored in the database, to be used suitable to obtain a meaningful improvement.