Ondari Okemwa (2006) Point out that the real principle of
knowledge management bears a lot of advantages particularly in the quality of
the delivery of government services in Kenya, However because of the country’s
inflexible operations and bureaucratic system, simply the hindrance spotted to assimilate
knowledge management to the Kenyan public service, for them to be able to have
a better output.
1. Introduction
Basically knowledge management is one of the
country’s best tools and suit to be “a fundamental source of
wealth creation, supplementing industrial capital and land”. Giving out knowledge in organizations or a
group is one of the primary functions in the programmes (The World Bank, 2001).
Apparently knowledge management on the other hand has not yet take on to Kenyan
government because of the country’s inflexible operations and bureaucratic
system (Ondari-Okemwa, 2006). Even having some barrier, the good services
of government will be enhance if civil servants accept knowledge management practices
that are tightly put together into service delivery actions.
2.
Factors affecting the implementation of knowledge
management
In
the event that knowledge management cannot make a way into the Kenyan
government some factors are considered and that is their Bureaucratic
system, “Bureaucracy define as
management or administration marked by hierarchical authority among numerous offices
and by fixed procedures. Bureaucracy is mostly associated with civil service
and civil servants. Civil servants in all civil services are known to stick to
procedures and rules, and cannot perform outside of their defined duties” (Sinofsky,
2005). Civil servants in Kenya guarded of their thinking that by gathering knowledge, they develop their
importance and competitiveness (Ondari-Okemwa, 2006). Therefore civil servants
are cautious in sharing of knowledge and not aggravated in producing information.
3.
Integrating
knowledge management in the civil service of Kenya
The fact that knowledge management successfully put
together to the public service operations, possibly there is really great
satisfaction as far as delivery of services is concerned.
According to Wiig (2002) that knowledge management could
make a significant contribution to rendering a country’s public administration
more effective. He specifically identifies the following areas where KM can
play a role:
• Enhancing
decision-making within the public service
• Aiding members of
the public to participate effectively in public decision-making
• Building
competitive societal intellectual capabilities and
• Developing a
knowledge competitive workforce.
4.
Conclusion
In any form of services delivery particularly in the
government of Kenya, there should be a room for improvement as far as quality
and efficiency of services is concerned. And the knowledge management should be
espousing to cover those things, and to make possible of the implementation of
knowledge management, Kenyan civil servants should accept this plan for the
good of their ends.
References
Ondari-Okemwa, E. 2006. An investigation
into the practices, procedures, and challenges of knowledge management in
government owned organizations in Kenya. Unpublished PhD. thesis,
University of Cape Town, South Africa.
World Bank. 2001. Working on administrative
and civil service reform. [Online]: http://www1.worldbank.org/prem/acr/ad.html.Accessed
21 March 2007.
Sinofsky, S. 2005. Steven Sinofsky’s
Microsoft Tech Talk. Bureaucracy, threat or menace? Either, both or neither? Or
it depends! [Online]: http://blogs.msdn.com/techtalk/archive/2005/10/05/477633.aspx.
Accessed 08 June 2007.
Wiig, K.M. 2002. Knowledge
management in public administration. Journal of Knowledge Management,
6(3):224-239.
