K.M Assign.

8/7/2019 K.M Assign.

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An Assignment on

ESSENTIALITY OF KNOWLEDGE MANAGEMENT IN

ORGANIZATIONS

Submitted to

RESPECTED

|OJAS BHATT SIR}

Submitted by

TIWARI AMRIT.P.

Roll No 107

Masters of Human Resource Development

[M. H. R. D. Regular] Semester IV

DEPARTMENT OF HUMAN RESOURCE DEVELOPMENT

VEER NARMAD SOUTH GUJARAT UNIVERSITY

SURAT 395 007

[YEAR: 2010 2011]


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INDEX

Sr. no PARTICULARS Page No.

1 DEFINE : Knowledge &

Knowledge management.

03 & 04

2 Goal of Knowledge management. 05

3 Why Knowledge management

ESSENTIALIN ORGANIZATION :-

a)INGREDIENT TO SUCCESS.

b)LEVERAGES VALUE.

c)KEY TO SUCCESS.

d)CRITICAL SUCCESS FACTOR.

WHY ESSENTIAL?

06

07

08

09

10

11

4 DIMENSIONS OF KM. 15

5 KEY COMPONENTS OF KM. 20

6 TOOLS & TECHNIQUES. 22

7 SIX SIGMA APPROACH. 23

8 Two Major developments in KM

field.

24

9 Knowledge Management in India. 25

10 Present status of KM in ASIA. 28

11 Practical Implementation of KM. 27


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What is knowledge?

According to Samuel Johnson, compiler of the first comprehensive English

dictionary, said when he wrote that:

"Knowledge is of two kinds: we know a subject ourselves, or we know where

we can find information upon it."


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WHAT IS KM?

y Knowledge management is the name of a concept in which an enterprise

consciously and comprehensively gathers, organizes, shares, and analyzes its

knowledge in terms of resources, documents, and people skills.


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y A knowledge management plan involves a survey of corporate goals and a

close examination of the tools, both traditional and technical, that are

required for addressing the needs of the company.

UNIQUE & UNIVERSAL GOAL OF KNOWLEDGE

MANAGEMNT :-

y The objective of knowledge management is [to] make the organization act

as intelligently as possible and realize the best value from its knowledge

assets, i.e. create a learning organisation that is capable of measuring,

storing and capitalising on the expertise of employees to create and

organisaiton that is more than the sum of its parts.

y Knowledge management is all about managing and growing an

organizations intellectual capital


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Why Knowledge Management Essential in Organization?

y Before we start to explore and understand the details of what knowledge

management is, and how to implement knowledge management projects and

initiatives, we need to first ask ourselves why we want to consider

knowledge management in the first place?

y What are the real benefits that can be gained from effective knowledge

management for the individual, the team, the entire organization, the

community, the nation, or even the entire planet Earth?

y Knowledge management is far reaching. Maybe you are considering

developing your own personal knowledge management competencies, to

become a more effective player in the global knowledge economy, or

becoming a more competitive knowledge leader and knowledge driven

organization.

y Maybe you wish to develop and apply knowledge management strategies to

government, military operations, global poverty eradication, international

disaster management and even, now, knowledge management for global

climate change.

y The list is endless. Knowledge management is applied today across the

world, in all industry sectors, public and private organizations and

humanitarian institutions and international charities.


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y Most importantly, effective knowledge management is now recognised to be

'the key driver of new knowledge and new ideas' to the innovation process,

to new innovative products, services and solutions.

INGREDIENT TO SUCCESS :

An organizational structure designed to make use of knowledge

People who believe in the value of knowledge and will invest in contributing to

and making use of it

Processes that enable a company to capture knowledge in the flow of business

activity and deliver it to employees in the context of their jobs

Technology needed to support all of these areas--meaning knowledge workflows,

collaboration tools, and intuitive user interfaces with which to access people,

documents, and ideas.


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LEVERAGING VALUE THROUGH KNOWLEDGE

y Customer Knowledge - the most vital knowledge in most organizations

y Knowledge in Processes - applying the best know-how while performing

core tasks

y Knowledge in Products (and Services) - smarter solutions, customized to

users' needs

y Knowledge in People - nurturing and harnessing brainpower, your most

precious asset

y Organizational Memory - drawing on lessons from the past or elsewhere in

the organization

y

Knowledge in Relationships - deep personal knowledge that underpinssuccessful collaboration

y Knowledge Assets - measuring and managing your intellectual capital.


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KEY TO SUCCESS OF KNOWLEDGE MANAGEMENT

EFFORT :

y Leadership must walk the talk by leading as an example. "It's not somebody

saying, 'Thou shalt share knowledge,'" Gorjestani says.

y There's no silver bullet. No matter what an organization's knowledge needs

are, it will require numerous pieces in the areas of culture, process, and

technology.

y It doesn't happen overnight. Organizational culture considerations make the

development of a knowledge-management environment a long process.

y Technology is an enabler, not an end in itself. Knowledge programs that are

built around technology will fail.


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CRITICAL SUCCESS FACTORS BECAUSE OF

KNOWLEDGE MANAGEMENT:

y Knowledge Leadership - a compelling vision actively promoted by senior

management

y Clear Business Benefits - tracking success and developing new measures

y Systematic Processes - including knowledge mapping and IRM

(Information Resources Management)

y A Knowledge Sharing Culture - teams that work across boundaries

y Continuous Learning - though pilots and learning networks

y An effective information and communications infrastructure -

groupware and other collaborative technologies, such as an intranet


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ITs ESSENTIALITY?

y There are several program layers necessary to construct the knowledge

management scheme. First is customer knowledge and knowledge in

processes. When an organization works with a customer base, essential

cultural elements are brought over from the customer to the business.

y Next you have knowledge involving products, processes, and people. Some

of these deal with the customer base, while other knowledge structures deal

with the internal knowledge garnered by people who work in the business.This leads to organizational memory followed by knowledge in

relationships.

y Each organization has a past that shows its successes and failures; knowing

how each was met brings an understanding of the areas where collaboration


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was successful. For example, were the successes the result of one person or

were there groups of people working together to achieve the collective goal?

Were the failures the result of one person or a collective failure? The

knowledge that develops from this assessment creates the final essential

knowledge base--knowledge assets.

Thus Knowledge Management: Five Distinct Approaches

y Knowledge Management Practices Creating and Discovering

It is one thing to have an archive of knowledge, but the practices that create that

base of information are important. There are the creating and discovering of

business practices. These can involve creativity techniques like ad-hoc discussions.

There is text and data mining, which looks for patterns as well as anomalies. There

is also environmental scanning, which looks at how processes and procedures

formed in response to the environment. This, in turn, leads to re-creation of

business activities through simulations, which finally focuses on content analysis.


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y Knowledge Management: Tools and Techniques

In order to manage the knowledge effectively that has accumulated, there are a

variety of tools and techniques to use. Groupware, document management, KM

suites, and intranets are among infrastructure toolsets. There is concept mapping

plus creativity tools, both of which help the thinking process. And this is not to

mention search engines, intelligent agents, and data mining; these are discovery

tools. However, there is a need for storage and organizing tools like data

warehousing, XML, and online analytical processing (OLAP).

Some other tools, which are important, include case-based reasoning, which leads

to decision support. The business case provides analysis on what transpired and

provides a basis for a decision. In other words, no decision is free-for-all based;

rather it comes from impact of the business operations.


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y Knowledge Management: Success Factors

Knowledge management has a goal: Find out what made operations successful. So

there are a variety of success factors. One is knowledge leadership, which

promotes a compelling vision of what the company is trying to attain.

Think Steve Jobs, the head of Apple. His vision is for the company to make the

best electronic devices, that are fun to use, that are appealing to the public, that are

not available elsewhere (at least not like Apples), that are unique, and which

stretch the imagination of its employees, not to mention the public. This offers

clear business benefits for the company.


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There are also systematic processes that come into play to make the knowledge

more important because knowledge is like a stream, which merges into a river,

where the inputs all come into one area and moves the company forward.

DIMENSIONS OF KNOWLEDGE MANAGEMENT

KM Awareness & Understanding

Step 1 Free KM Assessment Survey

Step 2 Knowledge Management Education

KM Analysis and Planning

Step 3 Knowledge Management Consulting

KM Development and Implementation

Step 4 Knowledge Management Roles and Responsibilities

Step 5 Knowledge Management Processes, Methods and Tools

Step 6 Knowledge Competencies

Step 7 Knowledge Networks

Step 8 Knowledge Management Technologies

Step 9 Knowledge Management Measures

The first step is to quickly assess your organisation or teams orientation and

readiness for knowledge management. By taking around 15 minutes to complete

the 46 multi-choice questions below we can provide you with a free assessment

and a free benchmark with other organisations in your same industry sector.


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Step 1 Free KM Assessment Survey

Step 2 Knowledge Management Education

At this stage, you may be totally new to Knowledge Management and be glad to

start from the beginning and simply 'soak up' anything you can, or you may be

familiar with Knowledge Management and keen to improve your understanding

further. This step provides online Knowledge Management education ranging from

a free 30 minute streamed 'Introduction to Knowledge Management' to a two year

part-time MSc degree in Knowledge Management.


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Step 3 Knowledge Management Consulting

You may have a good understanding ofKnowledge Management and are keen to

learn how to conduct a Knowledge Management consulting engagement yourself

and/or be interested in engaging Knowledge Management consultants online. This

step describes and provides online a well proven and robust KM Consulting

methodology that will help you develop a compelling KM Strategy and Business

case.


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Step 4 Knowledge Management Roles and Responsibilities

At this stage, you may be concerned with identifying and implementing the new

Knowledge Management Roles and Responsibilities. This step describes online the

new roles and responsibilities that need to be performed to implement the

strategies and perform the processes for effective Knowledge Management

implementation.

Step 5 Knowledge Management Processes, Methods and Tools

At this stage you may be concerned with evaluating, piloting, designing, improving

and implementing improved knowledge driven work practices, processes, methods,

tools and techniques. This step provides online a directory of Knowledge

Management processes, methods, tools and techniques.

Step 6 Knowledge Competencies


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At this stage you may be concerned with developing and managing the new

knowledge competencies to be able to perform the new Knowledge Management

roles and responsibilities, perform the new Knowledge Management processes and

methods, and to use the new tools and knowledge technologies. This step provides

a complete online Knowledge Competencies development and management

system.

Step 7 Knowledge Networks

At this stage you may be concerned with developing and/or participating in

effective Knowledge Networks and Communities of Practice to be able to better

suface and share the most valuable tacit knowledge that often gets locked away in

the heads of individuals . This step provides online a growing international

Community ofKnowledge Management Practitioners for you to join and share

knowledge and experiences.

Step 8 Knowledge Management Technologies

At this stage you may be concerned with developing and implementing the new

hardware and software technologies, such as Knowledge Portals, Knowledge

Servers, Knowledge Bases and Collaborative work spaces to support the new

Knowledge Management Processes, Methods and Tools. This step provides online

Knowledge Management technologies for you to experience and evaluate.


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Step 9 Knowledge Management Measures

At this stage you may be concerned with measuring the effectiveness of

implementing Knowledge Management and the Business benefits derived. This

step provides online Knowledge Management measurement tools.

KEY COMPONENTS OF KM

Knowledge Management is more about processes then products. But products and

technology enable these processes and provides required tools for an effective KM

program. We talked about Knowledge Management lifecycle in previous posts.

Knowledge Management provides order to unstructured enterprise data and

information into knowledge that is actionable and provides business value. Those

who are responsible for knowledge management directly or indirectly should know

the building blocks and their interaction with the processes.

What are the building blocks of Knowledge Management from technology

standpoint?

Knowledge Management consists of following components:

y Collaboration

y Content Management

y Search

y Taxonomy management


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y Business Process Management

y Business Intelligence

y Portal

How these components interact with Knowledge Management processes are

highlighted in the following diagram:

All the components are required for knowledge management practice within the

organization. There are vendors that provides all the required components in their


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product suite to enable organizations to implement effective Knowledge

Management program.

TOOLS & TECHNIQUES

y Infrastructure: groupware, intranets, document management, KM suites

y Thinking: concept mapping, creativity tools

y Gathering, discovering: search engines, alerting, push, data mining,

intelligent agents

y Organizing, storing:data warehousing, OLAP, metadata, XML

y Knowledge worker support: case based reasoning, decision support,

workflow, community support, simulation

y Application specific: CRM, expertise profiling, competitive intelligence


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Six Sigma approach to knowledge management:

Visualize: Decide where you want a knowledge effort to go, and make sure

you're aware of what's already been done so you're not reinventing knowledge that

can be reused.

Commit: Get company management to buy in to a knowledge-management

program.

Characterize: Understand the goals of the knowledge effort and plan around those

goals.

Improve: Always refine programs to prevent them from becoming staid.

Achieve and celebrate: Ensure that you're getting the biggest impact by sharing

your successes so others can duplicate them where appropriate.

Leadership: every knowledge management program needs people to evangelize

the effort throughout the company.


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Organization: without dedicated processes for capturing and sharing knowledge,

knowledge management won't happen.

Technology: even if they're only enablers, the quality of knowledge tools can

make a big difference in how widely a program is embraced.

Learning: encourage knowledge workers to play with tools, thus increasing the

likelihood that they take advantage of the technological capabilities.

TWO MAJOR DEVELOPMENTS IN KNOWLEDGE

MANAGEMENT FIELD:

The evolution of collaboration into a set of services as the proliferation of places

to collaborate becomes an obstacle to knowledge-sharing.

Rationalization of information management and repository resources. Again, it's a

matter of too many places--this time, too many places to put things.

The bottom line: simplified collaboration and a de-emphasizing of document-based

knowledge. "We're not all huddled around the file cabinet or water cooler,"

Rasmus says. "That's why we think the collaboration is more fundamental than the

repository."


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KNOWLEDGE MANAGEMENT IN INDIA

(Knowledge Management Software Applications India)

Knowledge Management comprises of important practices by organizations to

cultivate and channelize knowledge which resides in many different places such as

databases, knowledge bases, filling cabinets and exist as intellectual knowledge or

as the knowledge distributed and hidden across the organization. Knowledge

management is an important practice for the enhanced performance of an

organization. The tracking of knowledge keeps the repetition of same work at

difference places of the organization at bay, thereby increasing the possibility o

effective solutions. Himalayan IT Solution has developed Lotus Notes Domino

Workflow Application ready to use by customers. It makes Knowledge

Management simple as never before. This Workflow Application is an integrated

option designed for speedy access to business related information.

Proper Knowledge Management has utilities in manifolds such as improved

performance, competitive advantage, innovative edge, elementary development

and speedy transfer of knowledge between projects - an overall development o

collaborative practices. Our Lotus Workflow Application for Knowledge


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Management provides the unique opportunity of maximizing profits from

knowledge processing. Knowledge Management is an integral part of every sel

reliant company aiming high in global market. Through the launch ofLotus Notes

Domino Workflow Application we have successfully sorted out the collaboration

of groupware system (email, calendaring, shared document and discussions) and

customized client server and web application.

Knowledge Management takes into account the following sections - Management

Section, Collaborative Solutions, Discussion Forum, Reports and Analysis,

Guidelines and Practices, Document Library, News and Bulletin and Organization

Hierarchy. Through the use of ourLotus Workflow Application organizations can

monitor all parts of theirKnowledge management system effectively. The high

quality inbuilt Data Replication, Security, Programming and Database features are

bound to make the process effective.

Lotus Notes Domino Workflow Application can give the companies a cost -

effective and secured option to cultivate and document information in fullcompatibility. Knowledge management also takes significant role in furthering the

after -project activities. Through the use of different systems and technologies

knowledge is utilized in tailoring projects in varying degrees. The required

knowledge can be assimilated through professional experience or directly included

in the guidelines of the concerned project.

The work schedule as well as employees' commitment needs to be taken into

account in measuring the possibility of an organization's success in using this

application. We try to simplify the job through superior technology implanted in

ourLotus Notes Domino Workflow Application - a boon for organizations in the


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fiercely competitive industry. Knowledge management was never so easy.

Present status of KM IN ASIA

A shift in focus is going on:

Only productivity/quality management .Also facilitating innovation

Only copying best practices Also innovating next practices

Linkage between value creation and KM is often unclear

There are weaknesses in KM frameworks

Stakeholder capital

Organizational learning

Measuring results

Most KM initiatives are operational KM instead of strategic

KM

Comparison of Asian Countries

According to APO, KM has not taken off in: Bangladesh,Cambodia, Fiji, Iran,

Laos, Mongolia, Nepal, Pakistan andSri Lanka.

Presence of a national policy or strategy towards a knowledge-based economy

(KBE) is a factor that affects acceptance ofKM in the private and public sectors


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National KBE/KBD policy or strategy present in:

Korea: e-Korea Vision 2006

India: Vision 2020

Singapore: Singapore 21, iN 2015

Malaysia: KBE Master Plan (2002)

Thailand: IT 2010 (includes KBE/KBS)

Government programs to promote KM: Taiwan

Absent in: Indonesia, Philippines, Vietnam

PRACTICAL IMPLEMENTATION OF KM

Knowledge is key for decision making and strategy building. But knowing does

not always translate into doing it. It is very critical for organizations to implement

right and effective tools for managing organizational knowledge to build and

sustain competitive advantage.

Knowledge Management facilitates creation, consolidation, transformation,

sharing, distribution, and application of knowledge. No two organization can

follow same methodology to implement knowledge management. And it is not

necessary, if an approach works for one organization, other organization can use it

as a cookie cutter. Knowledge is very subjective by definition and varies from one

organization to another. Even if organizations are in same business domain,

knowledge management methodology may be same but implementation approach

may be completely different.

Knowledge starts with understanding of organization's business perspective and

future strategies. Organizations have not been able to implement effective

knowledge management practice for very reason that they do not understand their


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problems, opportunities and strategies clearly. Knowledge management starts with

understanding of business processes and offerings. Organization needs to

understand what is knowledge for them and what is not. Initially while setting up a

knowledge management program, technology should take a back seat. The focus

should be on processes and people, and technology should be seen as an enabler.

Many organizations make mistakes by throwing technology before understanding

the organizational knowledge assets and processes.

For example, Software consulting organization should know that organizational

assets are project documentation and code. They need to organize and store the

assets in a way that everyone in the organization should be able to re-use it and

thereby reduce the learning time. The organization gains the competitive edge by

transforming the assets into knowledge and there by improving productivity and

developing core competency. The tremendous growth and profitability of Indian

Software Industry is attributed to an effective knowledge management programs.

Steps for implementing an effective knowledge management program or practice

are:

1. Identifying knowledge - Organizations needs to identify all sources of the

knowledge and information so that it can be consolidated, stored in the centralized

or distributed repositories, and shared and distributed when required.

2. Organizing Knowledge - Once the knowledge sources are identified, next step

is to organize and provide structure to knowledge into organizational taxonomy. It

helps not only in removing unnecessary and redundant information but also

provides structured navigation to the information. In this step, organization need to


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understand boundaries of explicit and tacit knowledge. This step requires lot of

thoughtful thinking and analysis from people and organization perspective.

3. Transforming Knowledge - Knowledge needs to transformed in a way so that

it facilitates in making decisions and building new strategies. The knowledge needs

to internalized, socialized and externalized so that it is shared and applied in most

efficient manner. Further read 'How to transform the tacit knowledge into explicit

form?'.

4. Measuring knowledge benefits - No process can be improved if it it is not

measured for success. The key to success of knowledge management is the ability

to measure the effectiveness of the implementation and narrowing it down to

returns through revenue. The monitoring and control on processes are necessary to

identify opportunities for eliminating redundancy and allow for continuous

improvement.

What role technology play in knowledge management? As mentioned, technology

should only be seen as facilitator or enabler. Knowledge Management program can

even be implemented without additional investment but it won't be as effective or

productive. Organization need to understand that they would need to make

investment if they have to implement any Knowledge Management program. How

much, depends on existing technology infrastructure and approved budget. If the

organization does not have executive sponsorship for the program, no matter how

deep and wide is your vision, the initiative is bound to fail. The executive

sponsorship is required from the monetary as well as commitment perspective.

Most of the initiatives fails because of half hearted commitment from executive

management.


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Knowledge Management program should be seen as organizational change

management. Despite of great implementation and technology support, knowledge

management may fail due to lack of support of organizational culture and adoption.

Knowledge Management has same definition of the Democracy, knowledge of

people, (utilized) by people and (created and consolidated) for people.

K.M Assign.

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