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Knowledge and Information Management Skills for the Workplace

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This assignment explores the crucial role of knowledge and information management skills in the workplace. It delves into the relationship between data, information, and knowledge, highlighting how they are interconnected and contribute to organizational success. The assignment also examines the relationship between individual and organizational knowledge, analyzing and modeling techniques to identify knowledge assets. It further discusses the importance of intellectual property rights and evaluates the contribution of knowledge assets to an organization. Finally, the assignment assesses the framework for enabling knowledge sharing within an organization and provides recommendations for improvement.

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Knowledge and Information Management Skills for the
Workplace
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Table of Contents
Introduction......................................................................................................................................3
Learning Outcome 1........................................................................................................................4
Learning Outcome 2......................................................................................................................10
Learning Outcome 3......................................................................................................................13
Conclusion..................................................................................................................................... 19
Reference List................................................................................................................................ 20
2

Introduction
Knowledge as well as information management skills are considered as very crucial in order to
continue the work flow in an effective manner. In addition, it assists to accomplish all the
business goals and objectives. Employees of a business organization can enhance their
performance level through proper knowledge and information management skills. Problem
solving, conceptual thinking, mentoring, ability of dealing and communication as well as
interpersonal skills all are included in knowledge and information management skills. Most of
the successful business organization such as Sainsbury’s focuses on enhancing their knowledge
and information management skills for accomplishing their business objectives in a more
significant way. This assignment will outline the relationship between data, information and
knowledge. In addition, relationship between organizational knowledge and individual
knowledge along with analysing and modelling techniques will also be included in this
assignment. The importance of intellectual property, contribution of knowledge assets and the
framework of the organization for enabling knowledge sharing with a recommendation for
improving the framework will also be provided in this assignment in order to offer a clear idea
about the topic.
3

Learning Outcome 1
a) Explain the relationship between data, information and knowledge
In order to understand the relationship between data, information and knowledge, it is very
important to understand the definition of these three elements.
Data
Data is observation or raw fact that is considered for having no value or little value until this has
been processed as well as transformed into the information.
Examples:
1. Record of a fact
2. A series of several facts that are obtained through research or observation and recorded.
Information
Data, which has been processed and transformed in meaningful is considered as information.
Data and information are inter-related with each other.
Examples:
1. Data, which has been processed for a purpose such as a bank statement, a bus timetable
or a balance sheet
Knowledge
Knowledge can be considered as the combined result of the experiences of a person as well as
the information they have possessed. As per the researchers, knowledge is the application of
information and data.
In addition, from the above definitions; it can be observed that data and information are inter-
linked with each other. Actually, data are considered as the raw facts or observation that contains
the most effective values in it (Rowley and Hartley, 2017). Data can also be considered as the
collection of the non-random facts. On the opposite side, information is something that carries
effective meaning as well as evidence of the past incidents. Data is scientifically processed and
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then transformed into information that is quite meaningful and easy to understand such as a bus
timetable, a bank statements or a balance sheet. Therefore, it can be said that data are the initial
stage and information is the final stage that is meaningful and easy to understand. On the other
hand, knowledge is considered as the proper application of data and information.
Figure 1: Relation between data, information and knowledge
(Source: Rowley and Hartley, 2017)
In order to get achieve the meaningful data, organizations need to process the data into
information for presenting in it’s the most useful format. Data should be processed in a text for
giving it meaning. Processing is an effective process that turns into information. On the other
hand, knowledge = Information + rules. Rules assist to understand the likely effect of something.
Therefore, in order to gain knowledge, information and proper rule are mandatory. As an
example: a student needs to do his course work and revise it for the exam in order to pass the
exam. Therefore, it can be said that knowledge is related with information. In addition,
information is the processed and transformed data. Consequently, it can be understood that data,
information and knowledge have a deep relation and co-related with each other and.
b) Explain the relationship between individual knowledge and organisational knowledge.
Before understanding the relationship between individual knowledge and organizational
knowledge, it is very essential to understand the definition of the both element. Individual
knowledge is something that can rise up the potential of an individual for making him suitable
and ready for working within the firm (Dixon, 2017). An individual gets an excellent opportunity
of enhancing his knowledge and skills from the company, after starting the professional career.
5

Consequently, it assists an organization to improve the performance level. Thus, offering training
to employees is helpful as it allows increasing the knowledge and performance level. On the
other hand, organizational knowledge is considered as the type of organization asset to that no
value can be named. Organizational knowledge refers to the knowledge that an employee
gathered during working within an organization. Organizational knowledge consists of all the
skills and knowledge that employees need to continue all the organizational operations within an
organization. in addition, employees can enhance their organizational performance level by
increasing their organizational knowledge and skills effectively. Thus, company get achieve
competitive market advantages in the market place (Omotayo, 2015). In addition, most of the
successful business organization such as Sainsbury’s always focuses to improve both of the
individual and organizational knowledge of the employees for improving the overall
performance level of the organization. In addition, an employee can focus on increasing both of
individual and organizational knowledge at the same time as these two types of knowledge are
co-related with each other and influences each other.
c) Apply analysis and modelling techniques to identify knowledge assets.
Identifying the knowledge assets is crucial for any organization in order to improve their
organizational performance in a significant manner. Different knowledge management models
can be referred for determining the knowledge assets.
Figure 2: The KM process Framework by Bukowitz and Williams (1999)
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(Source: Doval, 2015)
The KM model states the process, which refers the management strategy for building, divesting
and enhancing knowledge assets. It is possible to emphasize the “when” and “why” aspects
through this effective model. Strategic focus is the strength of this model that puts KM actions
into context (Shongwe, 2016). Knowledge management initiatives are considered as are the
result of response to strategic and tactical needs and changes. A greater overview of the strategy
behind Knowledge management is provided by this model. Nevertheless, any deeper insight is
not included by this KM model, which is considered as one of the major disadvantages of this
model.
Another important model is the KM matrix through Blackwell and Gamble, which is more
effective comparing to the previous model in order to identify the knowledge assets.
Figure 3: KM matrix through Blackwell and Gamble
(Source: Chauhan and Raksha, 2016)
The main feature of this knowledge management model is that it can present the general
theoretical framework and specific guidelines to implement. Actually, this special KM model is
separated in four different parts (Doval, 2015). The first management should locate the
knowledge source. After that, they should organize the knowledge for assessing the strengths and
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weaknesses of a company and determining its reusability as well as relevance. Socialization
follows this, where different techniques are used for assisting, sharing and disseminating it to
whoever requires it within the firm. Ultimately, knowledge is internalized by use. This model is
effective because it can provide an excellent overview of the KM manager’s role in a more
significant manner comparing to other KM model. One of the major difficulties of this model is
its focus. First of all, the role of KM is limited to knowledge sharing. Secondly, the overall
strategic role that is outlined through Williams and Bukowitz is not included. This can be
considered as an effective approach to knowledge management, where it focuses on sharing as
well as retrieval of existing knowledge.
Most of the successful business organizations use different effective KM models for indentifying
their knowledge assets. Being one of the leading retail chain industries Sainsbury’s also needs to
use effective KM model. Hence, both of the KM models that are discussed above can be adopted
through Sainsbury’s in order to identify the knowledge assets.
d) Evaluate actual and potential knowledge assets.
Knowledge assets can be considered as the source of knowledge that can be used for different
organizational purposes. Several factors including the collective ideas, experiences, memories
and the overall knowledge are crucial for determining the decision making process (Evans et al.,
2015). In a business organization, individuals with specified roles act as source as well as
knowledge asset. Regional managers, employees and other staff those who are directly linked
with organization present an array of strategies and ideas for enhancing the business performance
in a significant way. In addition, all of the employees of an organization are considered as the
most active and necessary knowledge source as they have the responsibility of presenting the
most realistic and improved strategies and ideas. Process and technology is another important
factor in this process that might be considered as potential knowledge. Process refers to the
business process that is done within the organization for accomplishing all the business goals.
Construction, trending, pre-trending, design process with quality management is the functions of
overall business procedure as well as considered as an asset and active source for a company. On
the other hand, technology is defined as another part of the potential knowledge asset. In this
modern era, several advanced technology along with digital facilities has already arrived in the
market place for assisting all business organizations (Dayan et al., 2017). Therefore, digital and
8

technological advancement along with different effective software and application can be
considered as an active knowledge source. Most of the successful business organization such as
Sainsbury’s focuses on their knowledge assets. Being one of the leading retail chain
supermarkets across the UK, the principle knowledge asset considers as the organization’s
member. In addition, advancement of technology and digital media are also considered as an
active participant as well as knowledge source. The strategies and knowledge are presented
through the management, executives and the entire employees those are also one of the most
significant sources of knowledge. Hence, the procedure and process of Sainsbury’s is defined as
an effective knowledge source for decision making process.
9

Learning Outcome 2
a) Explain what is required to create, store, apply and integrate knowledge.
Knowledge integration is considered as the process of blending different knowledge models into
an effective general model. Knowledge integration process depends on the numerous information
and incorporating new ideas. This approach is effective in determining the exact idea for
completing a specific task and interacting the new information.
Creating and storing integrated knowledge
In knowledge management system, capturing, storing and sharing knowledge are considered as
most crucial factors (Girard and Girard, 2015). The proper location in order to store appropriate
knowledge needs to be located. The integrated knowledge depends on the factors of how the
organizational knowledge experts are achieving an opportunity for synthesizing knowledge from
various business environment sources. As per the concern of the researcher as well as knowledge
experts, the managers have the prime responsibility of putting skilful and experienced workers
within the organization in order to improve the performance level of the overall organization in
an effective way. Other key persons for this purpose are engineers, designers, writers and other
important professionals. In addition, this whole process is also known as knowledge mapping
process (Hislop et al., 2018). For developing the whole knowledge map for the company, the
managers of Sainsbury’s require to judge all the aspects of company’s internal as well as external
business environment. Business records and experience of the managers of the company are
assisting in developing the entire knowledge map for the firm. Knowledge from the external
factors such as social and political condition of the market place in that the company is
functioning and several important factors that are directly influencing the overall business in the
market place is also very important. In case of Sainsbury’s, the manager requires for justifying
the company’s exact condition in the market place and for indicating the accurate strategy to be
followed by the firm. In addition, managers know well the wealth of knowledge and the
importance of implementing the ideas and exact strategy for the betterment of the company.
Applying and integrating knowledge
In an organization applying and integrating knowledge is very crucial to accomplish all the
business goals in an effective manner. In order to apply knowledge, all of the business
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organizations need to arrange training and development program that can assist the employees to
be more familiar with the new advanced digital technologies and software (Chang et al., 2015).
By the training and development program, employees will get the excellent opportunity of
acquiring more knowledge and skills. In addition, they will be more familiar with the software
that is used within the firm. Alternatively, it allows improving the performance level of the
employees as well as the whole business organization in a more significant manner. Stored data
and information also influences decision making process. Additionally, trained employees can
handle the software effectively to continue all the business function smoothly within the firm.
Thus, company such as Sainsbury’s will be able to offer better product or services to their
valuable customers.
b) Consider the importance of Intellectual Property rights.
The Intellectual Property Rights also termed as IP Rights plays a major role within the
organisational boundary of Sainsbury, UK. The IP rights protect the contents of the websites and
the retail sites through copyrights, trademarks, databases and others (Drahos, 2016). According
the particular rights, the organisation has the liberty to retrieve and display the contents of their
website as well as their retail sites on the computer display screens and can store those contents
into the disks, considered to be the only electronic form for storage. These operations mat also
include printing up of those contents for the organisational purpose along with keeping all the
copyrights and patents intact (Help.sainsburys.co.uk, 2018). These data and information
collected from the contents of the Sainsbury’s website and retail websites shall be used only for
educational purpose and the individuals shall strictly follow that they are not allowed to use
those for any commercial means against the written permission from Sainsbury’s, as mentioned
in the Intellectual Property Rights.
The particular Intellectual Property rights imposed upon the Sainsbury’s are significant for the
organisation as a whole and following are the important reasons:
 Sainsbury’s are allowed to set their retail business apart from the way their competitors
operates.
 The IP rights are important for the organisation to sell or license in order to attain the
organisational revenue stream.
11

 Sainsbury’s with the use and operating strictly according to the IP rights will be able to
provide their targeted consumers every time with something new, different and improved
products and services.
 The IP rights issued upon the organisational structure of Sainsbury’s, forms an important
part, so that their marketing and branding strategies becomes efficient and effective
towards the fulfilment of their organisational goals.
 When the organisation has the need to start or launch a new product and services and they
are out of huge finances, the IP rights helps the organisation to securely apply for loans.
With the adoption and regulating the overall business in accordance to IP rights, Sainsbury’s has
able to contribute immensely to the nation as well as the population resending within UK. Some
of important features of IP rights that are significant for the nation and consumers are as follows:
 Among the various significances of Intellectual Property Rights, the IP rights are
important for creating job opportunities with high-paying jobs in order to increase the
scope of employment within the national boundary. Sainsbury’s is an IP-intensive
organisation and they have able to employ hundreds of millions of people all across the
globe (Evers et al., 2015).
 Intellectual Property Rights has extensively raised economic growth and competitiveness
in the international markets.
 Sainsbury’s with the strong and enforced usage of IP rights has able to protect the
consumers and the families through educating them about safety, reliability, and
effectiveness of whatever the commodities the consumers are found to purchase.
 Moreover, Sainsbury’s has able to encourage innovations within their organisational
boundaries and also reward the entrepreneurs who are seem to contribute towards the
organisational success.

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Knowledge Assets
Tangible AssetsIntangible Assets
Routine BasedExperimental Based Systematic BasedConceptual Based
Learning Outcome 3
a) Explain the contribution knowledge assets have on an organisation.
Knowledge Assets refers to the collectable academic resources of a particular organisation. It can
be simply said that the scope of the knowledge presently existing within the organisational
boundary as well as used within the organisational operations may be in the form of Intangible
assets or tangible assets of knowledge. These assets can be further divided into following
categories as follows:
Figure 4: Knowledge Assets
(Source: Created by the learner)
Within the organisational boundary of Sainsbury’s, these assets are responsible in promoting
and generating knowledge and learning opportunities to the stakeholders operating within the
organisational boundary (Swart et al., 2018). Each of the categories of knowledge assets
certainly has major importance to the organisation as a whole that are as follows:
Experimental Knowledge Assets
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These assets are considered to intangible assets of Sainsbury’s that mainly comprises of mutual
hands-on experiences of the stakeholders functioning within the organisational boundaries. The
skills, know-how capability, care, love, trust. Facial appearances are the major examples of the
particular knowl3edge assets that are seem to exist within the organisational boundaries among
the stakeholders (Mudambi and Navarra, 2015). These assets are responsible in bringing the
organisational stability, reduced scope of peerless situations within Sainsbury’s that helps the
firm to efficiently operate during the tough competitions.
Routine Knowledge Assets
These assets are among the organisational property that includes know-how skills of the
stakeholders, organisational cultures, and the record of daily performance of Sainsbury’s in
particular markets or in members of market. These assets are regularised in such a way by the
organisation that those are able to provide them with tactics to perform efficiently in a particular
periods or rather routines. This helps Sainsbury’s with the benefits of efficient organisational
actions and practices (Bradshaw et al., 2015).
Conceptual Assets
The examples of the conceptual knowledge assets are mainly brand equity, concepts, and
designs. These are considered to be explicit and tangible in nature and specifically Sainsbury’s
prioritises these in order to attain organisational success (Weaven et al., 2014). Despite of the
fact that these assets are easy to grasp, the organisation as a whole in unable to understand what
are the perceptions of the different members of Sainsbury’s.
Systematic Assets
These are another type of explicit and tangible knowledge assets that are used by the Sainsbury’s
within their organisational boundaries. The assets comprises of clearly stated technologies,
product and services specifications, manuals, copyrights, trademarks, databases and other
documentation. The organisation as a whole is able to keep the track of their performance
through these assets and can transfer with reliability and ease (Balaid et al., 2016).
b) Evaluate the knowledge requirements for the organisation.
14

Within the organisational boundary of Sainsbury’s UK, some of the major knowledge
requirements are as follows:
Job Descriptions
These are actually the written job requirements with which the managers and the higher officials
of Sainsbury’s are able to demonstrate duties and responsibilities of the individuals within the
desirable boundary of knowledge and skills. These written documents are required in order to
know about the job descriptions for the specific positions with which the employees as well as
the organisation as a whole attains knowledge and essential skills within the organisation.
Competency Standards
These are the documents that are used by the organisational heads with which they are able to
outline the skills and knowledge that are essential in order to carry out specific tasks within the
organisational boundary of Sainsbury’s. The particular document provides the responsible head
of the organisation with the elaborate description of personal skills, attitudes, technical skills and
attributes of individuals (Webb, 2017).
Performance Reviews
Within the organisational boundary, the managers and the higher officials of Sainsbury’s are
seem to carry out formal sessions among them and the employees in order to discuss
performance and professional development needs. The sessions are held once in a year within
which the responsible are seem to determine knowledge and skill gaps and then create
opportunities fo5r the individuals to develop a learning plan for the next 12 months.
Recognition of Prior Learning (RPL)
Within Sainsbury’s, the employees are recognised with their existing excellent skills and
knowledge through evidence of their competence mainly, certificates and demonstrations.
These were the major requirements of the Sainsbury’s with which the organisation is able
recognise and appreciate knowledge and skills through employees and managers and their
contribution towards their specific roles.
15

c) Evaluate the organisation’s framework for enabling knowledge sharing.
In order to promote the boundaries of knowledge and knowledge sharing, Sainsbury’s adopts
Explicit Knowledge and Knowledge Sharing Framework (Paulin and Suneson, 2015). The
framework has five elemental processes namely:
Articulation
Within the particular stage of the adopted framework of knowledge sharing, Sainsbury’s and the
associated managers defines the criteria that are required in order to suit the need of knowledge
sharing.
Awareness
The responsible managers and the higher officials are seem to encourage the use of directories,
maps, corporate documents and others in order to make the employees and the respective
participants aware about the necessity of knowledge sharing.
Access
The mangers within this elemental stage of knowledge sharing, access the skills and knowledge
that are aligned with the organisation as a whole.
Guidance
Specific managers and officials are appointed within the organisational boundary of Sainsbury’s
in order to build up the processes within the particular knowledge sharing systems. The systems
as a whole helps the employees to define the areas required for the expertise within the
organisation and tends to ensure that there are no chances of knowledge overload.
Completeness
After the complete procedure of knowledge sharing, both the centrally managed as well as the
self-published knowledge are accessed by the managers of the Sainsbury’s, so that the risks of
the skills of not being reliable is eliminated.
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Explicit Knowledge and Knowledge Sharing
Access
Articulation
CompletenessGuidance
Awareness
Figure 5: Explicit Knowledge and Knowledge of Sainsbury’s
(Source: Created by the learner)
The overall system or framework helps the organisation to:
 Import and create documents and multimedia materials
 Identification of key users and their roles
 Coining of definite workflow tasks
 Tracking and managing multiple versions of knowledge and skills
d) Recommend improvements to the current framework.
The particular framework adopted by Sainsbury’s is not efficient in defining a better word and
this may serve as competitive disadvantage. This can be dealt if the content of the knowledge
and skills of the employees are made specific and authentic. The advantages generated from the
particular framework may be short-term and this can be extended through continues
improvements and technologies through the workflow of the framework (Tyagi et al., 2015). The
overall framework can be improved through proper care to the knowledge content within the
17

systems and specifically can adopt another framework such as Tacit Embedded Knowledge
Sharing Frameworks along with the existing framework, so that knowledge and skills are able
to capture explicit contents of knowledge and skills along with expertise tools, scenario planning
and management training. This is because the knowledge and skills boundaries cannot be explicit
always.
18

Conclusion
This can be concluded that knowledge and management skills are important for continuing the
work flow of an organization in an effective manner. Additionally, it allows accomplishing all
the business objectives effectively. Data, information and knowledge are co-related with each
other. On the other hand, organizational knowledge and individual knowledge are inter-linked
with each other. The relationship between these two knowledge types has also been included in
this assignment. Different models and techniques for identifying the knowledge assts of
Sainsbury’s have also been provided. Intellectual properties are very crucial for improving
business operations. The importance of intellectual properties, the frame work of the
organization and contribution of the knowledge assets have been outlined in this assignment.
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Reference List
Balaid, A., Rozan, M.Z.A., Hikmi, S.N. and Memon, J., 2016. Knowledge maps: A systematic
literature review and directions for future research. International Journal of Information
Management, 36(3), pp.451-475.
Bradshaw, A., Pulakanam, V. and Cragg, P., 2015. Knowledge sharing in IT consultant and SME
interactions. Australasian Journal of Information Systems, 19.
Chang, C.L.H. and Lin, T.C., 2015. The role of organizational culture in the knowledge
management process. Journal of Knowledge management, 19(3), pp.433-455.
Chauhan, J. and Raksha, K.P., 2016. Refocusing the Concept and Application of Knowledge
Management. Indian Research Journal of Extension Education, 15(1), pp.118-127.
Dayan, R., Heisig, P. and Matos, F., 2017. Knowledge management as a factor for the
formulation and implementation of organization strategy. Journal of Knowledge
Management, 21(2), pp.308-329.
Dixon, N.M., 2017. The organizational learning cycle: How we can learn collectively.
Routledge.
Doval, E., 2015. A framework for knowledge management process. Geopolitics, History and
International Relations, 7(2), p.207.
Drahos, P., 2016. A philosophy of intellectual property. Routledge.
Evans, M., Dalkir, K. and Bidian, C., 2015. A holistic view of the knowledge life cycle: the
knowledge management cycle (KMC) model. Leading Issues in Knowledge Management,
Volume Two, 2, p.47.
Evers, L., Miller, H. and Spengel, C., 2015. Intellectual property box regimes: effective tax rates
and tax policy considerations. International Tax and Public Finance, 22(3), pp.502-530.
Girard, J. and Girard, J., 2015. Defining knowledge management: Toward an applied
compendium. Online Journal of Applied Knowledge Management, 3(1), pp.1-20.
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Help.sainsburys.co.uk. (2018). Sainsburys | 5. Intellectual property. [online] Available at:
https://help.sainsburys.co.uk/help/website/terms-conditions-web-property [Accessed 11 Aug.
2018].
Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A critical
introduction. Oxford University Press.
Mudambi, R. and Navarra, P., 2015. Is knowledge power? Knowledge flows, subsidiary power
and rent-seeking within MNCs. In The Eclectic Paradigm (pp. 157-191). Palgrave Macmillan,
London.
Omotayo, F.O., 2015. Knowledge Management as an important tool in Organisational
Management: A Review of Literature.
Paulin, D. and Suneson, K., 2015. Knowledge transfer, knowledge sharing and knowledge
barriers–three blurry terms in KM. Leading Issues in Knowledge Management, Volume Two, 2,
pp.73-94.
Rowley, J. and Hartley, R., 2017. Organizing knowledge: an introduction to managing access to
information. Routledge.
Shongwe, M.M., 2016. An analysis of knowledge management lifecycle frameworks: Towards a
unified framework. Electronic Journal of Knowledge Management, 14(3), p.140.
Swart, J., Bowman, C. and Howard, K., 2018. Knowledge Assets: Identification and Integration.
In The Palgrave Handbook of Knowledge Management (pp. 273-303). Palgrave Macmillan,
Cham.
Tyagi, S., Cai, X., Yang, K. and Chambers, T., 2015. Lean tools and methods to support efficient
knowledge creation. International Journal of Information Management, 35(2), pp.204-214.
Weaven, S., Grace, D., Dant, R. and R. Brown, J., 2014. Value creation through knowledge
management in franchising: a multi-level conceptual framework. Journal of Services
Marketing, 28(2), pp.97-104.
Webb, S.P., 2017. Knowledge management: Linchpin of change. Routledge.
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