Assessment Report: Managing Communications, Knowledge and Information

This report comprehensively analyzes the critical aspects of managing communications, knowledge, and information within an organization, specifically focusing on a marketing agency, Karmarama. It explores the range of decisions required, the information and knowledge necessary for effective decision-making, and the assessment of both internal and external information sources. The report then delves into strategies for expanding personal networks to enhance stakeholder involvement in decision-making processes, including stakeholder identification and relationship building. Furthermore, it examines existing communication processes, proposes improvements, and outlines strategies for integrating communication systems. Finally, the report addresses the improvement of information and knowledge systems, covering collection, formatting, storage, and dissemination. The report emphasizes the importance of accurate and reliable information, the role of stakeholders, and the use of technology to improve communication and efficiency. The conclusion summarizes the key findings and reinforces the importance of effective communication and information management for organizational success.

MANAGING COMMUNICATIONS,
KNOWLEDGE AND INFORMATION

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1 ASSESSMENT OF INFORMATION AND KNOWLEDGE NEEDS............................1
1.1 The range of decisions to be taken...................................................................................1
1.2 The information and knowledge needed to ensure effective decision taking..................2
1.3 Assessment of internal and external sources of information and understanding.............3
1.4 Justify Recommendations for improvement.....................................................................4
TASK 2 CREATION OF STRATEGIES TO INCREASE PERSONAL NETWORK TO
WIDEN INVOLVEMENT IN DECISION-MAKING PROCESS.................................................5
2.1 Identify stakeholders for a decision-making process.......................................................5
2.2 Developing and making business relationships with those identified stakeholders.........6
2.3 Involving those identified in decision making as appropriate..........................................6
2.4 Strategies for improvement..............................................................................................7
TASK 3 DEVELOPING COMMUNICATION PROCESSES.......................................................9
3.1 Existing process of communication in the organisation...................................................9
3.2 Ways to improve appropriateness....................................................................................9
3.3 Implementation of improvements to ensure greater integration of systems of
communication.....................................................................................................................11
3.4 Personal plan for improvement of Communication Skills.............................................12
TASK 4 IMPROVEMENT SYSTEMS RELATING TO INFORMATION AND KNOWLEDGE
........................................................................................................................................................12
4.1 Existing approaches to the collection, formatting, storage and dissemination of
information and knowledge..................................................................................................12
4.2 Appropriate changes to improve the ccollection, formatting, storage and dissemination of
information and knowledge..................................................................................................13
4.3 Improve access to systems of information and knowledge through strategy.................13
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................15

INTRODUCTION
Decision-making process requires proper information and knowledge of the industry so
that better aspects can be covered. There is a range of decisions that has to be taken by the
organisation during taking any judgement with the purpose of achieving desired objectives.
Internal and External sources of information are there in the industry, so, managers must ensure
about such values so that company can grow well. External sources of information like
governmental are more reliable as compared to internal ones. Information and knowledge
acquired must be accurate and relevant to the company. Stakeholders have to be considered in
decision-making process, and business should have good customer relationship with them.
Organisation should have personalised plan to communicate and accomplish objectives.
Evaluating the current communication process before implementing or formulating a new
one is also significant to consider by management. There should be appropriate approaches
followed for collecting, formatting, storing or spreading a useful information or knowledge
within the organisation. Karmarama is a leading creative British advertising agency located in
London. Such agency is involved in marketing the products or services of different kinds of
organization. In this, report will describe the decisions that a marketing agency needs to
undertake. Besides this, it will also shed light on the strategies that can be undertaken to manage
a team. It will also describe the communication process that needs to be employed by marketing
agency. Report will also help in understanding the approaches that can be used for the collection,
formatting and dissemination of information.
TASK 1 ASSESSMENT OF INFORMATION AND KNOWLEDGE NEEDS
1.1 The range of decisions to be taken.
Decision-making process is universal procedure followed by every organisation, whether
it is planning process, organising, staffing, directing and controlling. It is a process of making
choices between courses of action, with the purpose to accomplish desired objectives. There are
different sources to acquire knowledge internal and external, formal and informal, team workers,
consumers and other stakeholders. To assess any kind of information, knowledge is required for
it.
Tactic knowledge is a kind of socialization, informal relations with co-workers is
important for this type of knowledge (Singh, 2007). Management of Karmarama should work
upon means of communication for their employees so that tactic knowledge can be 'traded' to
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improve interaction skills. It is also a source of competitive advantage for organisation which
also creates a positive environment within organisation.
Explicit cognition is formal and hierarchical knowledge-management which includes
diverse values like coding, collection, spread throughout. This process is not present at every
segment of organisation. Such formal system exists only at possible places. It has blueprints,
formulated layouts, in form of documents, databases or policy documentation (Bloom, Garicano,
Sadun and Van Reenen, 2014). Explicit knowledge is articulated, referenced and shared within
Karmarama in formal way. Formal detail is stored and can be transmitted easily for sustainable
development.
The words, explicit and tacit are misunderstood by people as 'inclusive', but, it is
'instructive'. Explicit is part of tacit knowledge, it can't be possessed itself. While tacit knowledge
is actually what and how much to be included. Explicit is a kind of exhaustive list of processes to
be followed. Stakeholders have intended interests in the organisation and have capability to
influence organisation's abilities and maintain the feasibility of the services and products
delivered.
1.2 The information and knowledge needed to ensure effective decision taking
Business world changes very rapidly, it is important for an organisation to collect
relevant and accurate information from industry to make good decisions. Karmarama must know
everything about the rivals’ firms so that better decisions can be taken into account. Information
and Knowledge is crucial to attain the organisational objectives. Detail should be useful, reliable,
relevant and collected from trusted sources otherwise manger will fail to achieve the goal.
Sources could be internal and external, indirect source or through media from stakeholders or
other useful contacts.
In the highly competitive environment it is very important for the organizations that to
have sufficient information so that they can make sound decisions and can enhance profitability
of their business. Details can be related with operational efficiency, political condition,
technologies so that companies can make effective strategies and can make effective control over
their cost.
Data could be collected from internal or external sources, gathering content from internal
sources is much easier for the company (Kagaari, Munene, and Ntayi, 2010). There are ethical
issues regarding the information and knowledge to be collected. It is necessary to have better
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strategies reference for data collection. Strategically, while taking decisions or trusting any detail
it is to be assured that the information is gathered from authentic sources. Even if scientific
information is effectively available then the support can be offered to the decision-making
process. If insufficient data is obtained judgements should be made on precautionary principle.
Planning, recording, tackling HR plays vital role in decision-making process, because the
information generated from sources help in measuring the organisational performance.
Lacking effective information design would cause the company to make less optimal
decision and lesser utilization of information and knowledge (Knowledge Sharing, 2017). This
can be the outcome of lack of analysis so management of Karmarama need to ensure about the
requirements in context to information system and designing of process. Such pitfalls in data
collection should be avoided by consciously selecting details and cognition medium.
1.3 Assessment of internal and external sources of information and understanding
Collecting correct data and selecting appropriate medium is important task in decision-
making. The details collected within the organisation is considered as internal information.
Internal sources are financial, personnel, sales, purchase departments. Financial records are
based on financial data regarding the profits and losses of Karmarama, the rates of interests,
taxes paid as business. Personnel detail is freely available to each employee in the organisation
as per the industrial standards. Productivity rates of workforce, bonuses paid, increments and
health and safety reasons (to be updated time to time), are all part of personnel details (Internal
and External Sources of Information, 2017).
Sales details are based upon the products and services offered by Karmarama. Data needs
to be presented in front of financial controllers of the company in order to ensure that costs are
less than sales price. For instance, cost of certain product or service is not appropriate, then
information must be passed on to authorised marketing officials so that it can be decided that it
should be launched or not. Furthermore, feedbacks from sales team also mare internal sources
because their feedback can help in analysing the real situation of the entity. BY this way cited
firm will be able to make necessary changes so that it can meet with the expectation of
consumers and can serve them best. Financial documents are another internal source that can
assist in identifying the loop fall in the operations. By this way cited firm will be able to improve
its efficiency by making modifications in its working practices.
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External sources can be classified as government, trade groups, or from research findings.
Information obtained from governmental sources are always more reliable which assist in
meeting key goals and objectives. Karmarama needs legal details from government to run their
business successfully. Trade groups are the group of businesses that are operating within the
same industry. For example, management company is part of management trade association.
Commercial data are also reliable external sources, where the organisation uses material
from the related firms in the industry. For instance, management group may use detail about new
innovations in automated technological changes. Another example can be that a game
developing company can make decision on number of hardware units sold. Research might help
in increasing the turnover, the key point in this type of information is that it has to be reliable and
accurate.
1.4 Justify Recommendations for improvement
Use of Information technology systems are required to make the communications better.
Because the managers are confident about their businesses but lacks managing their own staff
and represent them. More than 50 percent companies don't give proper interaction training to
their staff (What you can do to improve managers’ communication skills, 2017.). Many times,
the company fails to communicate the strategy and goals. To improve the management
interaction within Karmarama, have to integrate tools. These can be data protocol and voice
networks which allows to have effective interaction within organisation.
Simplified and fast communication helps the management in cost cutting and improving
the trade. It will lead to competitive advantage for the company leading to Karmarama growth.
For example, video conferencing can be used by managers to hold meeting with the employees.
Technology can be used to assign tasks and controlling the performances of employees using
electronic mails.
Technologies play significant role in improving communication and give satisfactory
results. Company can develop their own websites, and a feedback option available on it will let
the organization know which areas to improve and up-to what extent. It means customer
feedbacks on the web portal is beneficial for Karmarama. Effective and reduced costs is also one
of the benefit of including IT in the business processes. Company doesn't require spending much
time on communicating with its employees.
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Communication can be centralised by creating data centre for staff queries and get data
on time. Instant messaging and emails are used to communicate and make the flow of detail easy.
Also, organisation can set up a network for sharing of information’s at workplace, it saves time
and money. Business doesn't have to buy individual equipment’s for each employee.
Conclusion: By summing up this task, it has been concluded that manager of Karmarama has to
take several decisions for ensuring smooth functioning of operations. Besides this, it can be
inferred that for effectual decision manager requires information about competitors.
TASK 2 CREATION OF STRATEGIES TO INCREASE PERSONAL
NETWORK TO WIDEN INVOLVEMENT IN DECISION-MAKING
PROCESS
2.1 Identify stakeholders for a decision-making process.
Stakeholders' participation is widely accepted within organisation considering their
interest so that overall performance can be advanced. Participants have both involvement and
contribution in the company which is needed at every step of decision-making process. Statutory
persons should be purely referred to in administrative terms only (Bloom, Garicano, Sadun, and
Van Reenen, 2014). It should be considered that all the related persons are affected to what level,
and organisation has what kind of responsibilities towards them. Stakeholders can be employee
group, parent or subsidiary associations or neighbour groups. There can be number of
participants for an entity. It's a benefit Karmarama in involving the important persons in
decision-making process, sometimes they have unique insights. It will build trust in them and
attract them towards the organisation and lead to consensus in the project from the stakeholders.
Involvement will bring transparency between the participants and company and lead to better
decision-making.
Primary stakeholders are the people or groups that immediately affect or makes effort to
organisation. Such that, their involvement in decision making process in essential. They can be
persons having political or philosophical involvement in the firm.
Secondary stakeholders are those who indirectly affect Karmarama in positive or
negative way. For instance, the domestic violence could have affirmative outcome. It is
necessary to have better consideration of emergency room for better improvement.
Key stakeholders may belong to either of the above groups or might have positive or
negative impact on the company. These are the stakeholders whose opinions are crucial for
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decision-making in the organisation (Jia, Cheng and Hale, C.L., 2017). For instance, the director
of the company may not be the key stakeholder. It is significant for line staff to have better work
efforts for continuous improvement in the company. Also, the funders, government officials,
heads of businesses who have significant impact are also key stakeholders for the organisation.
Employees, government and commercial firms are major stakeholders of the entity. If
workers are satisfied and feel happy in Karmarama then they will perform better that would
impact positive on the entity. If government makes modification in the regulations then it would
affect the operations of cited firm.
2.2 Developing and making business relationships with those identified stakeholders
Effective communication is crucial between the stakeholders and management in order to
obtain effective and useful information. Therefore, to connect and understand them is
fundamental to develop arsenal for the company.
Outlined below are some techniques to create healthy relationships with them.
 Enquire them about their duty: For most of us, our work is important part of our lives
for which we spend a huge amount of time and energy. People outside our own work area
don’t always find it as interesting as we do and so most of the stakeholders will be quite
willing to explain what they do to you. If there is unstable relationship between business
stakeholders and management. This can be a comfortable way to start a conversation and
build the relationship. In this case communication with key stakeholders, line staff might
allow to understand barriers so that overall outcome can be advanced effectively.
 Enquire them what is going wrong and how it should be fixed: Business participants
are aware of the problems that they face on daily basis (key stakeholders). Also, political
stakeholders who are involved with the business have knowledge of what is fallacious in
the operations (Lynam, De Jong, Sheil, Kusumanto, and Evans, 2007). This would help
the management of Karmarama to be aware of the solutions that are already adopted and
resulted to failure.
 Ask them the best way to communicate in the organisation: Everyone has heard that
to have successful communication the measures need to be followed. If someone is new
to the organisation then issues in regard to communication can be faced. Stakeholders
must focus on tools that develop the best communication strategy. Here, both the
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secondary and key participants are required to be involved. If they hind the idea, they
would be happy assisting in developing the plan for interaction strategy.
2.3 Involving those identified in decision making as appropriate.
Involving the stakeholders in decision-making process is key part of CSR (Corporate
social responsibility) and to reach triple bottom line (TBL). TBL is the accounting framework
which involves Social, ecological and financial. International Organisation for Standardization
(ISO) requires stakeholder involvement for each of their new standards (Merkin, and Ramadan,
2016.). Engaging them is requirement of Global reporting framework. Along with this, network-
based governance and the sustainability reporting need to be referred for effective development.
“Stakeholder engagement: a roadmap to successful engagement”, describes seven core
values for practised to gain substantive stakeholder engagement.
 Stakeholders might have decisions that are impacting their lives or essential environment
of life.
 Their participation in the process promises that their contribution will influence the
decision. Their engagement seeks input from participants in designing how they take part in the
process
Benefits for Karmarama in relation to involving the stakeholders in decision making are:
 It provides the practitioners with the opportunity to align business practices with
customers need and expectations. Also, helps to drive long term sustainability and
shareholder value.
 Their involvement is intended to assist practitioners in fully realising the advantage of
stakeholder engagement in order to:
 Compete in increasingly complex and dynamic environment.
 Bringing change towards sustainable development
2.4 Strategies for improvement.
It is essential to involve stakeholders in the decision-making process, they can share
innovative ideas that can support in the development of organization. In the age of social media,
effective stakeholder management is essential (Cornelissen, and Cornelissen, 2017.).
Below are few strategies suggested for improvement:
 Stakeholder mapping.
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◦ This strategy is beneficial and suggest Karmarama that to do stakeholder analysis in
effective manner.
◦ Internal stakeholder is also to be thoroughly understood, the staff, suppliers or
contractors (Cierva, Black and O’Reilly, 2016). Mapping the internal stakeholders
will let the management know about the effectiveness of their personnel and how they
will function.
 Influence is fundamental.
◦ Understanding the level of influences each stakeholder may help in predicting how a
particular participants may interact with the project team or others as well.
◦ The range of possible influences is vast from constructive sentiment and support
through to activism. Involvement from other community associates in the project is
also beneficial for the development.
 Identify the triggers.
◦ To avoid the complaints from stakeholders, identify triggers and measures. Every
stakeholder of Karmarama has different reactions to different project actions. When
stakeholders experience changes in business environment or their expectations that
will cause a reaction.
◦ Correlate stakeholders with potential identified triggers, such as visual amenity
impacts to their normal patterns. Estimate the impact of these reactions to the project
and strategies. Also, identify whether specific communication or alternative solution
is required so that continuous improvement can be taken into account. (Strategies for
Effective stakeholder management .2017.)
 Look for opportunities.
◦ It is important for the management to look upon the stakeholders that may cause
disruption to the project or have negative reactions.
◦ Stakeholders having affirmative reaction are equally important because they have
viewed the project favourably.
◦ Both affirmative and negative reactors are important in formulating the
communication strategy.
Conclusion: From the above task, it has been concluded that manager of Karmarama
should include all the stakeholders in decision making process. By including and satisfies the
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expectation level of stakeholders through effectual decisions firm can get the desired level of
outcome or success.
TASK 3 DEVELOPING COMMUNICATION PROCESSES
3.1 Existing process of communication in the organisation.
Communication is an integral part of the organisation's strategies. It is tool for building
the brand image for Karmarama. Today, consumers can reach the company with these interaction
tools: toll free numbers for queries or complaints and complaint sections on websites. Retail
conversation is referred to programs for better advancement. Schemes followed by the retailer is
to inform customers about their product, services and about their store (McDysan and Verizon
Business Global Llc, 2014). With an assistance of this, better outcome can be attained
effectively. Long term objective of the process being followed to build brand image and
customer loyalty. While, the short-term objective of communication process is Increase turnover
and increase sales.
There are different type of processes followed by Karmarama in UK country. Hence, the
shop should think about their future communication strategies, to make it effective two-way
process. To accomplish next level in UKretail sector use of the proper business stage and
stakeholder’s involvement is essential. Alternatively, organisation should develop online
business system (Czarniawska, 2016.). They can take their business tom the e-commerce food
chain business, this will help Karmarama to develop proper infrastructure for their business.
Due to different business circumferential, the business can serve their customers in both
offline and online ways. The entire process can be executed properly through proper
communication process. It improves the sustainability and advances the overall outcome in
desired manner. The management of Karmarama should realize the demand and trend of
business. Hence, the best way to hold up in changed state the shop needs to change their strategy
of business.
3.2 Ways to improve appropriateness.
To follow new technical terms in the organisation, communication method must be very
good for the firm. Hence, Karmarama needs to realize the effectiveness of business's state of
affairs.
 To develop business:
◦ The retail store has to buy or rent other shops to begin new outlets.
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◦ They can commence their new office or headquarter to maintain all the stores
business from there.
◦ Further, they can control their online business to sell their product range.
◦ It will help the shop to widen their business to keep a proper way to understand the
actual budget for their business.
◦ Also, shops can utilize their existing business process with all existing customer
information, stakeholders’ relation, demand, local community etc. To develop communication, business should follow these procedures:
◦ Paid impersonal: advertisement, sales promotion, websites and community building.
Advertisement includes Newspapers, Visual Media, Radio etc. Sales promotion
activities are special events, seminars or in store demonstrations (Bloom, Garicano,
Sadun, and Van Reenen, 2014.). Above mentioned are key aspects which
organisation can consider for better improvement. Websites can be the best medium
to provide all the information about the products and services offered. Community
building offers chances for customers with similar interests to learn about their
products and services. In this, customer interest involvement and share information
with others is essential.
◦ Paid personal: Retailers are primary people for providing paid personal
communication to customers. Personal selling, Email, Direct mail and M-commerce
are mostly followed ways for this type of communication. Personal selling is the face-
to-face exchange of information between customers and sales people, who satisfy
their needs. Through E-mail retailers inform their customers about their new product
range or new merchandise, receipt of order or when the order has been shipped.
◦ Unpaid Impersonal: Publicity is the form of communication process followed in this
method for accomplishment of objectives. Publicity is the act of attracting media
towards the brand and gaining visibility with the public.
◦ Paid impersonal: Word of mouth- it can be both affirmative and destructive. Social
Shopping- it is the communication strategy where buyers with the help of internet
engage themselves in shopping process by exchanging their thoughts, preferences and
ideas.
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