Downloaded 18 times
More Related Content
Similar to Knowledge management
Knowledge management
- 1. KNOWLEDGE MANAGEMENT Submitted to:Submitted by: Dr. SANCHIT DAGAR SAIYAM AGRAWAL HRD LECTURER MBA 3RD SEM Process
- 2. KNOWLEDGE MANAGEMENT Knowledge Managementis the broad process of locating, organizing, transferring, and using the information and expertise within an organization. The overall knowledge management process is supported by four key enablers: leadership, culture, technology, and measurement. -- American Productivity & Quality Center • perform activities involved in discovering, capturing, sharing, and applying knowledge • enhance the impact of knowledge on the unit’s goal achievement • in cost-effective ways
- 3.
- 4. DATA • Data comprisesfacts, observations, or perceptions • Data represents raw numbers or assertions Example: • A restaurant sales order including two large burgers and two medium- sized vanilla milkshakes.
- 5. INFORMATION • Information hasmeaning, relevance and purpose. • Information is organized with purpose and it can potentially shape the receiver. • Data becomes information when it’s creator adds meaning. We transform data into information by adding value in various ways: • Contextualized: we know for what purpose the data was gathered • Categorized: we know the units of analysis or key components of the data • Calculated: the data may have been analyzed mathematically or statically • Corrected: errors have been removed from the data • Condensed: the data may have been summarized in a more concise form
- 6. KNOWLEDGE • Knowledge guidesus in the process of analyzing data and utilizing information. • Knowledge derives from information as information derives from data. This transformation happens through the following processes: • Comparison: how does information about the situation compare to other situations we have known? • Consequences: what implications does the information have for decisions and actions? • Connections: how does this bit of knowledge relate to others? • Conversation: what do other people think about this information?
- 7.
- 8. WISDOME • Unselfish • Enlightening •Insightful • Uncommon common sense • Creative interpretation of patterns or phenomenon • Applying knowledge and information for the goodness of the world
- 9. ORGANIZATIONAL KNOWLEDGE MANAGEMENTMODEL Share Create Identify CollectAdapt Organize Apply Leadership KM Process Technology Organization Group Individual Business Process Culture Performance Measurement
- 10. KNOWLEDGE MANAGEMENT CONTEXT ITInfrastructure Business Environment Business Process & Work Environment Context & Content • IT infrastructure is a critical component of knowledge management (KM); however, KM encompasses much more than IT does. • Business strategy/goals • Customer/supplier alliance • Competitive factors • Collaborative processes • Information sharing • Process teams • Reward system • Intranets/groupware/e-mail • Object databases • Document management • Videoconferencing/EMS • Best practices • External/internal knowledge • Process models/templates
- 11. KNOWLEDGE ASSEST Codified KnowledgeAssets (Legally Owned) Patents Copyrights Trademarks Documents • Working Solutions • Web of Relationships • Communities of Practice • Experience • Expertise and Theoretical Knowledge • Database Tip of the iceberg
- 12.
- 13. Knowledge Management Cosmology Gathering •Data entry, OCR • Pull • Search • Voice input Organizing • Cataloging • Filtering • Indexing • Linking Refining • Compacting • Collaborating • Contextualizing • Mining Disseminating • Push • Sharing • Alert • Flow Knowledge Management
- 14. Theory of OrganizationalKnowledge Creation Tacit Knowledge Explicit Knowledge (Subjective) (Objective) Knowledge of experience Knowledge of rationality (body) (mind) Simultaneous knowledge Sequential knowledge (here and now) (there and then) Analog knowledge Digital knowledge (practice) (theory) • Tacit knowledge is personal, context-specific, and therefore hard to formalize and communicate. • Explicit or codified knowledge is transmittable in formal, systematic language.
- 15. Epistemological Dimension Explicit Knowledge Ontological Dimension Tacit knowledge Individual Group OrganizationInter-organization Knowledge Level Two Dimensions of Knowledge Creation Current Focus
- 16. Four Modes ofKnowledge Conversion Socialization Externalization Internalization Combination Tacit knowledge Explicit knowledge Tacit knowledge Explicit knowledge To From 1 + 1 3
- 17. Four Modes ofKnowledge Conversion • Socialization: • A process of sharing experiences • Apprenticeship through observation, imitation, and practice • Externalization: • A process of articulating tacit knowledge into explicit concepts • A quintessential knowledge-creation process involving the creation of metaphors, concepts, analogies, hypothesis, or models • Created through dialogue or collective reflection • Internalization: • A process of embodying explicit knowledge into tacit knowledge • Learning by doing • Shared mental models or technical know-how • Documents help individual internalize what they experience • Combination: • A process of systemizing concepts into a knowledge system • Reconfiguration of existing information and knowledge
- 18. Metaphor and Analogyfor Concept Creation Product(Company) Metaphor/Analogy Influence on Concept Creation City “Automobile Evolution” Hint of maximizing passenger (Honda) (metaphor) space as ultimate auto development “Man-maximum,machine-minimum” The sphere Hint of achieving maximum passenger (analogy) space through minimizing surface area “Tall and short car(Tall Boy)” Mini-Copier Aluminum beer can Hint of similarities between (Canon) (analog) inexpensive aluminum beer can and photosensitive drum manufacture “Low-cost manufacturing process” Home Bakery Hotel bread Hint of more delicious bread (Matsushita) (metaphor) Osaka International “Twist dough” Hotel head baker (analogy)
- 19. Knowledge Spiral Socialization Externalization InternalizationCombination Dialogue (Collective Reflection) Linking Explicit Knowledge Field Building Learning by Doing
- 20. Contents of KnowledgeCreated in Four Modes To From Tacit knowledge Explicit knowledge Tacit knowledge Explicit knowledge (Socialization) Sympathized Knowledge (Externalization) Conceptual Knowledge (Internalization) Operational Knowledge (Combination) Systemic Knowledge • Sympathized knowledge: Shared mental models and technical skills. • Conceptual knowledge: Analogies & metaphors of products or processes. • Systemic knowledge: Prototypes or new technologies. • Operational knowledge: Project management, production process, new product usage, and policy implementation.
- 21. Epistemological Dimension Explicit Knowledge Ontological Dimension Tacit knowledge Individual Group OrganizationInter-organization Knowledge Level Two Dimensions of Knowledge Creation
- 22. Two Ways ofKnowledge Transfer Information Transfers articulated information Independent of the individual Static Quick Codified Easy mass distribution Uncodified Slow Dynamic Dependent and independent Transfers unarticulated and articulated abilities Tradition Difficult mass distribution
- 23. Knowledge Categorization • Knowledgeof products/services • Knowledge of processes/procedures • Knowledge of production technology • Knowledge of customers and markets • Knowledge of your competitors • Knowledge of your own people • Meta-knowledge
- 24. KM Enabling Technologies •Groupware • Data warehouse and data mining • Expert systems and knowledge based systems • Intranet • Electronic Performance Support Systems • CBT, WBT • Problem/Solution Database (Case-Based Reasoning Systems)
- 25. Knowledge Acquisition Sample •Goal: To capture the knowledge of high-performance Customer Service Representatives (CSR) • Fosters learning • If the high-performing CSR left the firm, their knowledge would remain • Knowledge Needed: • What roles do the CSRs play? (expert, confidant, friend, salesman, sympathizer?) • What makes one CSR better than another? • What skills are required to be a good CSR? • What kinds of knowledge do CSRs need (procedures, regulations, products, industry trends)? • How do CSRs get this knowledge and keep it current? • What knowledge and skills are not supported by current tools and training? • What personality types tend to be more effective in this job?
- 26. Friction and PossibleSolutions • Lack of trust • Build relationships and trust through face-to-face meetings • Different cultures, vocabularies, frames of reference • Create common ground through education, discussion, publications, teaming, job rotation • Lack of time and meeting places : narrow idea of productive work • Establish times and places for knowledge transfers: fairs , talk rooms, conference reports • Status and rewards go to knowledge owners • Evaluate performance and provide incentives based on sharing • Lack of absorptive capacity in recipients • Educate employees for flexibility; provide time for learning; hire for openness to ideas • Belief that knowledge is prerogative of particular groups not “invented here” syndrome • Encourage nonhierarchical approach to knowledge; quality of ideas more important than status of source • Intolerance for mistakes or need for help • Accept and reward creative errors and collaboration; no loss of status from not knowing everything
- 27. Ernst & Young’sFramework for KM Acquire • Engagement based • Non engagement based • External • Input, Purge • Archive, Abstract • Index, Catalog • Coordinate • Content Storage Add Value • Identify needs • Research • Develop proprietary • Package Deploy • On-demand • Repeatable • Event-based • Subscription • Commercialize • Monitor usage • Measure satisfaction Provide Infrastructure Organization - Culture - Technology - Public Relations