Knowledge Management and Information Systems

This study material provides an in-depth understanding of knowledge management and information systems. It covers topics such as organizational overview, internal and external factors affecting the organization, and recommendations for information systems. The content is relevant for students studying knowledge management and information systems in various courses.

Knowledge
management and
Information systems
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INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
1. Organisational overview along with corporate objectives, structure and business model......3
2. Internal or external factors which affect the organization.......................................................4
3. Recommendation regarding information system.....................................................................7
4. Three key management implementation challenges in implementing recommendation.......10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12
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INTRODUCTION
In the contemporary world information systems of knowledge management are essential
because they help to develop, monitor, navigate and use data resources and various strategies.
Knowledge management is a method that saves information and if necessary then retrieves the
data. In addition to the data process, knowledge and digital materials stores are defined as an
interconnected component collection. Aston Martin, founded by toe personalities in London,
UK, who are Lionel Martin along with Robert Bamford, is considered to recognize knowledge
management addition to information system. The organization is the world leader in the
manufacture of individual automobiles. Corporate executives look after updating their IT
networks and working together with other companies to introduce modern data management
systems in their luxurious sports cars. The report underlines the company's organizational
objectives, structure and business model. Furthermore, by looking at external variables in
addition to competition across three models, it assesses the strengths, threats and prospects and
weakness of organisation.
MAIN BODY
1. Organisational overview along with corporate objectives, structure and business model
Aston Martin is a well-known automotive manufacturer specialized in making massive
tourers and luxury cars by using advanced technology. The business is made up of approximately
150 car dealerships in more than 50 countries on six regions (Aston Martin, 2020). The company
has made a range of developments through IT systems and has achieved traction in the
development of electric vehicles, automotive technology computational, self-driving and many
others in competitive industries. As listed below, its main components are:
Corporate objective: the company has made it transparent that its internal decision
taking in relation to strategy and planning is a practical goal. Aston martin's goal is to become
the best across all areas of industry. In addition, the organization is working to provide
consumers with outstanding experience and to grow business in new markets. With the corporate
aim of achieving productive business results, the whole team aims to achieve the desired
efficiency.
Business overview: Robert Bamford and Lionel Martin in London, England set it up the
year 1913 for Aston Martin. The management team is primarily responsible for the successful
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management and group leadership of day-to-day operations of the company. The business works
hard to expand its presence in various places worldwide and has succeeded in generating jobs for
up to 5,000 workers in its different locations around the world.
Organisational structure: the corporate structure is sufficiently solid in Aston martin's
sense to handle business every day for success. The structure of unit is introduced at the firm's
properties in which it has developed various departments, such as marketing, IT, development,
financing and so on. All its various divisions and personnel are effectively linked. In addition,
the company's programs may require collaborating with other agencies.
Organizational management model: the high-level business plan developed for the
function of a specific company is listed. Aston martin's business model is built in the manner in
which all monetary activities are associated with non-financial steps in the linear and logical
chain to define value-generating activities.
2. Internal or external factors which affect the organization
In order to assess key strengths, weaknesses, threats and opportunities in the market, a
good company applies different models. In addition, corporate managers also emphasize
environmental factors affecting activities and generating market problems. Aston Martin's
managers are using the following methods in order to analyze opportunities, strengths, obstacles,
weaknesses, environmental factors along with competitors:
SWOT Analysis
This approach used by corporate managers to assess strengths, weaknesses and risks in
addition to company potential, is addressed with the help of SWOT Analysis.
Strengths:
• Aston martin has a strong and professional staff that doe’s hard work, in addition to
introducing high-quality technology and high-performance cars needed by diverse
customers.
• The business has operated in around 50 foreign countries and sells various vehicles that
can be used in all fields as well.
Weaknesses:
• Aston Company's market share is limited to other automotive organizations.
• In the industry, the company has several types, limiting customer options.
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• Also limits the organization's entrance into the wider market through the small number of
manufacturers and distributors.
Opportunities:
• Company is able to extend the market by reaching the emerging market by offering
software-led techniques for transitional hardware.
• The organization will use its historic contribution to cultural values to attract new
customers.
Threats:
• Aston Martin's greatest threat is strong competition from the big car players in the
industry.
• Rising fuel rates, shifting taxes and government regulations policies constitute a
challenge to the company's sales demand.
PESTEL Analysis
PESTLE analysis states that the framework which helps to analyze external factors which
influence the company's activities. This requires different factors which organizational
management cannot monitor.
Political Factor: UK, a rational political structure develops connections with other
countries in order to provide benefits to businesses operating in the country. The impact on
Aston Martin is as follows of various external factors. However, the political system has made
some modifications in fiscal issues, fuel prices and more, in the light of specific situations such
as Covid-19, which serve as challenge to effectively enforce Aston Martin's operations.
Economic factor: The key factors for the economic effects are the disposable income,
currency exchange and the economic cycle. The economic performance of the UK is dependent
on competitive conditions that lead to business cycle fluctuations. This growing rate of inflation
and lowers consumer spending that creates problems for Aston Martin to sell or rent vehicles.
Social factor: The people of the United Kingdom change their choices or move to those
vehicles who offering at a minimal price. This generates difficulties for Aston Martin managers
to adjust their style regularly and launch them on a competitive environment.
Technological factors: In the UK businesses have modified their systems time to time,
increasing their performance and using the information management system. As Aston martin
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managers make abrupt technological changes, it raises the company's extra costs and reduces its
profitability, leading to challenges to maintain its position.
Legal factors: The political authorities which are mandatory to be conformed to by all
businesses which intend to operate there enforce specific rules in the country. The political
structure in Great Britain has made major improvements to reforms to various laws, such as a
human rights act, minimum wage act etc. Aston Martin is therefore confronted by each
legislative alteration and then by modifying his tactics. The organization however is focused on
enforcing all laws in order to meet social obligations and it has positive effects on growth in its
workers.
Environmental factors: Businesses and people in society are working in the United
Kingdom to preserve the national climate. In this regard, Aston Martin has launched an electric
sports car to safeguard the atmosphere from emissions and to improve its activities locally.
Instead, the business success in electronic cars demands huge advertisements and promotions
that restrict its funds.
Porters force model
The five forces model of Porter is described as the model that allows organizations to
assess competition and industrial appeal. Aston Martin's executives determine rivalry in the
automobile industry by using the standard. In Aston Martin's explanation of the five strengths of
this model is the following:
Threat of entrant: A new company requires tremendous investment in the automotive
industry in terms of capital, labor force, technology and other elements (Inkinen, 2016). As
Aston Martin, one of the industry's biggest players, poses a low challenge to new entrants and
adds value to their cars as well as other sports cars and establish a corporate image on the world
market.
Threat of substitutes: public transport, which poses a high risk of Aston Martin being
substituted, provides one replacement available within the automotive industry for luxury cars
and other personal vehicles. That is because the services and/or goods give consumers
comparable services at lower prices are easily appealing to them. Public transport is much
cheaper than automobiles, which contributes to a strong replacement hazard to the automotive
industry.
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Bargaining power of buyers: Aston Martin works to satisfy the buyers' demand. It can be
shown that purchaser pressures impact a car business. If consumers, for example, do not obtain
their requested goods, they avoid purchasing organizational items. It helps customers to gain
more leverage than when the company struggle to produce appropriate car models, the volume of
sales is drastically decreased.
Bargaining power of suppliers: suppliers supply products for further manufacture to the
client. Aston Martin relies and contracts with small number of suppliers. It gives suppliers no
negotiating leverage because they must supply their customers at fixed contract rates.
Competitive rivalry: It is seen as a difficult sector and affects the success of different
firms (North and Kumta, 2018). This includes giant corporations in manufacturing product
vehicles according to customers' preferences. Porsche, Maserati, BMW, Mercedes Benz and
Bentley are big businesses that are formidable rivals in the Aston Martin rankings and are highly
competitive.
3. Recommendation regarding information system
Information systems are the elements that work with each other to handle full data storage.
The principal function of the information system is to promote a seamless operation of all facets
of an organisation. An organization uses information management systems for decision-making
and the planning and visualization of the company's data. Such programs lead to improved
expectations and company profits. In addition, it is known to be a computerized database to
coordinate all knowledge effectively with programming for reporting at the organizational level.
Managers of Aston Martin also identified management outlets at various levels to better store
data about their personnel and activities. The company is also working to improve its IT
resources in the automotive sector to gain strategic advantages (Razmerita, Philip-Wren and Jain
2016). In order to succeed, Aston Martin administrators are advised to use the following
information management systems:
Management reporting system: it is the management reporting system one of the powerful
operational information system used by organizations to produce financial statements and
activities at a specific management level. The Aston Martin management team is recommended
to use the framework to determine current and complete operating results such that corrective
steps are taken on time for potential changes. In addition, the program will help managers
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compare organizational output with results and planned work last year, so as to deliver vehicles
with total efficiency which will contribute to competitive advantage within sector.
Decision support system: A further management information method used for decision-
making in some unpredictable conditions (Romiszowski, 2016). The Aston Martin administrators
will implement the program in order to make judgment by creating statistical forecasts and
graphs of analyzed data in order to forecast and reduce present, as also future, uncertainty. The
program greatly enhances senior management choice-making by providing forecasting to help
assess the best approach. This program will also collect information from different sources that
will help with decision-making in order to deal with sensitive circumstances that help to gain
competitive advantages in a complex market setting. In the context of a decision-making method,
management will, for instance, collect information on rates of interest, regulations, demographic
patterns and other variables in order to decide the annual revenue quota so that the whole
workforce will start working on them and achieve business goals.
Process Control system: The process control method is called the signal processing system
(Żytniewskiy, 2017), which controls the external addition to and control of the business's
industrial processes. The entire Aston Martin management team will implement the information
system so that it can track deviations and function within a given period of time. It gathers
ongoing data and reports on results on the whole network. The report helps managers to assess
each thoracentesis's output and also to examine unpredictable events over the course of time.
This will boost current organizational efficiency and help to accurately track future results. This
management system also helps the team determine the output of the production system and
preserve the safety of its workers with daily machinery which produces high efficiency for
luxurious cars along with the competitive advantage of giant’s players.
Information systems are accessible in an organization in various forms (Shannak, Maqableh
and Tarhini, 2017). Company problems have different meanings when integrating various
information systems. It is used to promote the acquisition of additional information within the
management reporting system. Data collected daily from the operation and collected from
external sources will allow the Aston Martin's functional connections to distributors and other
supply chains to be safely complemented. The other one is the decision support network used to
determine in accordance with chain management on customer relations.
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Aston Martin executives will frame data by creating statistical estimates based on articles
for this information management framework. It is used to promote knowledge creation along
with integrated company details, so that successful connections with consumers and
intermediaries in the supply chain are controlled. Specific consumers with distinct vehicle tastes
exist in the industry. Aston Martin advertisers will assess the consumers who want their luxury
vehicles and other products by the use of a decision support system.
It helps managers to develop productive partnerships with the diverse client base and
intermediaries in the supply chain. When issues in the organization are experienced, an
information system is used to communicate efficiently to people and to obtain specific
knowledge for appropriate operational awareness. Aston Martin is active in establishing healthy
relations with suppliers and consumers in all these management information systems. In order to
track whole processes in relation to sports car production and many other products, process
management is used. It helps in determining the performance of the manufacturing system and
ensures that all workers are healthy and that they are willing to operate for long periods.
Performance goals are described as the objectives or outcomes of the output that the organization
has set in order to achieve success. Both businesses, small or big, set certain performance goals
that guide them across the entire phases of their achievement. The organizational performance
goals are taken as images of how the overall targets with available resources are met.
Effectiveness and efficiency are the main success targets. To achieve overall performance,
reliability, expense, price etc. are the most important factors. The performance goals are
described in the sense of Aston Martin:
• To retain quality at work: Aston Martin's success target is to sustain quality along with
goods in its operations. The target serves as a clear indication that consumers and employees
benefit from it.
• In order to increase delivery speed: Aston Martin aims to improve the delivery speed for
the ordering vehicles. The company typically orders for luxury vehicles first and then
manufactures and then provides consumers with tremendous time (Wymore, 2018). (Wymore,
2018). As a corporation, the corporation seeks to produce goods more efficiently than competing
companies.
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• Improving operational flexibility: Another success target set by Aston martin managers is
to improve operational flexibility to meet customers' needs effectively. Under this sense, the
operating processes are usually modified to fulfill specifications on time.
4. Three key management implementation challenges in implementing recommendation
When introducing the suggested information management framework, corporate managers
are likely to face significant challenges (Smith and Wong, 2016). The challenges faced by the
executive team during the implementation of the recommended information management
systems in real life are defined in the case of Aston martin:
Resistance for employees: This is one of the problems facing the company when adjusting
the leaving processes. In Aston Martin's background, managers will have to deal with this issue
because when management information systems are introduced, various activities and procedures
are changes workers don't want to know. It is because workers tend to work with conventional
approaches in quiet environments. It uses different approaches to coordinate and adjusts the
power structure, skills and business culture. In addition, this transition may also result in systems
moving from a managed development environment to an actual business environment (Turel,
2016). These programs are often easy for workers to follow, but circumstances require
tremendous employee engagement and opposition may require complicated challenges in
achieving results in the near term. To overcome this dilemma, administrators should provide
workers with instruction to ensure that these programs are applied in a positive way. In addition,
administrators should also train all workers to use the program to minimize the difficulty.
Initial productivity decline: the introduction in an organization of a new information
system may lead to the productivity level challenge related to decree. In Aston Martin's sense it
can become difficult to correctly interpret and track processes by adding a new information
system, which may present a problem with initial declining productivity. In addition, companies
may be overwhelmed by new technologies, and this could have an effect on reducing efficiency
in the initial stages. To resolve the challenge, managers should hire professionals who know the
use of the systems, which boost quality standards given the fact that they are decreasesits
productivity.
Improperly: This is another obstacle faced by administrators in the area of management
information systems (Xiaojun, 2017). Incompetence: Competence is extremely important for the
implementation and use of information management systems, so that successful outcomes can be
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obtained. However, incompetence or ability is important problems which the Aston Martin
management team may face when a given information system is developed. The key skills
needed in this regard include identifying systems implementation goals, competencies in
operation, and many more which in the organization are limited.
Aston martin's management team should build expertise in its entire staff to use the
information systems correctly to address this challenge. It could make incompetence valuable in
applying information system and contribute to future company-friendly outcomes.
CONCLUSION
The latter study states that the organization has to use these strategies successfully to
maintain creativity and an agile work environment. The company overview describes all related
aspects of an organization and covers the past, place, legal structure, management team and so
on. SWOT analysis is the best paradigm for the evaluation of organizational strengths, risks and
weaknesses. Another approach that can be used for evaluating factors influencing the company's
operation is PESTLE Analysis. The five-power model of Porter is useful in evaluating industrial
competitiveness. Management monitoring, Decision support systems and process control
systems are part of the information system that the organization may use. Employee reluctance,
initial decrease in efficiency and incompetence can be a major obstacle in implementing the
Information System.
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REFERENCES
Books & Journals
Au, C. H. and Fung, W. S., 2019. Integrating knowledge management into information security:
From audit to practice. International Journal of Knowledge Management (IJKM). 15(1).
pp.37-52.
Beynon-Davies, P., 2016. Information Systems Development: an introduction to information
systems engineering. Macmillan International Higher Education.
Büttcher, S., Clarke, C. L. and Cormack, G. V., 2016. Information retrieval: Implementing and
evaluating search engines. Mit Press.
Cervone, F., 2016, September. What might the curriculum in knowledge management programs
tell us about the future of the field?. In European Conference on Knowledge
Management (p. 166). Academic Conferences International Limited.
Dalkir, K., 2017. Knowledge management in theory and practice. MIT press.
Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A critical
introduction. Oxford University Press.
Liebowitz, J., 2016. Successes and failures of knowledge management. Morgan Kaufmann.
Lister, A., Eager, B. and Eager, R. D., 2016. Fundamentals of operating systems. Macmillan
International Higher Education.
Inkinen, H., 2016. Review of empirical research on knowledge management practices and firm
performance. Journal of knowledge management.
North, K. and Kumta, G., 2018. Knowledge management: Value creation through organizational
learning. Springer.
Razmerita, L., Philips-Wren, G. and Jain, L. C., 2016. Innovations in Knowledge Management.
Online]. Berlin, Heidelberg: Springer Berlin Heidelberg. Available from: http://link.
springer. com/10.1007/978-3-662-47827-1.[Accessed: 9th May 2017].
Romiszowski, A. J., 2016. Designing instructional systems: Decision making in course planning
and curriculum design. Routledge.
Shannak, R., Maqableh, M. and Tarhini, A., 2017. The impact of knowledge management on job
performance in higher education. Journal of Enterprise Information Management.
Smith, L. C. and Wong, M. A. eds., 2016. Reference and Information Services: An Introduction:
An Introduction. ABC-CLIO.
Turel, O., 2016. Untangling the complex role of guilt in rational decisions to discontinue the use
of a hedonic Information System. European Journal of Information Systems, 25(5),
pp.432-447.
Xiaojun, Z., 2017. Knowledge Management System Use and Job Performance: A Multilevel
Contingency Model. MIS quarterly. 41(3).
Wymore, A. W., 2018. Model-based systems engineering (Vol. 3). CRC press.
Żytniewski, M., 2017. Business process oriented autopoietic knowledge management support
system design.
Online:
Aston Martin. 2020. [Online]. Available through: < https://www.astonmartin.com/en-gb>
Business performance objectives. 2020. [Online]. Available through: <
https://www.peoplegoal.co
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