Knowledge Management Role Play Essay Example

are not currently in stock, the Production Manager can submit a request through the system, alerting the Purchase Manager. Similarly, the Sales Manager can see the current production level, while the Production Manager can be informed of the number of orders received. This improved information sharing also benefits customer service, as it has been reported that Oakland receives hundreds of customer calls each day. Additionally, an Enterprise Resource Planning System can serve as an effective Customer Relationship Management system as well.

The client relation detail can be saved for future reference, when a client calls-up, the system automatically shares the client history with the client service manager. It shall enable the manager to effectively service the client. Thus, we can say that, Oakland is an organization where members of the working group have different set of beliefs and priorities, courtesy their diverging experience and differing backgrounds. While this variety of view has helped organization grow over the years and each individual’s expertise has helped Oakland achieve competitive advantage in the industry. It is to realize, that these differing perception are hurting the profitability of the organization. When managers fail to consider the bigger picture and focus too much on their respective role that comes with compromise in quality of the product and profitability of the business. It is for every member of the working group to understand that the contribution of the others is equally valuable and important for functionality of Oakland on whole.

Social Issues

The main social issues faced by the Oakland organization if they implement an Enterprise Resource Planning System are the need for extensive training for existing staff and

concerns from certain employees, such as the Production Scheduler, that the introduction of the system will lead to job losses. These fears should be addressed promptly. Different positions within the organization hold valuable information that they perceive to be crucial for their importance in the company. There is a need for a cultural shift, where all employees understand that the information they possess belongs to the organization and should be used for its benefit rather than for personal gain. For example, the Purchase Manager and Production Scheduler take advantage of their technical knowledge and knowledge of inventory within the organization.

They express their influence over the organization and would feel threatened by the introduction of a knowledge sharing culture resulting from implementing an Enterprise Resource Planning System. Trust issues are also present within the organization, with frequent misstatements of order and inventory levels in order to have orders ready on time. Additionally, a focus on profitability has led to production being prioritized in larger batches ahead of smaller ones, which in turn lowers customer satisfaction. Ultimately, this approach is not benefiting Oakland and is instead negatively impacting profitability. A change in sentiment and culture is necessary for knowledge sharing and management at Oakland.

Again, it is crucial for members of the working group to understand that the organization must function as a cohesive unit. The performance of individual departments has no significance if it negatively impacts the company's overall financial performance.

Organizational Issues

The main issue facing the organization is that it is barely breaking even and struggling with high debt due to a management buy-out. Additionally, its profit levels are low. The finance head is hesitant to make

any further investments because it would only worsen the company's financial situation. On the other hand, the Chief Designer is enthusiastic about introducing innovative technology to give the organization a competitive edge in the industry.

The implementation of these initiatives will also expand and diversify the product ranges. The finance head is also in support of these initiatives, believing that it would be excessive to invest any more capital expenditure at this time. The company's profitability is also being affected by the lack of integrated communication systems between departments. Currently, there are no established channels for formal communication, resulting in limited information and knowledge sharing between relevant departments.

The organization is currently experiencing inefficiencies in production levels, high inventory costs, and customer dissatisfaction. Motivational issues are also present. Some members of the working committee believe that implementing an Enterprise Resource Planning System would benefit them personally, such as the Information Systems Manager. However, others see it as a personal threat, particularly the Production Scheduler. It is crucial at this stage to conduct a cost-benefit analysis of implementing the ERP system. This analysis should consider the estimated implementation cost compared to the short and long-term benefits such as reduced inventory holding costs, improved production efficiency, accurate order fulfillment, and satisfied customers.

The company also faces challenges with its existing systems. Since production levels are measured in monetary terms, it is difficult to determine the exact quantity of units produced each day. The organization heavily relies on a few individuals for knowledge and information sharing, limiting its potential. Furthermore, the Chief Designers frequently change product specifications to maintain product uniqueness, causing difficulties in monitoring and control.

Updating the floor staff with

new instructions is a difficult and time-consuming task. Having an Enterprise Resource Planning System in place in Oakland will allow for the forecast of sales levels, tracking of orders and inventory levels, online procurement of materials, automated batch control, and efficient communication of specification changes from the Chief Designer to the line staff. These are the main organizational issues influencing innovation at Oakland, including the role of organizational structures and the importance of status and social KM practices in overcoming knowledge sharing barriers. The report acknowledges the potential benefits of implementing social practices to improve knowledge sharing at Oakland. However, it emphasizes that implementing OaERP is costly both financially and in terms of its impact on organizational processes.

The practical focus of ERP is often on efficiency and cost savings. However, it must also align with the short-term business goals and long-term strategic direction of the organization. ERP represents the integration of business systems, rational planning, and management control. It can be modified to increase participation and transparency. If employees only perceive immediate controllability and a loss of independence, it may hinder the creative potential of the company. Managers at Oakland must carefully consider the potential negative effects that an ERP system may have on their enterprise, which are often overlooked in theory. Unlike other IT management information systems, ERP has a significant impact on how people work within an organization.

Business intelligence systems, such as ERP systems, necessitate change in organizational structure, policies, working practices, and procedures, which can impede innovation. Additionally, the impact of ERP on other functions of the organization, such as budgeting, staff skills, and performance measurement procedures, often poses significant challenges. There

is a strong emphasis on adhering to precise routines and approved methods of operation, making it crucial to eliminate any individual unorthodox working practices for ERP to achieve effectiveness and efficiency. Employees may find themselves governed by stringent procedures on their computer screens throughout their daily activities.

It is believed that adopting an ERP system leads to a more centralized management style within an organization. However, the problem lies not in the ERP systems themselves hindering innovative capability, but rather the conservative attitude of systems administrators and IT support personnel who aim to minimize difficulties in operating these systems and thereby limit the flexibility of an Enterprise Resource Planning system. Managers must ensure that the significant investments made in implementing an ERP system are not compromised by such practices. They are responsible for the implementation of ERP and must ensure that the most flexible solutions and systems are chosen right from the start, and that this flexibility is maintained during future upgrades and enhancements (Trott, Hoecht 2004). The balance between creativity and efficiency has been crucial for managers, and the framework provided can be used as a benchmark during ERP implementation. Therefore, it can be concluded that the success of an ERP system depends on accepting, allowing, and fostering creativity and dynamic information exchange (Muthusamy, Palanisamy, McDonald 2007).

Managers should be aware that vendors' sales teams sometimes set unrealistic expectations for buyers in order to secure profitable contracts. After the system is implemented, managers must address the gap between these expectations and reality. This is a common issue with ERP systems, but it is particularly important for Oakland to have in-house system administrators. These administrators can assess

the effectiveness of the ERP system on business procedures specific to Oakland.

In order to overcome barriers to knowledge sharing, technical knowledge management practices can be used. The manufacturing plan keeps records of units produced for each item by shift, which can be aggregated to the product group and year.

Procedures to streamline production workflow are to be streamlined such that production schedule, raw materials, and inventory can be managed. The marketing department, with the support of the finance and production departments, maintains profit and loss statements, by item and by group. Data recording procedures are to be standardized such that all production units, all sales, expenses, and other costs are recorded in the system. The system will automatically generate accurate profit and loss statements and other financials, reducing the excess responsibility of the marketing department. Existing data in several formats needs to be converted into a homogeneous form before it is entered in the ERP system. This data is also required to be analyzed depending on its source or origin (Rajeev, Yetton 2007). The ERP system requires vigorous testing before it is implemented so that any problems that might arise once the system is implemented are highlighted beforehand.

During the testing phase, any issues or problems that arise are brought to light and addressed. Furthermore, any requested customizations from the business are also taken care of. The finance department handles employee data for payroll purposes while the human resource department manages it for record keeping. By consolidating this data across the organization, each department gains a better understanding of employees' skills and performance levels within their respective departments. In today's era of Customer Relationship Management, where organizations

differentiate themselves through exceptional customer service, it is imperative to consolidate data on marketing and sales activities. An ERP system can streamline order fulfillment by providing a software roadmap for automating various steps involved in processing customer orders.

When a customer service representative enters a customer order into an ERP system, they are able to access all the necessary information for completing the order. This includes the customer's credit rating and order history from the finance module, the company's inventory levels from the warehouse module, and the shipping schedule from the distribution or logistics module. By having this information, it ensures that high-quality products are efficiently delivered. Additionally, it enables effective management of customer relationships (Murray 2007).

Bibliography

1. ERP Resource Center. 2006. Retrieved on June 1, 2007 from: http://www.cio.com/research/erp/edit/erpbasics.html
2. Rajeev, S., Yetton, P. 2007. The Contingent Effects of Training, Technical Complexity and Task Interdependence On Successful Information Systems Implementation. MIS Quarterly; Jun2007, Vol.

31 Issue 2, p219-238, 20p

Journal of Services Research; Spec. Issue, p66-92, 28p

The publication date of the article is December 2004 and it is from Volume 8, Issue 4. It can be found on pages 381 to 398 and is 18 pages long.