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This report provides a detailed evaluation and analysis of the current adoption of knowledge management by the School of Good Governance and Policy Analysis. It was found that although there were many successfully projects been carried out by the school to provide good governance, identify problems and solutions to improve the livelihood of its citizen, this report detailed more strategic initiatives that should be put forth on the policy makers level, state government level and business leaders level in order to build up a strong knowledge governance to manage knowledge effectively to provide governmental support for the development of a knowledge infrastructure via a conducive legal framework, improve Internet wide access, embrace information and communication technologies and re-organising the educational system and setting up institutions to support research and development activities to improve the quality of its citizen and people. It should promote cultural change in institutions to adapt to the knowledge economy emerging in the world to improve the competitive advantage of a country as knowledge makes the difference between poverty and wealth.
The government of Madhya Pradesh (MP) has setup the School of Good Governance and Policy Analysis as an autonomous institution in Bhopal to bring about good governance in public policy through international collaboration with institutions. The mission is to develop a Knowledge Resource Hub and Repository and work on other strategies to motivate and encourage strengthening of good governance that is transparent, participative and accountable and focus on improving the quality of lives of people. The function of the school comprise of three wings - governance, knowledge management and policy analysis. As such the multidimensional activities of the school involve advising the government, acting as think tank, creating a platform for interaction of experts in the filed and those engaged in development of new knowledge, analysis of policies of government, peer review about impact of government policies and schemes among other activities. The school is committed to leverage KM and wishes to evaluate KM and explore more to meet its mission (Appendix 1) and objectives (Appendix 2).
Current Adoption of KM
The school used a system called Knowledge Help Extension Technology Initiative (KHETI) to leverage collective/collaborative knowledge and efforts of multiples departments and state governments across the country to provide long-term solutions to challenging problems like generating an agricultural knowledge bank for sharing knowledge that benefits poor agricultural community. In addition, it has setup a web portal call Ideas for CM (http://www.ideasforcm.net) to encourage citizen to share and contribute to the governance or development of the State including best practices from others. Additionally, the school maintains a Knowledge And Information Repository (KAIR) for easy and fast access to the repository of reading and learning reference material, collection of best practices etc. KAIR is used an interactive portal for posting problems and solution in the communities and is used for dissemination of periodic information of other resources. There was an intention to link KAIR with other well-established institutions and organisations for sharing materials thus serving as a revenue stream as the maintenance and acquisition of materials for KAIR can become expensive.
Analysis of Situation
Although the current adoption of KM is focused on improving the quality of lives of the people in order to achieve higher levels of satisfaction and confidence of the civil society of Governments, it can be further utilised to create, organise, leverage and protect intellectual capital resources to achieve value creation outputs that represents a core competency of policy makers, State government, business leaders and managers (Li-Hua, 2004; Truch, 2004).
With globalisation and continuous innovations in information and communication technologies (ICT), the capability to secure timely access to actionable knowledge is critical. According to World Development Report 1998/99, World Bank (1999), "Knowledge makes the difference between poverty and wealth" Thus, knowledge has been identified as one of the major factors, if not THE crucial factor of development for India.
One of the challenges would be to govern knowledge effectively by providing governmental support for the development of a knowledge infrastructure via a conducive legal framework, re-organising the educational system and setting up institutions to support research and development activities to improve the quality of its people lives.
Knowledge governance (Evers and Menkhoff, 2004; Stehr, 2004) can be a structure of authority relations and administrative process where it involves the channelling of resources in building up knowledge management capabilities and improving the competitive advantage of a country in the world market by utilising knowledge as a factor of production.
During the past few years, India has proactively embraced the knowledge governance agenda aimed at catching-up with fully-developed economies in Europe and North-America so as to enhance their global economic relevancy and to improve service delivery, e.g. by leveraging on "new-age E-governance" frameworks (Misra, Hariharan and Khaneja, 2003). The rise of information technologies and the Internet, the concept of information management and the means by which information is a strategic tool for both government and citizen alike have become of paramount importance. This changing climate of societal norms has created an evolving discipline of knowledge management and knowledge sharing. Moreover, as citizens seek and obtain information and knowledge from any place in the world they are likely to expect more from government. In a knowledge driven economy, the intellectual capital of the citizen could become governments and societies most important asset. There is the opportunity for a paradigm shift in which governments benefit even more from the intellectual capital of the citizenry. Knowledge management principles can be the key to managing this transition and effectively creating this new, interactive knowledge-sharing environment (National Research Council, 1999).
Strategic Initiatives to move forward
In order to achieve the goals of effective KM to meet its objectives (appendix 1), it is important that there be a number of factors to make this work. Apart from strong leadership within any public sector organisation that endorses and champions the importance of knowledge management, this leadership should not be just from the very top of an agency or department within the government but from heads of sectors and divisions within the departments. There should be a need to develop a knowledge culture to improve and implement knowledge strategy (frameworks, priorities and plans) and to lead knowledge culture initiatives (communities of practice, knowledge-maps, sharing) to provide and enhance institutional mechanism to local, national and international institutions as well as the stakeholders for people's centric administration. In another word, there are certain policies that are required to succeed in the knowledge economy like the need to create a cultural change within the institutions of the country. To do that, it is important for the government to establish its own internal understanding and culture in order to transform the organisation and the country into a viable knowledge-based economy. Institutional change will be crucial as who can be better to know and to develop its own strategy but the government of the country. Having a Knowledge Management strategy in place can determine what is needed for the country and put the necessary process, best practices and restructuring to create the transformation.
Another important step would be to develop a technological infrastructure. One of the vital tools a government needs in order to embrace as much of their citizenry (encourages their participation in identifying problems and suggests solutions) is wide access to the Internet and ICT to facilitate E-governance programmes and their dissemination. To achieve both, funding by the government is necessary. There should be programs to increase and widen computer literacy in the area of the school, workplace and community. As with many countries, raising the literacy of the population is a primary goal. The program should ensure that the current and next generations become computer literate.
Information technology pervades and effects lives and drives all facets of lives. This is evident in both the developed and developing countries. To thrive in the global knowledge economy, it is important to change the whole educational system to ensure that a wide base of targeted group and knowledge workers can understand and use information technologies. Hence, continuous training and educations are keys to ensure the capabilities and skills of the knowledge economy. It is crucial that there is abundance of knowledge workers who can understand and apply technical knowledge as these knowledge workers would become the pillars of the knowledge economy.
In addition, there should be program to fund businesses and get them to go online. This is not just about ensuring wide access to the Internet but entailed extensive educational and training programs so business leaders can apprehend the benefits and opportunities of having an online presence. This is of paramount important in ensuring that they can take advantage of the world as potential customers. In this respect, the school can provide technical support and advisory services to the local bodies, states and national institutions in the areas of programme structuring and implementation.
It is important that the business be able to thrive in a competitive environment that competes not only in its own country but in the wider global economy. Hence diversity is a vital in the knowledge economy. Equally important is that there must be laws to protect intellectual properties of the businesses and individual as this would motivate and encourage good governance and transparency. Furthermore, the laws must be flexible to ensure that monopolies do not develop that can lead to anti-competition. There must be innovation, creativity and diversity in the emerging knowledge economy and culture of government departments to adapt to the changes brought by ICT.
Apart from this, there is need for coordinated strategy for what knowledge management principles should be applied that is developed in tandem with the overall goals and objectives of the country. Knowledge is a strategic tool resided in many places. This ranges from the tacit, explicit and cultural knowledge and experience of individuals to the vast reservoir of information that is resident within private and public sector organisations. The public sector should recognise that they need to harness the knowledge of all of their workers, not just the highly skilled, innovative and creative worker in order to compete effectively and to respond to the changing culture due to the impacts of new technologies and globalisation. Since a person with talent and drive can easily move around in the marketplace, there should be aggressive program within government to attract new, skilled workers and to keep current employees. It is the function of the knowledge management worker to ensure that the knowledge assets of such highly valued employees is also put to the most effective use in pursuit of corporate and public objectives while the worker is with the organisation.
With globalization spurred on by the Internet 24x7, ideas and innovation can occur anytime. In such environment, it will be important to develop mechanisms to promote private and public sector research organisations to be innovative and deploy knowledge as more individuals and companies are engaged in businesses that are connected to the Internet. One way would be to form partnerships between private public sector organisations to extract and share knowledge for the overall common good of the government programs. This is an important principle if properly applied and implemented can lead to increased efficiency, productivity and overall improvement of programmes delivery since it involves the citizenry. Another alternative could be to develop or create a smart park milieu with a vibrant epistemic culture of R&D works and innovation as well as synergistic collaboration (Chia, S.Y. and J.J. Lim, 2003) between the public and private sectors as part of the KM framework to create a bank of "Best practices" and methodologies in facilitating knowledge management and knowledge sharing.
In summary, to succeed in the knowledge economy, governments need to:
develop programs to create an environment to nurture knowledge workers; education is the key in this process, starting with institutions across the nation
invest in online access to embrace as much of the citizenry online
invest in technology to build infrastructures that support knowledge workers and strategies for growth of the national knowledge economy
build programs to stimulate innovation and creativity
enact legislation to create security and confidence for businesses to operate in the growing knowledge economy
create intuitive web sites within government with information that will assist businesses and entrepreneurs seeking to engage in knowledge-based economic activity
promote cultural change in institutions to adapt to the new economy emerging in the world.
Conclusions and Recommendations
Communities of practice consist of people who are informally and contextually bound by a shared interest in learning and applying a common practice. Their focus on learning, competence, and performance bridges the gap between organisational learning and strategy topics and generates new insights for theory and practice (Kimble, C., Hildreth, P., & Wright, P, 2001).
While the above example is the emergent of KM initiatives, it is clear that the state and its government recognise the value of KM principles to adapt to the demands of this knowledge-based environment. Public sector organisations should begin to capitalise on the four identifiable elements of knowledge management (National Research Council, 1999):
Collective information resources
Intellectual capital of individuals
Multitude of external resources available to government
Input of citizens who now have the capacity to play an interactive role in the process of government.
It is clear that the success of those initiatives will depend upon both leadership and commitment at senior levels of government organisations to break down barriers to encourage knowledge sharing. It will need more refined use of one of the most important resources - the intellectual capital of people who work in the private and public service. Leadership within an organisation must embrace knowledge sharing concepts, its precepts and principles in order to succeed. Most importantly, it must be a key component in the strategic vision of the organisation. An equally vital component is that there need to be designated officials and supporting staff to reorganise the organisation and implement the principles of knowledge management to maximum benefit.
It is inherently clear that virtually every employee or citizen is a potential source of data, information and insights that constitute in one form or another, a source of knowledge that is or could be invaluable to the goals and aims of the organisation and the country at large. The degree to which an organisation manages knowledge to its advantage and forwarding of its strategic vision is the degree to which the leaders of the organisation can draw upon this source of potential wealth.
Vision & Mission:
Vision:" Equal opportunity to all through Good Governance geared to improve the quality of lives of our People. "
Mission:" Develop Knowledge Resource Hub and Repository and other strategies, to motivate and encourage strengthening of Good Governance which is more transparent,participative, accountable and focused on Improving the quality of lives of our people."
In the Global-Local context, act as "Think Tank" in the field of good governance. To analyse the policies of government and to assess their impact on the targeted groups.
To analyse key issues in good governance, identify problems and to suggest solutions for them, develop action plans and support implementation of these plans.
To create a bank of "Best practices", methodologies and e-governance programmes and their dissemination.
To provide consultancy services for improving prevailing administrative system and their required restructuring.
To identify those areas for change and reform that will make the most positive impact in improving administrative performance and achievements.
To provide institutional mechanism to local, national and international institutions and stake-holders for people's centric administration.
To provide technical support and advisory services to the local bodies, states, national and international institutions in the areas of Programme structuring and implementation, action research, change management and administrative reform.