KNOWLEDGE MANAGEMENT
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KNOWLEDGE MANAGEMENT
INTRODUCTION

Knowledge management is a collaborative work environment in which all untapped and unconnected knowledge is systemically collected, structured, and distributed enterprise-wide to support effective decision making and improvement of competitive advantage.
The following are generally considered integral components of knowledge management.
 Generating new knowledge
 Accessing valuable knowledge from external sources
 Using accessible knowledge in decision-making
 Embedding knowledge in processes, products and services
 Representing knowledge in documents, databases, and software
 Facilitating knowledge growth through culture and incentives
 Transferring existing knowledge into other parts of the organization
 Measuring the value of mission-critical knowledge assets.
PURPOSE OF KNOWLEDGE MANAGEMENT
 The purpose of knowledge management is to deliver value to an organization.
 The goal of KM is to harness knowledge resources and knowledge capabilities of the business to enable the organization to learn and adapt to its changing environment.
 KM practices aim to draw out the tacit knowledge people have acquired, what they carry around with them, what they observe and learn from their experience, rather than what is usually explicitly stated.
 The knowledge executive process is about acquisition, creation, packaging, and application or reuse of knowledge.
WHAT IS KNOWLEDGE MANAGEMENT
 “Knowledge management is not about data, but about getting the right information to the right people at the right time for them to impact the bottom line.” (IBM)
 “Knowledge management involves efficiently connecting those who know with those who need to know and converting personal knowledge into organizational knowledge.”
 TACIT KNOWLEDGE
 EXPLICIT KNOWLEDGE
TACIT KNOWLEDGE:
 Tacit knowledge is highly personal and hard to formalize, making it difficult to communicate or share with colleagues.
 Tacit knowledge is deeply rooted in an individual's action and experience, as well as in the ideals, values or emotions he or she embraces.
DIFFERENT TYPES OF KM
EXPLICIT KNOWLEDGE:

 It is expressed in words and numbers and shared in the form of data, scientific formulae, product specifications, manuals, universal principles, etc.
 This knowledge type can be readily transmitted across individuals formally and systematically.
Where does knowledge reside?
Knowledge resides in many forms within an organization, but the primary areas include structured and unstructured information, and employee expertise.
 Structured Information – Transaction-based data managed and maintained within information systems. Transaction data is often locked away from users because it is difficult to retrieve or synthesize.
 Unstructured Information – Associated with documents. It includes PC, paper, video, and audio formats that are not easily accessed and shared.
 Expertise – Experience base or innate understanding of employees. Because this type of knowledge is broadly dispersed and continually changing, it is rarely codified and moves through the organization unwittingly.
knowledge culture
 Culture (from the Latin cultura stemming from colere, meaning "to cultivate," generally refers to patterns of human activity and the symbolic structures that give such activities significance and importance.
 Cultures can be "understood as systems of symbols and meanings that even their creators contest, that lack fixed boundaries, that are constantly in flux, and that interact and compete with one another".
 An organization can build a knowledge-supporting culture by integrating people, process, and technology. A knowledge culture supports changing employee behaviors for knowledge use and sharing.
Is knowledge management unique?
 Knowledge Management is unique because it does more than manage and present information.
 It unlocks the contextual value and includes assumptions, experiences and insights.
 Earlier attempts at information management concentrated on the amount of information accumulated the efficiency of processing, and the speed with which an organization could move data.
importance of knowledge management
In the new global environment, an organization’s competitive capability is intrinsically tied to the ability to rapidly collaborate with customers and key stakeholders.
A variety of market factors have contributed to the growth of and interest in knowledge management. They include:
 Accelerated pace of change.
 Staff attrition – especially that resulting from years of downsizing and reengineering.
 Growth in organization scope – geographic dispersion associated with globalization of markets.
 Global integration.
 Increase in networked organizations.
 Growing knowledge-intensity of goods and services.
 Revolution in enabling technology.
benefits of knowledge management
 Some individuals can only learn by trying to do things themselves, however most people learn from human interactions.
 But when people share knowledge wholly and openly, the sum is greater than the parts.
 When experts collaborate, improvement can be made much faster than any one employee working alone.
 Speed is the essence today – speed of execution as well as that of innovation.
knowledge management in market
 Knowledge Management is fertilized the soil for thinking about several recent technology developments
 Today's B2B(Business-to-Business) and portal technologies, for example, embody the principles of KM they just don't use the term as a label.
key elements of knowledge process
An organization’s knowledge process usually includes:
 Mastering transaction data management
 Transforming transaction data into information
 Converting information into knowledge that can be used in decision-making
What is included in knowledge management planning?
Knowledge Management planning includes the following:
 Develop an understanding of why a knowledge initiative is being undertaken. The key to this is a clear set of business objectives. These may be one or more of the following:
 Focus on enriching relationships with customers (understanding their requirements, giving them better service and delivery, informing them of potential developments)
 Focus on product leadership (better, more innovative features, higher quality, better value for money, improved reliability)
 Focus on operational excellence (reduced lead times, better forecasting of delivery times, improved performance in meeting delivery promises, better quality of manufacture)
 Increase market share in particular sector up to a specific percentage through improved marketing, sales organization competitive pricing, and availability and performance of product)
What is included in knowledge management planning?
 Obtain a knowledge landscape, of the organization, to identify those activities that are likely to give an immediate and significant payback.
 Focus on the knowledge-focused requirements for competent execution of complex decisions and tasks.
 Identify areas where knowledge is missing for particular business and support processes.
 Identify repositories of knowledge and determine whether any of the gaps in the knowledge requirements may be filled from these repositories.
 Identify bottlenecks in knowledge transfer or knowledge distribution, and attempt to eliminate them.
 Identify how to organize appropriate approaches to standardize knowledge acquisition so that knowledge can be cumulated and merged with other knowledge.
components of knowledge management strategy
A successful Knowledge Management Strategy has the following critical components. They include:
 Appoint a Chief Knowledge Officer – CKO
 Develop the Knowledge Management Strategy in alignment with enterprise strategy
 Strengthen management’s commitment by showing executives successful knowledge management practices
 Integrate Knowledge Management into core work processes and make knowledge capture a step in key processes
 Create a culture of trust and learning and provide employees incentive for sharing knowledge
 Create a discipline in the organizations to ensure quality of knowledge content
 Deploy technologies for enabling knowledge and speeding the pace of product and service creativity
 Establish methods for measuring the benefits of knowledge management Investments
prevention of knowledge loss in the business
 Mentoring and coaching.
 Don’t let your highly-skilled workers leave.
 Sharing best practices.
 Sharing lessons learned.
 Content documentation.
future of knowledge management within the business environment
 KM is a critical success factor and challenge for the future. Creating, capitalizing and sharing knowledge capital will be a primary function of any successful organization.
 It is a long-term program starting from a strategic commitment, involving a correct understanding of KM and know how in the business, and integrating various and well-adapted tools.
 It is a strategic resource for increasing productivity; stability factor in an unstable and dynamic competitive environment.
 Technology can enable organizations overcome obstacles and barriers of space and scale.
 With appropriate technology, workers can easily find others with needed expertise or common interests.
 Once connected, they can work together to share and enrich knowledge in virtual spaces, allowing for the discovery and use of valuable insights, exchange of ideas and information and the building of relationships.
ADVANTAGES
 Facilitates better, more informed decisions.
 Contributes to the intellectual capital of an organization.
 Encourages the free flow of ideas which leads to insight and innovation.
 Eliminates redundant processes, streamlines operations, and enhances employee retention rates.
 Improves customer service and efficiency.
 Leads to greater productivity.
 A collaborative culture.
 More efficient question/problem handling.
 Sharing of valuable organizational information throughout organizational hierarchy.
 Can avoid re-inventing the wheel, reducing redundant work.
 May reduce training time for new employees.
 Retention of intellectual property after the employee leaves if such knowledge can be codified.
DISADVANTAGES
 Inability to deliver the expected performance out comes.
 Usability: Some users are not capable enough to use automated tools to get required information.
 Owners of content, or knowledge, being too possessive.
 Outdated information – no governance to updating the knowledge.
 Multiple copies of knowledge moving from person to person.

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#2
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KNOWLEDGE MANAGEMENT
ABSTRACT

On a global basis, organizations are recognizing the importance of knowledge as a means to gain or sustain competitive advantage. Researchers have concluded that the only thing that is sustainable, for successful businesses, in the New Millennium – is what it knows, how it uses what it knows, and how fast it can know something new.
In the past, the dilemma was finding enough information, but now the problem has shifted to identifying and managing the nuggets of mission-critical knowledge amongst the mountains of meaningless noise.
Many organizations are primarily knowledge-focused. They obtain data and information and produce either a product or service. In this production process they use their own, and other's,knowledge and information. Much of the knowledge in an enterprise is grounded in the minds of employees. Past experience and internal learning create processes, insights, methodologies, know-how and understanding that represent what the business is and how it adds value. Since knowledge is the most basic of all competencies, its recognition, creation, application, and management should be a critical success factor for attainment of a competitive advantage.
Since information builds on data and knowledge builds on both data and information, knowledge management includes all three elements. It does not focus on databases or information technology, although it may use both. Its concern is with managing its knowledge assets: creating, storing, and protecting, disseminating and using mission-critical knowledge. When people need knowledge, is it the right knowledge and is it timely and easy to locate and access? Is this precious commodity updated as learning occurs and better ways of doing things are discovered?
The awareness of the value of knowledge to a business, coupled with its management, acts as an integrator that improves cross-functional communication and cooperation. Shared knowledge not only makes for a more effective, efficient and agile organization, but creates a common perspective and culture that produces a natural consistency of successful decisions and actions.
INTRODUCTION
Knowledge is increasingly being recognized as the new strategic imperative of organizations. The most established paradigm is that knowledge is power. Therefore, one has to hoard it, keep it to oneself to maintain an advantage. The common attitude of most people is to hold on to one’s knowledge since it is what makes him or her an asset to the organization. Today, knowledge is still considered power – an enormous power in fact – but the understanding has changed considerably, particularly from the perspective of organizations. The new paradigm is that within the organization knowledge must be shared in order for it to grow. It has been shown that the organization that shares knowledge among its management and staff grows stronger and becomes more competitive. This is the core of knowledge management – the sharing of knowledge.
UNDERSTANDING KNOWLEDGE
In order to comprehend knowledge management, it is necessary to first understand the concept of knowledge. What is knowledge? How is it different from information? And how is information different from mere data?
We begin with data. What is data? Data is a number or word or letter without any context. For example, numbers like 5 or 100, without any context, are mere data. Without reference to either space or time, these numbers or data are meaningless points in space and time. The key phrase here is “out of context”. And since it is out of context then it has no meaningful relation to anything else.
A mere collection of data is not information. This means that if there is no relation between the pieces of data, then it is not information. What makes a collection of data information is the understanding of the relationships between the pieces of data or between the collection of data and other information. In other words, what is essential in making data or a collection of data information is the context, that is, the relation between the pieces of data.
Let us take an example. If we are given numbers like 1 and 7, they do not mean much. We may relate to the number 1 as being less than 2 and greater than 0, while 7 is a number greater than 6 but less than 8. At this level of understanding, these numbers are mere data. However, if we associate 7 with the number of days in a week, then we create context. With context, these data become information. And the information given by that context is that there are 7 days in 1 week. We have established a relationship between the two pieces of data 1 and 7. We have associated the number 1 with week and the number 7 with days. We have placed the data within a context thus producing information
We see from this example that information entails an understanding of the relations between data (e.g. the relation between the number 1 and number 7 in the context of the number of days in a week). In general, information remains relatively static in time and linear in nature (Figure 1.1). Since information merely provides the relationship between data, it therefore does not provide a foundation for why the data is what it is and does not indicate as to how the data is likely to change over time. In short, information is a relationship between data that is dependent on context for its meaning and with little implication for the future.
WHAT IS KNOWLEDGE?
Knowledge is a level higher than information. Knowledge resides in the minds of knower’s. It is a fluid mix of contextual structured and unstructured raw material that is transferred into valuable knowledge assets that can be renewed, grown, and acted upon. Knowledge is an inherently human state of affairs, while information is what resides in mindless computers.
Many agree with the definition that “knowledge” is not only personal, it is also an evolutionary mental process – we formulate and structure what we know. Knowledge also includes intuitiveand spontaneous responses to the environment in which we find ourselves.
TYPES OF KNOWLEDGE
There are two types of knowledge. One is explicit knowledge, which is expressed in words and numbers and shared in the form of data, scientific formulae, product specifications, manuals, universal principles, etc. This knowledge type can be readily transmitted across individuals formally and systematically. The second type of knowledge is referred to as tacit, something not easily visible and expressible.
Tacit knowledge is highly personal and hard to formalize, making it difficult to communicate or share with colleagues. Subjective insights, intuitions and hunches fall into this category of knowledge. Additionally, tacit knowledge is deeply rooted in an individual's action and experience, as well as in the ideals, values or emotions he or she embraces.
WHERE DOES KNOWLEDGE RESIDE?
Knowledge resides in many forms within an organization, but the primary areas include structured and unstructured information, and employee expertise.
• STRUCTURED INFORMATION – Transaction-based data managed and maintained within information systems. Transaction data is often locked away from users because it is difficult to retrieve or synthesize.
• UNSTRUCTURED INFORMATION – Associated with documents. It includes PC, paper, video, and audio formats that are not easily accessed and shared.
• EXPERTISE – Experience base or innate understanding of employees. Because this type of knowledge is broadly dispersed and continually changing, it is rarely codified and moves through the organization unwittingly.
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