The discovery of fire was just as innovation as Facebook or even the internet since early man used his knowledge to create or rather discovers something that his predecessors had been ignorant of. The increase in interest in knowledge as a resource has been motivated by several factors; focus towards leaner organisations to promote enhanced global competition and the realization that contrary to popular belief, technology cannot replace human technology or even provide an equivalent. According to Nonaka Tatekuchi, Japanese firms that are some of the global leaders in innovation has been so successful because of their ability to not only create new knowledge but to disseminate it throughout the organisations.
They strive to embody it throughout the Organisation in its products and service and engage in the process of constant improvement. The critical nature or knowledge in the modern organisational setting gradually inspired the development of Knowledge management. This field rose to intellectual prominence from the early 90s although it has only achieved the status of a management buzzword in the last 10 years. With the dawn of the 21st century, a significant number of executives have begun to characterize their most important responsibility as leveraging on organisational knowledge a trend that appears to have become a permanent feature in organisational culture.
This was founded on the fact that knowledge resources as aforementioned had finally been recognized for the role they played in organizations (Matayong & Mahmood, 2013). Retrospectively, knowledge resource was often lumped together with the human resource and employees were as they still are to some extent, only as good as their skills and knowledge. However, organisations begun “acquiring” knowledge through persistent research and development and capitalizing on collective ideas to drive innovation in the organisations (Koontz, 1961).
Suddenly, it is was not enough just to have the people with the best ideas, organisations had to leverage on the knowledge available to them both internally and externally to make themselves competitive and this way, knowledge was gradually distinguished as a key organisational resource. Loosely put, to manage is to foresee, plan, organize, and control co-ordinate and organize resources in a given Organisation (Fayol and Coubrough, 1930).
Therefore, the roles of managers include but are not limited to synchronizing the resources that are placed at their disposal to maximize on productivity and effectiveness.
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