Knowledge Management (KM)

Knowledge Management (KM) refers to a multi-

disciplined approach to achieve organizational
objectives by making the best use of knowledge.
KM focuses on processes such as acquiring, creating
and sharing knowledge and the cultural and technical
foundations that support them.
The purpose of Knowledge Management is to provide
the right information to the right people at the right
time to enable informed decision making which
enables service providers to be more efficient and
improve the quality of service delivered.
Pua Shrivastav
 What is Knowledge Management?
Knowledge management (or "KM") is the management
of knowledge within organizations

Decision Making

Synthesizng Knowledge

Analyzing

Information
Summarzng

Organzing

Data
Collecting

Puja Shrivastaw
 Knowledge Management
Process to help organization identify, select,
organize, disseminate, transfer information
Structuring enables problem-solving, dynamic
learning, strategic planning, decision-making
Leverage value of intellectual capital through
reuse

Pua Shrivastav
 Knowledge Management
Knowledge Management may be viewed in terms of
People -how do you increase the ability ofan individual in
the organization
to others with their
influence knowledge
-

Processes IisThere
-

approach varies from organization

is no limit on the number
to
organization. ofprocesses.
-

Technology It neds to be chosen only after allthe

initiative have
requirements of a knowledge management
been established.
-Culture -The biggest enabler of successful knowledge-
driven organizations is the establishment ofa knowledge
Jocused culture.
Structure- the
structures that
business processes and organizational
facilitate knowledge sharing.

uja Shvasta
 Knowledge Management Cycle/ Process
Fgure 2 The Kaovedge Manaprmes Cyeck

Creates knowledge through

new ways of doing things Oreate

Identifies and captures new

Cagture
knowledge
Places knowledge into Krowledge
context so it is usable
Stores knowledge in Hefne

repository Disseminat
Reviews for accuracy and
relevance
Makes knowledge available Manage
Store

at all times to anyone

Puja Shtivastav
Process of Knowledge Management
Inforali

eate yatematic
Uniquee value Process of

Knowledge
Management

epdaying
wledae
Diaseminating

Selectin
Knowledare

Puja Shrivastav
 Benefits
Benefits of Knowledge Management
improve quality of service to users
improve usersatisfaction
increase adoption of self service
Higher first call resolution rates
Reduce time to diagnose incidents and problems
Reduction in training time and costs
faster adoption of new or changed services
increase responsiveness to changing business
demands

Pua Shtvastav
 Managing Knowledge Management
Strategy: The objective is to manage, share, and create
relevant knowledge assets that will help meet tactical
and strategic requirements.
Organizational Culture: The organizational culture
influences the way people interact, the context within
which knowledge is created, the resistance they will
have towards certain changes, and ultimately the way
way they do not share) knowledge.
they share (or the
Organizational Processes: The right processes,
environments, and systems that enable KM to be
implemented in the organization.
 Managing Knowledge Management
Management & Leadership: KM requires competent
and experienced leadership at all levels like knowledge
managers, knowledge brokers and so on.
Technology: The systems, tools, and technologies that fit
the organization's requirements properly designed and
-

implemented.
Politics: The long-tem support to implement and sustain
initiatives that involve virtually all organizational
functions, which may be costly to implement (both
from the perspective of time and money), and which
often do not have a directly visible return on
investment.

Pa Shrvastav
 Two types of knowledge
Know-how& learning embedded
Documented information that within the minds peop
an ilitate actlon.

Explicit knowledge Implicit (Tacit) knowledge

-
Formal or codified
-
Informal and uncodified
-Documents: reports, policy
manuals, white papers, -
Values, perspectives & culture
standard procedures
Knowledge in heads
Databases
Memories of staff, suppliers
Books, magazines, journals
(ibrary) and vendors
Knowledge
Explicit knowledge
-

Objective, rational, technical

-

Policies, goals, strategies, papers, reports

- Codified

- Leaky knowledge

.Tacit knowledge
-

Subjective, cognitive, experiential leaming

- Highly personalized

-
Difficult to formalize
- Sticky knowledge

Puja Shrvastav
Advantages of knowledge
management
Some of the common benefits of knowledge
management include:

improved organisational agility

better and faster decision making

quicker problem-solving
increased rate of innovation
supported employee growth and
development
sharing ofspecialist expertise
better communication
improOved business prOcesses
A good knowledge management system will
make it easy to find and reuse relevant
information and resources across your business.
This, in turn, can help you to:

create better products and services

develop better strategies
improve profitability
reuse existing skills and expertise
. increase operational efficiency and staff

productivity
recognise market trends early and gain an
advantage over your rivals
benchmark against your competitors
make the most ofyour collective intellectual
capital
Challenges of knowledge management
The key to any successful knowledge
management system is knowing its limitations.
Some of the common challenges include:

finding ways to efficiently capture and record

business knowledge
making information and resources easier to
find
motivating people to share, reuse and apply
knowledge consistently
aligning knowledge management with the
Overall goals and business strategy
choosing and implementing knowledge
management technology
integrating knowledge management into
existing processes and information systems

To overcome these challenges, you should:

develop clear processes to capture, record

and share business knowledge
define the scope and objectives of any
knowledge management initiatives
create a corporate culture of knowledge
sharing between employees and
management
s e t clear goals and strategies to help you
utilise the collective knowledge (otherwise, it
will be of no use to your business)
consider budget, strategy and training needs
for any new knowledge management system
Consider change management strategies for
introducing new knowledge management
omponents of Knowledge Management

tworks.
Attitud es.
70 Data Minirg&
Sha
Innova to
cio ntods
Skils. op 10% Automath
Standards
Team-wa
Motna tion Content
Visian
Ogecive.
Ogn ation

Daabases
Expet
Irteligence.
KM Mapss
TYPES OF KWs
Core KWs: These are those workers in specific
knowledge management roles.
eg: chief information officers, knowledge
managers,etc.
Non-core KWs: It constitutes all the other knowledge
workers like doctors, nurses, dentists, managers, etc.
Specialty KWs : They possess a significant amount of
knowledge related to a specific company's products or

services.
Portable KWs: They possess information of wide and
immediate utility. They are familiar with knowledge
that is in demand by a variety of organizations.

Creative KWs: This focuses the majority of their

efforts on innovative behaviors, such as product design
and development.
eg: scientists and information system designers.
Core Competencies of KWs
Core competencies of

KWs

Thinking Skills Continuous Learning

Innovative Teams and

Innovation and creativity
Teamwork

Risk-TaKing and
potential success
Thinking Skills: Strategic thinking means havinga
vision of how the product can
be better, how the
company can improve by the value -added
contributions of its employees, and how continuous
learning contributes to a knowledge worker's career,
loyalty to the firm, and satisfaction on the job.

Continuous Learning: Knowledge work implies

innovation through continuous learning on the job,
professional seminars, and working in an environment
conducive to creativity and advancement.
Innovative Teams and Teamwork: As competition
becomes more intense, the problems facing today's
corporation become more complex, requiring
innovative teamwork and joint decision-making for
solutions.
Innovation and Creativity: The spirit behind
innovation and creativity is for knowledge workers to
expand their vision and dream a new or a different
product or service for the advancement of the firm.
Risk-Taking and Potential Success: Innovation and
creativity mean risk-taking. Maintaining the status
quo requires minimum risk, but it also breeds no
change for the betterment of knowledge workers or the
organization.
Approaches to rewarding knowledge workers
.Total reward policies: A total reward is the monetaryand
non-monetary return provided to employees in exchange
for their time, talents, efforts, and results.

Recognition and praise: of the most powerful

It is one

motivators. People need to know not only how well they

have achieved their objectives but also that their
achievements are appreciated.
Career and Job Family Structure: A career family
structure is one in which separate job families are

identified and defined but a common grade and pay

structure applies to all the families.

Pay Flexibility: The overall approach to knowledge
workers should be flexibility within a framework.
Flexibility is intended to deliver greater differentiation
between individuals, teams or units within an

organization and requires greater market sensitivity of

rewards.
Factors that limit KW's Productivity
Time Constraint: Time is the enemy of successful
KWs. There is always more work to do. As a result,
either quality suffers or completion time
lags.
Working Smarter and harder and accomplishing
little.
KWs doing work that the firm did not hire them
to do.

Work Schedule: Heavy work demands invariably

affects a KW's attention span, motivation, and
patience, regardless of pay or benefits.
 Motivation against KW
all
programmed to followproductivity:
the ideals
KWs are not
proposed by
management. Avoiding task uncertainty or
job
complexity can pose productivity problems and affects
the productivity of other KWs if their
works depands
on one another's inputs.