Knowledge management
Knowledge management
Today, there are ever-increasing quantities of information to be gathered and processed. This is a challenge which frequently leads to uncertainty rather than being seen as an opportunity. Systematic knowledge management offers useful support in such situations. If the achievement of strategic aims is involved, such as equal treatment of women and men, information must be prepared in a targeted way. Bundling and concentration of knowledge make it easier to achieve strategic aims.
Knowledge and learning are important resources for organizations. They are at their disposal as a resource in the form of explicit and implicit knowledge only as long as the people in possession of them belong to the organization. Knowledge is thus a valuable resource, insofar as its creation in the form of training and expansion training is costly or develops implicitly over time in the course of interaction between members of staff. The importance of knowledge and learning is moreover growing in view of globalization processes and the associated shift towards a post-industrial knowledge society. Organizations have the job of obtaining, retaining and developing the human resource knowledge in individual members of staff. But knowledge must be made available to the organization as a whole and protected as far as possible against loss by, for instance, avoiding the staff member’s leaving the organization. What can frequently be achieved by means of knowledge management is therefore that knowledge is available to the organization independently of particular persons.
Gender Mainstreaming in knowledge management means on the one hand that explicit and implicit knowledge of all staff members can be integrated into the work process and that gender stereotypes do not mean for example that the potential of female members of staff is not used; on the other hand, it means that all members of staff take gender aspects into account within the scope of their own duties in all specialist facets and continually over time. Knowledge management is thus intended to enable the networking of gender aspects irrespective of proximity in terms of place or time.
The implementation of Gender Mainstreaming (GM) thus requires that members of staff can acquire subject-specific gender knowledge, for instance within the framework of qualification measures. It is equally necessary to guarantee permanent access to data and information that are differentiated in terms of gender and thereby to enable the generation of further gender knowledge in an organization. In many policy fields and subject areas gender knowledge already exists that people and organizations have not yet absorbed. GM therefore requires a system of knowledge and information management, by means of which the way the resource knowledge is consciously dealt with and deployed in a targeted way in the organization can be steered. Using knowledge management in a public administrative organization thus makes it possible to make gender aspects accessible without huge obstacles to members of staff who have themselves recognized them, but they lie within the sphere of responsibility of other members of staff. Whether and to what extent this task is solved will be a deciding factor in the extent of the success of the long-term implementation of GM. The task therefore exists of making gender knowledge usable in organizations by means of top-down steering and bottom-up processes.
Knowledge and learning are important resources for organizations. They are at their disposal as a resource in the form of explicit and implicit knowledge only as long as the people in possession of them belong to the organization. Knowledge is thus a valuable resource, insofar as its creation in the form of training and expansion training is costly or develops implicitly over time in the course of interaction between members of staff. The importance of knowledge and learning is moreover growing in view of globalization processes and the associated shift towards a post-industrial knowledge society. Organizations have the job of obtaining, retaining and developing the human resource knowledge in individual members of staff. But knowledge must be made available to the organization as a whole and protected as far as possible against loss by, for instance, avoiding the staff member’s leaving the organization. What can frequently be achieved by means of knowledge management is therefore that knowledge is available to the organization independently of particular persons.
Gender Mainstreaming in knowledge management means on the one hand that explicit and implicit knowledge of all staff members can be integrated into the work process and that gender stereotypes do not mean for example that the potential of female members of staff is not used; on the other hand, it means that all members of staff take gender aspects into account within the scope of their own duties in all specialist facets and continually over time. Knowledge management is thus intended to enable the networking of gender aspects irrespective of proximity in terms of place or time.
The implementation of Gender Mainstreaming (GM) thus requires that members of staff can acquire subject-specific gender knowledge, for instance within the framework of qualification measures. It is equally necessary to guarantee permanent access to data and information that are differentiated in terms of gender and thereby to enable the generation of further gender knowledge in an organization. In many policy fields and subject areas gender knowledge already exists that people and organizations have not yet absorbed. GM therefore requires a system of knowledge and information management, by means of which the way the resource knowledge is consciously dealt with and deployed in a targeted way in the organization can be steered. Using knowledge management in a public administrative organization thus makes it possible to make gender aspects accessible without huge obstacles to members of staff who have themselves recognized them, but they lie within the sphere of responsibility of other members of staff. Whether and to what extent this task is solved will be a deciding factor in the extent of the success of the long-term implementation of GM. The task therefore exists of making gender knowledge usable in organizations by means of top-down steering and bottom-up processes.
Literature and links:
- Andresen, Sünne/Dölling, Irene: Geschlechter-Wissen in Organisationen: Einblicke in die Deutungsmuster leitender Fachbeamter einer Berliner Kommunalverwaltung, in: Edeling, Thomas/Jann, Werner/Wagner, Dieter (Hg.): Wissensmanagement in Politik und Verwaltung, Wiesbaden 2004, S. 89-110.
- Edeling, Thomas/ Jann, Werner/Wagner, Dieter (Hg.):Wissensmanagement in Politik und Verwaltung, VS Verlag für Sozialwissenschaften, Wiesbaden 2004.
- Fachtagung des CIWM/wissenstransform an der Georg-August-Universität Göttingen: „Wissensmanagement in gleichstellungsorientierten Netzwerken“, Tagung für Wissenschaft und Praxis, 3.-5. März 2005. http://www.wissenstransform.de/
- Hauffe, Ulrike: „Vom Wissen zur Macht – Frauen-Wissen, Männer-Wissen“. Beitrag auf dem Ver.di-Kongress „Wissen ist was wert“ 12./13. Februar 2003 in Bremen. Link: http://www.wissen-ist-was-wert.de/vortraege/werkstatt1_hauffe.pdf
- Lenk, Klaus/Wengelowski, Peter: Wissensmanagement für das Verwaltungshandeln, in: Edeling, Thomas/Jann, Werner/Wagner, Dieter (Hg.): Wissensmanagement in Politik und Verwaltung, Wiesbaden 2004, S. 147-165.
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