The flow of knowledge works on a sharing basis

Irrespective of a public or private sector organization, the knowledge sharing should be the basis. It is more vital in a public sector organization because the very foundation of it is knowledge intensive. Hence, there can only be good inter-departmental communication when a given organization works on a knowledge sharing basis. The knowledge in every department is circulated and shared with others in the organization. This also ensures the absence of power filled games, which malign the work environment. Certain kind of informal communication and sloppy power games are characteristic to public sector organizations.

In the present day scenario of muti-organizational tie-ups and acquisitions, knowledge sharing forms the prime basis. It is important to work on a knowledge-sharing basis and share across boundaries. As a part of any technological innovation, every stage needs to have knowledge sharing at different levels. It should be shared at local level, inter-department and intra-department, with the government for the sake of information and then back to the government. Hence, it is important to share knowledge at every step. The company benefits from it as the cooperation between its employees increases from sharing their knowledge. This can be behavioral or content based knowledge sharing.

There are various factors which affect the organizational behavior and hence the knowledge sharing in a public sector firm. The coordination between different departments and cooperation thereafter influences the subsequent knowledge sharing. The better organized the system, better coordination will be displayed and more efficient knowledge sharing would take place. This persistent emphasis on the sharing has made power games and bureaucracies dysfunctional. The red-tapism was the main barrier in the sharing of knowledge. Coordination in a public sector unit includes many features to be laid at the initiation. Depending on to what extent these systems are established in an organization, there can be a frequent flow of information. These systems can be formal procedures, memorandum, rule books, manuals or processes, to name a few. The informal system within organizations is used for any task execution, which needs knowledge sharing as the basic step.

Public sector institutions can range from schools to government offices to authority boards. Thus, different sector offices practice varied levels of interest from the masses. The more an organization is accessed by the masses, the more responsible it is held for an accurate and honest knowledge sharing. Some state enterprises work entirely on knowledge sharing basis and that is what their business is. Take, for example, the postal services. Irrespective of the place and time, they are supposed to work on a knowledge sharing basis. Even the intra department associates cannot work without this constant flow of information. For this purpose, there are different design principles on which an organizational structure is formed and its behavior is studied.

Public sector organization is different in its formation and design from the private sector hence the flow of knowledge and sharing is different in this. Much of the information is obscure in public sector and the knowledge sharing is hampered because of a hierarchical flow of information. Though it's changing with time and place, and the knowledge sharing is becoming the prime focus of all and sundry. Also, in public sector the information flow is hampered with the bureaucracy and the lobbyists opposing the open flow of constant information and sharing it with other departments. Thus, if taken into effect, this will reduce the competency of the organization and hamper the knowledge flow. Knowledge sharing forms the prime basis in public sector organizations and goes beyond the boundaries of one office. There's constant need of sharing from the local, regional and national offices.

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