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PRESENTED
BYVINEET LAMBAPGDRDM
BATCH-7
ROLL NO-48
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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.
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“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
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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.”
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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.
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•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.
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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….
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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…..
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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
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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.
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NONAKA’S MODEL OF KNOWLEDGE CREATION AND TRANSFORMATION
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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:
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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
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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.
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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.
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SOME CODIFICATION
TOOLS:
Knowledge Maps
Decision Tables
Decision Tree
Frames
Production Rules
Case-based Reasoning
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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.
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CASE STUDY OF
KNOWLEDGE
MANAGEMENT
INITIATIVE AT
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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.
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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.
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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)
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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.
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“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
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REFERENCES:
Elias M.Awad & Hassan
M.Ghaziri,(2003),”KNOWLEDGE
MANAGEMENT”.
WIKIPEDIA.
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