PRESENTED

BYVINEET LAMBAPGDRDM

BATCH-7

ROLL NO-48

ESSENCE OF KNOWLEDGE

MANAGEMENT:

The central theme of Knowledge Management is toleverage and use knowledge resources that alreadyexist in the organization so that people will seek outbest practices rather than reinvent the wheel.

Knowledge Management is a process that,systematically and continuously, transfersknowledge from individual and teams, who generatethem, to the brain of the organisation for the benefitof the entire organization.

It is the systematic, explicit and deliberate building,renewal and application of knowledge to maximizean enterprise’s knowledge-related effectiveness andreturns from its knowledge assets.

“DIKW” HIERARCHYWhere is the Life we have lost in living?

Where is the wisdom we have lost in knowledge?

Where is the knowledge we have lost in information?

T.S. Eliot, "The Rock", Faber & Faber 1934

What is KNOWLEDGE?? According to DAVENPORT AND PRUSAK,”

Knowledge is the fluid mix of framed

experience, values, contextual information,

expert insight and grounded intuition that

provides an environment of framework for

evaluating and incorporating new

experiences and information.”

TYPES OF KNOWLEDGE PROCEDURAL KNOWLEDGE

It is an understanding of how to do a task or carry out a procedure.

It is knowledge contained in the application of a procedure.

For e.g.– riding a bike, preparing food, using gadgets.

•DECLARATIVE

KNOWLEDGE: It is the one which can be explicitly described

and discussed.

It usually resides in the short term memory.

For e.g.– Electrical system of a car; If the

headlights are dim, then battery is faulty.

oSEMANTIC

KNOWLEDGE: It is the hierarchically organized knowledge of

concepts, facts and relationships among facts.

o For e.g.- House address, ATM PIN, Way to a

particular place etc….

oEPISODIC KNOWLEDGE: It is that knowledge which is organized by

temporal spatial means, not by concepts of

relations. It is highly compiled and

autobiographical and is not easy to extract or

capture.

o For e.g.-Day you met with an accident, the first

day of your college, child’s first birthday etc…..

KNOWLEDGE

MANAGEMENT SYSTEMS

LIFE CYCLE(KMSLC):

“It must be remembered that there is

nothing more difficult to plan, more doubtful

of success, nor more dangerous to manage

than a new system. For the initiator has the

enmity of all who would profit by the

preservation of the old institution and

merely lukewarm defenders in those who

gain by the new ones” - MACHIAVELLI

IMPLICATIONS FOR

KNOWLEDGE MANAGEMENT: 1. An organization considering a KM system as part of its information

systems environment must make a commitment to user education and training prior to building the system . Knowledge sharing is not that straightforward in many organizations.

2. Top management should be approached with facts about the costs and benefits of the proposed KM system.

3. If a KM system is anywhere on the organization’s horizon, human resources or the IT department should begin training knowledge developers and others who have the potential to do knowledge engineering.

4. Domain experts must be recognized and rewarded in ways that make them feel it is worth their time to cooperate.

5. For an organization to anticipate its future technology needs, it is extremely important to do long-range strategic planning. Such planning can help the firm to attain its desired outcomes. Introducing leading-edge technology such as KM systems can help the organization to achieve competitive advantage.

NONAKA’S MODEL OF KNOWLEDGE CREATION AND TRANSFORMATION

KNOWLEDGE CAPTURE

TECHNIQUES: The goal of tacit knowledge capture is to

extract problem-solving knowledge from the

human expert in order to build a KM system.

The scope of the domain should contain

common-sense knowledge ,and the resulting

KM system must be a manageable size.

Various techniques used in capturing

knowledge are:

CONTD…….

1.INTERVIEW

2.ON-SITE OBSERVATION

3.BRAINSTORMING

4.PROTOCOL ANALYSIS

5.SCENARIO

6.CONSENSUS DECISION MAKING

7.THE REPERTORY GRID

8.NOMINAL GROUP TECHNIQUE

9.DELPHI METHOD

10.CONCEPT MAPPING

KNOWLEDGE CODIFICATION

It is organizing and representing knowledge

before it is accessed by authorized personnel.

It is making institutional knowledge VISIBLE,

ACCESSIBLE AND USABLE for decision

making.

It involves conversion of “TACIT KNOWLEDGE”

into “EXPLICIT” usable form.

BENEFITS : Instruction/Training-promoting training of junior

personnel based on captured knowledge of senior employees.

Prediction- inferring the likely outcome of a given situation and flashing a proper warning or suggestion for a corrective action.

Diagnosis-addressing identifiable symptoms of specific causal factors.

Planning/Scheduling- mapping out an entire course of action before any steps are taken.

SOME CODIFICATION

TOOLS:

Knowledge Maps

Decision Tables

Decision Tree

Frames

Production Rules

Case-based Reasoning

The MYTHS OF knowledge

management:

1. KM is a fad.

2. KM and Data Warehousing are

essentially the same.

3. KM is a new concept .

4. KM is a mere technology.

5. KM is another form of reengineering.

6. KM works only within an organization.

7. It is a “NO BRAINER” to share what

you know.

CASE STUDY OF

KNOWLEDGE

MANAGEMENT

INITIATIVE AT

KM Initiative: TATA STEEL decided to embark on formal

KM initiative in the year 1999.The beginning was made in July’99 to place a knowledge management programme for the company to systematically and formally share and transfer learning concepts, best practices and other implicit knowledge.

Tata steel’s knowledge management initiative is driven by its corporate KM group which attempts to cover all possible opportunities of knowledge generation in and outside the steel works.

The primary sources being:

Day-to-day operation

Learning from failure

Papers published by employees(national

and international publications)

Task force/consultant/technical groups

Engineering Project

Knowledge sharing across the value

chain.

Phases of knowledge management

initiatives at TATA STEEL

Awareness

Process Design

System Design

Launch of KM Portal

Success Stories

KNOWLEDGE MANTHAN

Quality index introduced

KM Index introduced

Community index introduced

“ASK EXPERT” launched

Knowledge Communities formed

Security Systems introduced

Linked KM with PMS

PHASE-2

(2000-2001)

PHASE-3

(2001-2003)

PHASE-1

(1999-2000)

PHASE-4

(2004-2005)

BENEFITS OF KM:

Reduced R & D Expenditure.

Duplication of ideas reduced.

Building of knowledge culture in the

organization.

In 2005,Tata Steel won the first MAKE India

award. It has also earned a distinction among

Indian companies to be selected twice as a best

practice partner by American Productivity and

Quality Center(APQC) for its KM process.

o Reduced Costs and Revenues.

“VISION WITHOUT ACTION IS

MERELY A DREAM”.

ACTION WITHOUT VISION

JUST PASSES THE TIME.

VISION WITH ACTION CAN

CHANGE THE WORLD”.

CONCLUSION

Joel Arthur Barker

REFERENCES:

Elias M.Awad & Hassan

M.Ghaziri,(2003),”KNOWLEDGE

MANAGEMENT”.

WIKIPEDIA.