MGMT 535 - Module 5 - DIKA Model - Madeline Campbell


The D-I-K-A model within my current organization could be implemented in a much cleaner and efficient fashion. For example, my management does not directly utilize D-I-K-A, however the ‘followers’ (employees) do utilize it in order to complete our work. Each new season, employees must submit their proposed travel plans to our superiors. To do so, we must gather data from historical travel, generate reports based off numbers for the current academic class and review reports for potential growth within certain areas of our assigned territories.  We then review this data, and model in into justification sheets which reflect our information of the data that is relevant to our upcoming and desired travel. Then, this information is used as either positive or negative knowledge of how well or poor our territory is growing or minimizing. We submit this knowledge to our superiors to justify why we want to do specific events and recruitment in certain areas. If our travel plans are approved, this turns directly into action, where we book our travel, schedule meetings, events, make presentations and are typically on the road for months at a time to harvest and grow our territory. This cycle of D-I-K-A happens every summer and every winter for the following season. Currently, I have my travel plans for September, October and November due on July 3rd.  Therefore, I took my reports for my travel season last fall, generated new reports to reflect current and upcoming numbers, melded to two reports for current and past data to reflect my current information. I used this information and my knowledge of my territory to create my action plan for this Fall.

Unfortunately, no organization is perfect and therefore there are flaws with management and the D-I-K-A model. I would appreciate it if my manager who approve or deny my travel would run the same reports and look at my numbers and simply went more in-depth with reviewing my travel. Unfortunately, my superior approves or denies my travel based off what she did 8 years ago when she recruited. However, numbers, systems and strategies have changed over the past 8 years and things need to be changed in how they operate. Clampitt suggests that, “Effective managers don’t blame the information itself; rather they focus on how employees manage the information: how they allocate their attention, evaluate their information choices, and exercise their judgment” (2017, p. 135). I have a handful of colleagues who travel and go to events that are not beneficial to the company, but since proper review and the D-I-K-A model is not implemented by management, this is not seen and travel is taken my employees that does not generate futuristic numbers. Clampitt continues to state that, “Effectively managing this relationship requires generating timely and accurate data that can be transformed into relevant information” (2017, p. 143). Ensuring that all employees abide by this would create more precise travel and daily work.

Within the last 4 years within my department, new programs have been implemented in order to aid in employees sticking to the D-I-K-A model for our work. However, there are a few employees who have struggled with using three different data bases for our job and easily get overwhelmed by the different reports and systems they have to offer. “Changes directly affect all employees, as well as optimize and rationalize operations; in general they also mean reengineering the organization’s operations” (Lavtar, 2013).  Khedhaouria states the following, “The improvement of innovations may require new knowledge and new routines. For instance, the development of information technology within an organization requires the creation of new technical solutions and the reuse of existing ones” (2015). There are positives, as well as negatives to the way in which our team members gather their D-I-K to implement into an action.


References

Clampitt, P. G. (2017). Communicating for managerial effectiveness: Challenges, strategies, solutions. Thousand Oaks, CA: SAGE Publications.

Khedhaouria, A., & Arshad, J. (2015). Sourcing knowledge for innovation: Knowledge reuse and creation in project teams. Journal of Knowledge Management, 19(5), 932-948. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1108/JKM-01-2015-0039

Lavtar, R. (2013). Ways and sideways of using the information and communication technology (ICT) in knowledge sharing in organizations. Lex Localis, 11(4), 871.

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