Knowledge Mangement. Batch 1

7/28/2019 Knowledge Mangement. Batch 1

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Knowledgesystems &

management.


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management

GROUPMEMBERSAnusuya.S

Aruna.V.C

Bavithran.S

Jayesh.G

Karthick.G


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CONTENTS

Introduction

Drivers and approaches to knowledge management

Knowledge management system life cycle

Managing Knowledge workers

Knowledge Audit

Knowledge management practices in organizations


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Data, Information & Knowledge

DATA INFORMATION KNOWLEDGE

Definition Raw facts, figuresand records

contained in a

system.

Data placed intoa form that is

accessible, timely

and accurate.

Information incontext to makeit insightful and

relevant forhuman action.

Reason Processing Storing /Accessing.

Insight,innovation,

improvement.
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What is Knowledge? Knowledge is a mix of framed experience, values, contextual

information and expert insight that provides a framework for

evaluating and incorporating new experience and information.

Originates and is applied in the minds of knower's.

Knowledge is information in action.


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Two types of knowledge

Explicit knowledge Formal or codified Documents: reports, policy

manuals, white papers,standard procedures

Databases

Books, magazines, journals(library)

Implicit (Tacit) knowledge Informal and uncodified

Values, perspectives & culture

Knowledge in heads

Memories of staff, suppliers and

vendors

Documented informationthat can facilitate action.

Know-how & learningembedded within the minds of

people.

Knowledge informs decisions and actions.


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What is Knowledge Management?

Knowledge management (KM) is a process that helps

organizations identify, select, organize, disseminate, and transfer

important information and expertise that are part of the

organizations memory. Structuring of knowledge enables

effective and efficient problem solving

dynamic learning

strategic planning

decision making.


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Knowledge management initiatives focus on identifying knowledge how it can be shared in a formal manner leveraging its value through reuse.

Knowledge management can promote organizational learning help solve problems

What is Knowledge Management?


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KM is different from a KMS

KM is whole ball of wax (people, technology, processes, learning,business)KMS is a knowledge management system that makes it happenKMS is comprised of four components

Content management applicationsExpertise locator applicationsCollaborationPortal

All tightly integrated


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Why KM?


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Why KM?


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Why is KM important?

Companies can...

Sustain knowledge regarding their products and services

Encouraging innovation and ideas Creating better business decisions

Expedite projects due to less wait time of information


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In the Business World KM is becoming a big deal in industry.

KM involves collaboration, organizational learning, bestpractices, workflow, document management, customer

focus and using data meaningfully [data mining].

KM requires understanding the soft skills necessary to

work with people.


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What are organizations doing?

1. Knowledge capture and acquisition

E.g., environmental scanning.

2. Developing strategies for implicit K sharing:

E.g., CoPs, virtual teams, list of experts & mentoring.

3. Using technologies to store, analyze & distribute explicitK.

Corporate portals, business K base, process controlinventories, CRM.


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Technology Components of a KM

Solution Portals

Websites

Search Engines

Shared Drives

Specialty Knowledge Applications

Share Point

FAQ and Lessons Learned

Online survey tool


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KM is here to stayKNOWLEDGE IS LIKE LIGHT. Weightless and intangible, itcan easily travel the world, enlightening the lives of

people everywhere. Yet billions of people still live in

poverty unnecessarily. Knowledge about how to treatsuch a simple ailment as diarrhea has existed for

centuries but millions of children continue to die from

it because their parents do not know how to save

them.

.


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Knowledge management Drivers

The Primary Driver:

Improve profits & increase revenue streams.

The Secondary Drivers include:

Employee retention Increased customer satisfaction


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Classifications Of Drivers ToKnowledge Management

1. Knowledge based Drivers

2. Technology drivers

3. Intra-organizational Drivers

4. Human resource drivers

5. Process Drivers

6. Economic Drivers


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1.Knowledge based Drivers

Organizations are faced with issues arising from lack of a proper

& organized distribution system

Even though lot of facts about an organization may be

documented much of its experience resides with their employees.

The largest part of organizations ability is not in its intellect, but its

human intelligence


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Knowledge management initiatives support active & completetransfer of knowledge from successful projects to new ones .

It reduces the extent of wasteful expenditure in solving problemsthat might have already been solved.

Knowledge will be of little value if it cannot be found when it isneeded.

Contd .


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2.Technology drivers

Individuals & organizations communicate ,store & exchange data ata lower cost & higher speed.

Computers has contributed to the high volumes of information to

individuals.

Movement from information age to knowledge age have made theorganizations to realize the importance of its employees & art

increasing the reliance on people.

Information can be moved across locations electronically.


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3.Intra-organisational Drivers

Organizational Structure & Culture has to undertake dramaticchanges to meet the effective requirements of KM.

Uncertainties exist in new product & service development areasleads to complex situations.

Companies depend on the project centered teams for the purposeof bringing together the best of their talent & expertise

Strategic Innovation begins with the org recognition of positioninggaps & subsequent methods to plug them.


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4.Human resource drivers

HR drivers of KM include the need for improved knowledgetransfer, sharing & creation in cross functional teams of

knowledge workers.

To deal with complex & changing expectations.

Need to prevent loss of knowledge as teams are put together &reestablished.

To respond to competitive challenges ,an org has to expand its

horizon & look beyond traditional boundaries & functional areas.


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Knowledge Management

Approaches Mechanistic Approach

Cultural Approach

Systematic Approach

Core Competencies approach


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1.Mechanistic Approach

It is characterized by the application of technology &resources to do more.

Better user friendliness of information.

Improved methods of access

Reuse of documents.

Amazing technology that makes knowledge sharing possible.

This kind of approach is easy to implement for corporatepolitical" reasons ,because the technologies & techniquesare familiar & easily understood.


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2.Cultural Approach

Cultural view knowledgeproblem as a management issue. Technology though essential for managing explicit knowledge

resources is not the solution.

Tend to focus more on innovation & creativity.

Assumptions of Cultural Approach often include.

Organizational behaviors &culture can be changed but traditional

technology & methods of attempting to solve the "knowledge

problem" have reached their limits of effectiveness.


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3.Systematic Approaches

Km involves using systematic approaches to distribute

information & knowledge to the right people at the right time

to generate value.

A Km initiative combines processess,technologies & people to

identify, capture & share best practices & collective

knowledge that help organizations in accomplish their goals.

A KM system involves depiction ,organisation, getting hold of

creation, practice & growth of knowledge in its many forms ,&

the reproduction, analysis & design of technical systems for

supporting all aspects of knowledge management.


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4.Core Competencies approach

People use the terms capability & competency interchangeably.

Core Performance Capabilities(CPC)---- are the mechanisms by which

core knowledge competencies are turned into products & services.

CPC are processes that enable a company to deliver high quality

products & services with speed, efficiency & effective customer service.

Competency based organizations tend to have long term view pointbecause competencies take time to build.

investment & strategies more on strengthening competencies over time

than on immediate fiscal gain.

A core competency approach has a spot light on developing humancapital.


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Obstacles to KM

Prevailing Corporate culture.

Resistance to information

Knowledge sharing. High Cost.


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KNOWLEDGE

MANAGEMENT

SYSTEMS LIFE

CYCLE


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Evaluate existing

Infrastructure

Form the KM

Team

Knowledge

Capture

Design KM

Blueprint

Implement the

KM System

Verify & Validate

KM System

Manage change &

Reward Structure

Post SystemEvaluation

Corrections

KMSLC


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1.Evaluate existingInfrastructure

Identifying and evaluating the current

knowledge environment.

This stage also focus on,

a. System Justification


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b. The Scope Factor

c. The Feasibility Question


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Team success depends on a

number of factors:

1.Ability of the team member

2.Team size.

3.Complexity of the project.

4.Leadership &team motivation.

5.Not Promising more than

can be realistically delivered.

2.Form the KM Team


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Types of knowledge:

Explicit

Tacit

Knowledge developers capture knowledge from experts in

order to build the knowledge base.

3.Knowledge Capture


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4.Design the Blueprint

The KM blueprint addresses several issues:Finalize scope of proposed KM system

Decide on required system components.

Develop the key layers of the KMThe key layers are as follows:

a. User interface.

b. Authentication/security layer.

c. Filtering.d. Application layer.

e. internet layer.

f. Physical layer.

g. Repositories.


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5.Test the KM System

This involves 2 steps

Verification procedure:

Ensures that the system

has the right functions.

Validation procedure:

Ensures that the system

has the right output.


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6.Implement the KM System

ConvertConverting a new KM system into actual operation

includes conversion of data or files

also includes user training

Quality assurance is important

7 M Ch & R d


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7.Manage Change & RewardStructure

Goal is to minimize resistance to change

The resistors are,

Experts

Regular employees (users)

Troublemakers

Narrow minded

Resistance is displayed via

1. Projection2. Avoidance

3. Aggression


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Knowledge workers

Knowledge workers are employees who have a deep

background in education and experience and are consideredpeople who "think for a living." (Cooper, 2006).

They include doctors, lawyers, teachers, financial analysts

and architects.

They sometimes are called as Gold Collars"


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Cont.

a. A knowledge worker is a person who changes business

and personal know-how into knowledge.

b. Knowledge workers spend 38% of their time searching

for information.

c. A knowledge worker can be accepted as a product of

values, experience process and training.


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Types of knowledge workerThere are two basic types:

a. Core knowledge worker .

Core knowledge workers are those in specific knowledge

management roles.Ex: Chief Information Officers, Knowledge Managers,

Knowledge Analysts, etc .

b. Everyone else.

Constitutes all the other knowledge workers.

Ex: Doctors, Nurses, Managers etc


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KNOWLEDGE AUDIT


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WHAT IS A KNOWLEDGE AUDIT

The knowledge audit is the all important first majorphase or step of a knowledge management initiative, and is

used to provide a sound investigation into the company or

organization's knowledge.

The audit is a fact-finding, analysis,

interpretation, and reporting activity which includes a

study of the company's information and knowledge

policies, its knowledge structure and knowledge flow.

Benefits of knowledge audit


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Benefits of knowledge audit

a. It helps the organization visibly what knowledge is describe

to support overall organizational goals and individual goals.

b. It would provide accurate identification, quantification,

measurement and assessment of the sum total of tacit andexplicit knowledge in the organization

c. It provides a map of what kind of knowledge exists in the

organization and where it exists illuminating both gap and

perception.


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THANK YOU

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