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Transcript of knowledge management
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1
Knowledge Management
BY:
Mohanad Ali Kareem
MBA
IV semester
2015
Department of Commerce and Business Administration
Acharya Nagarjuna University
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UNIT- I
LEVERAGING KNOWLEDGE:
Knowledge evolves knowledge-leveraging practices with the communities that
embody them. Knowledge-leveraging practices and communities where
practitioners think and act together to transform information and experience into
insights and insights into products, services and competencies enhance an
organizations ability to live in change and thus, to continue to deliver value in
the midst of uncertainty, paradox, complexity and the unknown. Knowledge-
leveraging practices and communities engage the fullness of our human ability
to learn, create, change. Thus, e-Knowledge adds value to knowledge-
leveraging initiatives primarily by participating as co-learner and empathic
provocateur in the journey of optimizing organizational performance.
Specific services include:
assessing an organizations knowledge base (its common sense shaping
its decisions and practices)
identifying and seeding communities that upgrade and leverage
knowledge strategic to business strategy and core competencies
creating and implementing online collaboration environments to support
communities of practice, e-learning, virtual teams;
developing database-driven solutions to complement face-to-face services
as well as administrative, fundraising, marketing and evaluative
functions;
offering the full range of Internet presence services: web hosting,
domain name registration, e-commerce, SSL certificates, Internet
marketing.
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Knowledge Management:
Knowledge management (KM) comprises a range of strategies and practices
used in an organization to identify, create, represent, distribute, and enable
adoption of insights and experiences.
Such insights and experiences comprise knowledge, either embodied in
individuals or embedded in organizations as processes or practices.
Knowledge management efforts typically focus on organizational objectives
such as improved performance, competitive advantage, innovation, the sharing
of lessons learned, integration and continuous improvement of the organization.
"Knowledge management is a discipline that promotes an integrated approach to
identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's
information assets. These assets may include databases, documents, policies,
procedures, and previously un-captured expertise and experience in individual
workers.
TYPES OF KNOWLEDGE:
Knowledge is intangible, dynamic, and difficult to measure, but without it no organization can survive.
Tacit: or unarticulated knowledge is more personal, experiential, context specific, and hard to formalize; is difficult to communicate or
share with others; and is generally in the heads of individuals and teams.
Explicit: explicit knowledge can easily be written down and codified.
Explicit Knowledge is knowledge that is consciously understood & can be articulated. In other words, knowledge the knower is aware of & can talk about.
Explicit knowledge Objective, rational, technical Policies, goals, strategies, papers, reports Codified Leaky knowledge
Tacit Knowledge is knowledge that knower is not aware about. Tacit knowledge
Subjective, cognitive, experiential learning Highly personalized Difficult to formalize Sticky knowledge
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DATA, INFORMATION & KNOWLEDGE:
Data are symbols Information are the data that are processed to be useful; provides
answers to "who", "what", "where", and "when" questions.
Knowledge is nothing but application of data and information; answers "how" questions.
Data is raw. It simply exists and has no significance beyond its existence. It can exist in any form, usable or not. It does not have meaning of itself.
In computer parlance, a spreadsheet generally starts out by holding data.
Information is data that has been given meaning by way of relational connection. This "meaning" can be useful, but does not have to be. In
computer parlance, a relational database makes information from the data
stored within it.
Knowledge is the appropriate collection of information, such that it's intent is to be useful.
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Organizational knowledge:
is a newly emerging, interdisciplinary business model that has knowledge
within the framework of an organization as its focus.
Organizational knowledge supports & coordinates the creation, transfer &
application of individual knowledge into value creation process.
Organizational knowledge is a process which helps organizations to
identify, select, organize, disseminate, and transfer important information
and expertise that are part of organizations memory.
Characteristics of Organizational knowledge:
Extraordinary leverage and increasing returns
Fragmentation , Leakage, and the need to refresh
Uncertain value
Uncertain value of sharing
Rooted in time
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Components of organizational knowledge:
People
Process
Technology
1. People
People manage the system and processes.
Need is to convince people about the benefits of strategic knowledge
management.
2. Processes
Careful management of the alignment of strategies, principles,
processes and practices needs to be done.
3. Technologies
Contributor to the health and effectiveness of the organization.
knowledge management program:
A winning knowledge management program increases staff productivity,
product and service quality, and deliverable consistency by capitalizing on
intellectual and knowledge-based assets.
Many organizations leap into a knowledge management solution (e.g. document
management, data mining, blogging, and community forums) without first
considering the purpose or objectives they wish to fulfill or how the
organization will adopt and follow best practices for managing its knowledge
assets long term.
people
ProcessesTechnologies
organizational
knowledge
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A successful knowledge management program will consider more than just
technology. An organization should also consider
People. They represent how you increase the ability of individuals within
the organization to influence others with their knowledge.
Processes. They involve how you establish best practices and governance
for the efficient and accurate identification, management, and
dissemination of knowledge.
Technology. It addresses how you choose, configure, and utilize tools
and automation to enable knowledge management.
Structure. It directs how you transform organizational structures to
facilitate and encourage cross-discipline awareness and expertise.
Culture. It embodies how you establish and cultivate a knowledge-
sharing, knowledge-driven culture.
Challenges of Implementing a knowledge management
program:
Implementing a knowledge management program is no easy feat. You will
encounter many challenges along the way including many of the following:
Inability to recognize or articulate knowledge; turning tacit knowledge
into explicit knowledge.
Geographical distance and/or language barriers in an international
company.
Limitations of information and communication technologies.
Loosely defined areas of expertise.
Internal conflicts (e.g. professional territoriality).
Lack of incentives or performance management goals.
Poor training or mentoring programs.
Cultural barriers (e.g. this is how we've always done it mentality).
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The following eight-step approach will enable you to identify these challenges
so you can plan for them, thus minimizing the risks and maximizing the
rewards. This approach was developed based on logical, tried-and-true activities
for implementing any new organizational program. The early steps involve
strategy, planning, and requirements gathering while the later steps focus on
execution and continual improvement.
Step 1: Establish Knowledge Management Program Objectives
Before selecting a tool, defining a process, and developing workflows, you
should envision and articulate the end state. In order to establish the appropriate
program objectives, identify and document the business problems that need
resolution and the business drivers that will provide momentum and justification
for the endeavor.
Step 2: Prepare for Change
Knowledge management is more than just an application of technology. It
involves cultural changes in the way employees perceive and share knowledge
they develop or possess. One common cultural hurdle to increasing the sharing
Step 3: Define High-Level Process
To facilitate the effective management of your organization's knowledge assets,
you should begin by laying out a high-level knowledge management
process. The process can be progressively developed with detailed procedures
and work instructions throughout steps four, five, and six. However, it should be
finalized and approved prior to step seven (implementation).
Step 4: Determine and Prioritize Technology Needs
Depending on the program objectives established in step one and the process
controls and criteria defined in step three, you can begin to determine and
prioritize your knowledge management technology needs. With such a variety
of knowledge management solutions, it is imperative to understand the cost and
benefit of each type of technology and the primary technology providers in the
marketplace.
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Step 5: Assess Current State
Now that you've established your program objectives to solve your business
problem, prepared for change to address cultural issues, defined a high-level
process to enable the effective management of your knowledge assets, and
determined and prioritized your technology needs that will enhance and
automate knowledge management related activities, you are in a position to
assess the current state of knowledge management within your organization.
Step 6: Build a Knowledge Management Implementation Roadmap
With the current-state assessment in hand, it is time to build the implementation
roadmap for your knowledge management program. But before going too far,
you should re-confirm senior leadership's support and commitment, as well as
the funding to implement and maintain the knowledge management program.
Step 7: Implementation
Implementing a knowledge management program and maturing the overall
effectiveness of your organization will require significant personnel resources
and funding. Be prepared for the long haul, but at the same time, ensure that
incremental advances are made and publicized.
Step 8: Measure and Improve the Knowledge Management Program
How will you know your knowledge management investments are
working? You will need a way of measuring your actual effectiveness and
comparing that to anticipated results. If possible, establish some baseline
measurements in order to capture the before shot of the organizations
performance prior to implementing the knowledge management program. Then,
after implementation, trend and compare the new results to the old results to see
how performance has improved.
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UNIT- I I
IT in Knowledge Management:
KM systems are developed using three sets of technologies
communication, collaboration, and storage and retrieval
Several technologies supported KM are:-
Artificial intelligence
Intelligent agents
Knowledge discovery databases
Extensible markup Language (XML)
Information technology, by itself is not KM
However,
o KM is often facilitated by IT
o IT provides solutions to KM
o IT is a tool to increase the efficiency and capability of KM
facilitates document management, data storage, access of information, the
dissemination, exchange and sharing of ideas
Knowledge
Information
technology
Knowledge
management
Enhancing efficiency!
Higher productivity!
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KM systems classification based on observations on the KM systems
implementations:
Knowledge Discovery Systems
Knowledge Capture Systems
Knowledge Sharing Systems
Knowledge Application Systems
KNOWLEDGE MANAGEMENT TOOLS:
The development of IT for organisations has produced many successful ERP-type
systems that manage well-defined processes. But systems to manage ill-defined,
knowledge intensive processes have met with less success. KM practitioners use a
wide range of IT tools to share, create, codify, and share knowledge. The trend in the
development of IT for organisations is toward more communication and collaboration
tools.
A number of tools are available to support the functionalities and processes of KM,
which are listed below:
(i) Tools to access knowledge:These tools provide access to explicit knowledge
that can be shared and transferred Convera is a tool used for retrieval ware. It
works on powerful indexing systems to classify expertise based on both content
and collaboration dynamics and networks within the enterprise.
(ii) Tools for semantic mapping: These tools are meant to quickly support
presentation of information, analysis, and decision making. Ontology tools are
also part of this category as they enable users to organize information and
knowledge by groups and schemata that represent the organizational knowledge
base.
(iii) Tools for knowledge extraction: These tools support structured queries and
replies. They help mining text by interpreting relationships among different
elements and documents.
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(iv) Tools for expertise localization: These tools enable quick location of the
knowledge holders in the enterprise and facilitate collaboration and knowledge
exchange. For example, ActiveNet maintains a continuous, real-time view of
organisational activities.
(v) Tools for collaboration work: These tools enable teams to globally share
dedicated spaces for managing the project lifecycle; editing and publishing
materials; conducting live discussions and interactions.
Other tools of knowledge management :
Email or messaging
Document management
Search engines
Enterprise information portal
Data warehouse
Groupware
Workflow management
Web-based training
Data Warehouse and data mining :
Data Warehouse:
A single, complete and consistent store of data obtained from a variety of
different sources made available to end users in a what they can
understand and use in a business context.
A process of transforming data into information and making it available
to users in a timely enough manner to make a difference.
Data warehousing refers to single, centralized, and unified repository of
data that works across the enterprise.
A data warehouse is subject-oriented, integrated, time-varying, non-
volatile collection of data that is used primarily in organizational decision
making.
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Database with the following distinctive characteristics:
Separate from operational databases
Subject oriented: provides a simple, concise view on one or
more selected areas, in support of the decision process
Constructed by integrating multiple, heterogeneous data
sources
Contains historical data: spans a much longer time horizon
than operational databases
(Mostly) Read-Only access: periodic, infrequent updates
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Data mining:
Data mining refers to extracting or mining knowledge from large amount
of data.
Data mining is also known as knowledge discovery in database.
Data mining software tools find hidden pattern and relationships in large
pool of data and infer rules from them that can be used to predict future
behavior guide.
The major reason why data mining gained a great deal of attraction is
due to wide availability of data and imminent need of turning that data
into information and knowledge.
The mining of gold from sand or rocks is referred to as gold mining rather
than rock or sand mining. Thus data mining should have been named
knowledge mining from data.
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Data Mining: A KDD Process
Data mining: the core of knowledge discovery process.
Data Cleaning
Data Integration
Databases
Data Warehouse
Task-relevant Data
Selection
Data Mining
Pattern Evaluation
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UNIT- I I I
Companies on the road to knowledge management :
1- Assessment of Impacts on employees :
KM can impact an organizations employees by facilitating their learning from
each other, from prior experiences of former employees, and from external
sources. KM can also enable employees to become more flexible by enhancing
their awareness of new ideas, which prepares them to respond to changes and
also by making them more likely to accept change.
2- Assessment of Impacts on Processes:
KM can improve organizational processesfor example marketing,
manufacturing, accounting, engineering, public relations, and so forth. These
improvements can occur along three major dimensions: effectiveness,
efficiency, and degree of innovation of the processes.
3- Assessment of Impacts on product:
KM can also impact the organizations products by helping to produce either
value-added products or inherently knowledge-based products. Value-added
products are new or improved products that provide a significant additional
value as compared to earlier products. Inherently knowledge-based products
refer for example to products from the consulting and software development
industries.
4- Assessment of Impacts on organizational Performance:
KM can impact overall organizational performance either directly or indirectly.
Direct impacts concern revenues and/or costs, and can be explicitly linked to the
organizations vision or strategy. Consequently direct impact can be observed in
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terms of increased sales, decreased costs, and higher profitability or return on
investment.
KM in manufacturing and service :
enables improvements in organizational processes such as marketing,
manufacturing, accounting, engineering, and public relations
These impacts can be seen along three major dimensions
Effectiveness
Efficiency
Degree of innovation of the processes
Effectiveness is performing the most suitable processes and making the best
possible decisions
Efficiency is performing the processes quickly and in a low-cost fashion.
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Innovation is performing the processes in a creative and novel fashion, that
improves effectiveness and efficiencyor at least marketability.
KM can enable organizations to become more effective by helping them to
select and perform the most appropriate processes.
Impact on products can be:
Value added products
Knowledge based products
Challenges in KM:
1. Developing a working definition of knowledge:
Not developing a working definition of knowledge is a critical error
contributing directly to many errors and failures in the knowledge-management
process.
2. Dealing with Tacit Knowledge and Utilization of IT :
Very difficult to articulate tacit knowledge- highly situated in the context and to
abstract it from its context of application would mean to lose much of its
intrinsic meaning and value.
knowledge
management
knowledge
Value-added Products
Knowledge
Knowledge-based
products
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3. Adaptation to Cultural Complexity:
Inappropriate culture is generally regarded as the key inhibitor of effective
knowledge sharing.
4. Attention to Human Resources :
Success of any KM initiative is critically dependent on having competent and
suitably motivated people taking an active role in the process.
5. Developing New Organizational Structures:
Developing a new organizational structure must be balanced with the crucial
need for business continuity.
6. Coping with Increased Competition:
Intense worldwide competition forces the firms to take new actions
responding to environmental demands, pressures, and challenges almost day
to day.
Future of knowledge management :
1-The Importance Of Support From Top Management.
2-The Importance of Communication.
3-The Importance of Creativity .
4-The Importance of Culture and People.
5- The Importance of Sharing Knowledge.
6- The Importance of Incentives.
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Unit-4
Stages of Knowledge Management Process:
The process of knowledge management is universal for any enterprise.
Step 1: Collecting
This is the most important step of the knowledge management
process.
If you collect the incorrect or irrelevant data, the resulting knowledge
may not be the most accurate.
Therefore, the decisions made based on such knowledge could be
inaccurate as well.
The data collection procedure defines certain data collection points.
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Step 2: Organizing
The data collected need to be organized. This organization usually
happens based on certain rules. These rules are defined by the
organization.
As an example, all sales related data can be filed together and all staff
related data could be stored in the same database table. This type of
organization helps to maintain data accurately within a database.
If there is much data in the database, techniques such as 'normalization'
can be used for organizing and reducing the duplication.
This way, data is logically arranged and related to one another for easy
retrieval. When data passes step 2, it becomes information.
Step 3: Summarizing
In this step, the information is summarized in order to take the essence of
it. The lengthy information is presented in tabular or graphical format and
stored appropriately.
For summarizing, there are many tools that can be used such as software
packages, charts (Pareto, cause-and-effect), and different techniques.
Step 4: Analyzing
At this stage, the information is analyzed in order to find the
relationships, redundancies, and patterns.
An expert or an expert team should be assigned for this purpose as the
experience of the person / team plays a vital role. Usually, there are
reports created after analysis of information.
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Step 5: Synthesizing
At this point, information becomes knowledge. The results of analysis
(usually the reports) are combined together to derive various concepts and
artifacts.
A pattern or behavior of one entity can be applied to explain another and
collectively, the organization will have a set of knowledge elements that
can be used across the organization.
This knowledge is then stored in the organizational knowledge base for
further use.
Step 6: Decision Making:
At this stage, the knowledge is used for decisions making. As an
example, when estimating a specific type of a project or a task, the
knowledge related to previous estimates can be used.
This accelerates the estimation process and adds high accuracy. This is
how the organizational knowledge management adds value and save
money in the long run.
KNOWLEDGE CAPITAL VS PHYSICAL CAPITAL :
KNOWLEDGE CAPITAL PHYSICAL CAPITAL
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Business Ethics in Knowledge management:
# Knowledge and skills are valuable but not easily "own able" as objects. Nor is
it obvious who has the greater rights to an idea: the company who trained the
employee, or the employee themselves? The country in which the plant grew, or
the company which discovered and developed the plant's medicinal potential?
As a result, attempts to assert ownership and ethical disputes over ownership
arise.
# Patent infringement, copyright infringement, trademark infringement.
# Misuse of the intellectual property systems to stifle competition: patent
misuse, copyright misuse, patent troll, submarine patent.
# Even the notion of intellectual property itself has been criticized on ethical
grounds: see intellectual property.
# Employee raiding: the practice of attracting key employees away from a
competitor to take unfair advantage of the knowledge or skills they may
possess.
# The practice of employing all the most talented people in a specific field,
regardless of need, in order to prevent any competitors emloin them.
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Unit-5
The role of knowledge management in organizational restructuring :
O Companies restructure for various reasons are mentioned under portfolio
strategy, mergers and acquisition & turn around management
O It may be expansion or contraction of portfolio
O Changes in nature, volume of business, business condition etc
O It helps to prevent a unit from becoming sick
Organizational Restructuring: Restructuring strategy designed to increase the efficiency and effectiveness of personnel, through significant changes in
the organizational structure.
Is a response changes in the business and related environments.
Takes the form of divestiture and acquisitions
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7 Key Organizational Levers of KM
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Learning Organization:
A learning organization is an organization skilled at creating, acquiring,
interpreting, transferring, and retaining knowledge, and at purposely modifying
its behavior to reflect new knowledge and insights.
the one that has developed the capacity to adopt and change.
the one that uses new information which challenges accepted organizational
norms and practices..to reexamine the way in which the organization
performs its functions, and thus helps the organization unlearn its previously
used dysfunctional patterns.
the one in which people at all levels, individually and collectively, are
continually increasing their capacity to produce results they really care about.
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Four Tasks Of a Learning Organization:
Designing learning settings.
Promoting a culture of learning.
Leading a learning process.
Demonstrating personal investment in learning.
Characteristics of a Learning Organization:
Senges
5 Disciplines
System Thinking
Team Learning
Personal Mastery
Mental Models
Shared vision
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How KM operates in an Organization
Value to
Organization
Organizational
Learning
Active Knowledge
Transfer
Expert Knowledge Base
Contact Links
Expert Assistance as Needed
Communities of Practice Index
Decision Making Tools
Profiles for Customization
Pushed Reports & News
Collaboration Tools
Repositories
Best Practices
Reports
Documents
Presentation Slides
Tips
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