Knowledge Management - Edlogix Synopsis (1) HJKH

PROJECT REPORT- SYNOPSIS
A Study On “ Effectiveness On Knowledge Management

Practices “ With Reference to Edlogix Software Solutions
Pvt.Ltd
Submitted
By
Akshitha Reddy Paduru
160616672035
Signature of Supervisor Signature of HOD

INTRODUCTION
HUMAN RESOURCE MANAGEMENT
A wonderful creation of man brought significant and paradigm
shifts in our day-to/day life. The people make or mar the
organization. According to L F Urwick “Business houses are made
or broken in the long run not by markets or capital, patent or
equipment by men” managing men has become a task of trauma.
As it is said, by father of psychologist Sigmund Freud that, “beats
are better than some men”. Sometimes we find such men in the
organization and managing these men is a task. Managing this task
is Human Resource Management.
An organization is nothing without Human Resource. Of all
the resources manpower is the only resources, which does not
depreciate with the passage of the time. The term Human Resource
is a resource like any natural resources (i.e.) management can get
and use the skills, knowledge, ability etc. Through the development
of multi-facets, skill tapping and utilizing them again and again by
developing a positive attitude among employees. From the view
point of the organization Human Resource Management is the
process of efficiently getting activities completed with and through
other people.
In the process of glamorous globalization Human resource
management was heralded as “a new era of human people –
oriented employment management” and derided as a “blunt
instrument to bully workers”. But the former proved a value and
this value stabilized and strengthen the Silicon Valley and Silicon
Valleys of India. Human Resource Management concerned the
human side of the management of enterprises and employees
relations with their firm.
The employees of a company i.e. its Human Resources are

understood in and used in such a way that the employer obtains
the greatest possible benefit from their abilities and the employees
obtain both material and psychological rewards from their work.
Human Resource Management sees employees as assets to be used
strategically through their close involvement with the organization
and by raising employee’s levels of commitment to the aims and
requirements of the firm’s. Now a day’s employees are encouraged
to welcome change, to be innovative, quality conscious and flexible.
Hrm as Central Subsystem in an Organization
As a central subsystem, HRM interacts closely and

continuously with all other subsystem of an organization. The
quality of people in all subsystem depends largely upon the
policies, programmes and practices of the HRM subsystems. The
quality of Human Resource determines in turn the success of the
organization.
HRM become very significant in recent decades due to the
following factors:
 Growth of powerful nationwide trade union.

 Increase proportion of women in the workforce.
 Rise of professional and knowledgeable workers.
 Growing expectations of society from employers.
 Increase in the size and complexity of the organization.
 Revolution in information technology that might effect the
workforce.
 Rapid technological developments like automation and
computerization.
 Rapidly changing jobs and skills requiring long term
manpower planning.
 Widening scope of legislation designed to protect the interests
of the workforce.
HRM – The new assumptions
 Goal orientation (relationship orientation)

 Participation and informed choice (control from top)
 People are social capital capable of development (people are variable cost)
 Seeks power equalization for trust and collaboration (seeks power advantage for
bargaining and confrontation)
 Coincidence of interest between stakeholders can be development (self interest
dominates conflict between stakeholders)
 Proactive system wide intervention, with emphasis on fit linking HRM with
strategic planning and cultural change (old assumption reactive, piecemeal
intervention in response to specific problem)
Out comes to HRM

According to the Harvard Researchers, the effectiveness of the outcomes to HRM should
be evaluated under four headings:
 Commitment
 Competence
 Congruence
 Cost-effectiveness
Commitment
Concerns employee’s loyalty to the organization personal motivation and linking for their
work. The degree of employee commitment might be assessed via attitude surveys labor
turnover and absenteeism statistics and through interview with the workers who quit their
jobs.
Competence
Relates to employees skills and abilities, training requirements and potential for higher
work. These may be estimated through employee appraisal system and the preparation of
skills inventories. HRM policies should be designed to attract, retain and motivate
competent.
Congruence
Congruence means that management and workers share the same vision of the
organization goals and work together to attain them. In a well-managed organization,
employees at all levels of authority will share common perspectives about the factors that
determine its prosperity and future prospects.
Cost-effectiveness
Concerns operational efficiency. HR should be used to the best advantage and in the most
productive ways. Outputs must be maximized at the lowest input cost and the
organizational must be quick to respond to market opportunities and environmental
changes.
Knowledge Management: An Eye Opener
The new millennium is in the midst of explosive change witnessing

intense competition amongst the domestic as well as the
international players. Little wonder then KNOWLEDGE
MANAGEMENT is fast emerging as a core strategy, that
organizations worldwide are adopting to manage and leverage
organizational knowledge, for sustainable business advantage. In
this world of rapid change, we have to create new knowledge and
ideas constantly. We get that by looking at what we know, and
applying it to what we do not yet know.
The changes taking place in the world economy have made knowledge
management a business necessity, at least for large multinationals that operate on a global
scale, or hope to. Managing your company’s knowledge more effectively and exploiting
it in the market place is the latest pursuit of those seeking competitive advantage.
The organizations that are driven by knowledge are the ones that will succeed.
The combination of global reach and speed compels organizations to ask themselves,
“what do we know, who knows it, what do we not know that we should know?”
This paper describes in a nutshell, that the organizations can attain maturity in
KM only through healthy coexistence of technology, processes and people.
What is Knowledge Management?
Knowledge Management is a process that helps organizations find, select, organize,
disseminate and transfer important information and expertise necessary for activities such
as problem solving, dynamic learning, strategic planning and decision-making.
“ If money is your hope for independence, you will never have it. The only real security a
man will have in this world is a reserve of knowledge, experience and ability”.
Henry Ford
To define knowledge management we have to pull apart the two parts of that term.
Knowledge
Knowledge is part of the hierarchy made up of data, information, knowledge and

wisdom. Data are raw facts. Information is facts with context and perspective.
Knowledge is information with guidance for action. Wisdom is understanding which
knowledge to use for what purpose.
Management
Management is part of another hierarchy that includes supervision, management and
leadership. Supervision is dealing with individual tasks and people and works at the
operational level of an organization or subunit. Management is dealing with groups and
priorities at the tactical level. Leadership is dealing with purpose and change at the
strategic level.
Hence knowledge management is concerned with the exploitation and
development of the knowledge assets of an organization with a view to furthering the
organization’s objectives.
“No amount of sophistication is going to allay the fact that all your knowledge is about
the past and all your decisions are about the future.”
E. Wilson
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. These knowledge characteristics include the following: • Using
knowledge does not consume it.
• Transferring knowledge does not result in losing it.
• Knowledge is abundant, but the ability to use it is scarce.
• Much of an organization’s valuable knowledge walks out the door at the end of the day
Knowledge Management is the explicit and systematic management of vital knowledge – and
its associated processes of creation, organization, diffusion, use and exploitation. Knowledge
Management programs are typically tied to organizational objectives and are intended to
achieve specific outcomes; these can include improved performance, competitive advantage
innovation, lessons learnt transfer and the general development of collaborative practices.
Knowledge Management programs attempt to manage the process of creation (or

identification), accumulation and application of knowledge across an organization. As such
Knowledge Management is frequently linked to the idea of the learning organization
although neither practice encompasses the other. Knowledge Management may be
distinguished from Organizational Learning by a greater focus on specific knowledge assets
and the development and cultivation of the channels through which knowledge flows.
HR has a key role in the KM movement. Key HR processes- corporate education,

performance management and nurturing culture, have a key role in the development of the
knowledge based enterprise.
Sustainable competitive advantage a firm has come from what it “collectively knows,” how
effectively it uses what it knows and how readily it “acquires and uses new knowledge,” in
short by becoming a Knowledge Driven Organization. Knowledge Management (KM)
provides an enabling framework to derive this advantage. It helps institutionalize processes to
fully leverage the “collective knowledge” in an organization.
What is Knowledge Management?
KM is a multidisciplinary field of study that covers a lot of ground. This should not be
surprising as applying knowledge to work is integral to most business activities.
However, the field of KM does suffer from the “ Three Blind Men and an Elephant ”
syndrome. In fact, there are likely more than three distinct perspectives on KM, and each
leads to a different extrapolation and a different definition. Here are a few sample
definitions of knowledge management from the business perspective: Strategies and
processes designed to identify, capture, structure, value, leverage, and share an
organization’s intellectual assets to enhance its performance and competitiveness. It is
based on two critical activities: capture and documentation of individual explicit and tacit
knowledge, and its dissemination within the organization. Knowledge management is a
collaborative and integrated approach to the creation, capture, organization, access, and
use of an enterprise ’ s intellectual assets. ( Grey 1996) Knowledge management is the
process by which we manage human centered assets . . . the function of knowledge
management is to guard and grow knowledge owned by individuals, and where possible,
transfer the asset into a form where it can be more readily shared by other employees in
the company. ( Brooking 1999 , 154) Further definitions come from the intellectual or
knowledge asset perspective: Knowledge management consists of “ leveraging
intellectual assets to enhance organizational performance. ”( Stankosky 2008 )
Knowledge management develops systems and processes to acquire and share intellectual
assets. It increases the generation of useful, actionable, and meaningful information, and
seeks to increase both individual and team learning. In addition, it can maximize the
value of an organizations intellectual base across diverse functions and disparate
locations. Knowledge management maintains that successful businesses are a collection
not of products but of distinctive knowledge bases. This intellectual capital is the key that
will give the company a competitive advantage with its targeted customers. Knowledge
management seeks to accumulate intellectual capital that will create unique core
competencies and lead to superior results.
Definitions of Knowledge Management
 ( Rigby 2009 ) --- A definition from the cognitive science or knowledge science
perspective: Knowledge — the insights, understandings, and practical know-how
that we all possess — is the fundamental resource that allows us to function
intelligently. Over time, considerable knowledge is also transformed to other
manifestations — such as books, technology, practices, and traditions — within
organizations of all kinds and in society in general. These transformations result
in cumulated [sic] expertise and, when used appropriately, increased
effectiveness. Knowledge is one, if not THE, principal factor that makes
personal, organizational, and societal intelligent behavior possible.
 ( Wiig 1993 ) --- Two diametrically opposed schools of thought arise from the
library and information science perspective: the fi rst sees very little distinction
between information management and knowledge management, as shown by
these two definitions: KM is predominantly seen as information management by
another name (semantic drift). ( Davenport and Cronin 2000 , 1) Knowledge
management is one of those concepts that librarians take time to assimilate, only
to reflect ultimately “ on why other communities try to colonize our domains. ”
 ( Hobohm 2004 , 7) --- The second school of thought, however, does make a
distinction between the management of information resources and the
management of knowledge resources. Knowledge management “ is
understanding the organization ’ s information flows and implementing
organizational learning practices which make explicit key aspects of its
knowledge base. It is about enhancing the use of organizational knowledge
through sound practices of information management and organizational
learning.”
 ( Broadbent 1997 , 8 – 9) --- The process-technology perspective provides some
sample defi nitions, as well: Knowledge management is the concept under which
information is turned into actionable knowledge and made available effortlessly
in a usable form to the people who can apply it. (Patel and Harty, 1998)
Leveraging collective wisdom to increase responsiveness and innovation. A
systematic approach to manage the use of information in order to provide a
continuous flow of knowledge to the right people at the right time enabling
efficient and effective decision making in their everyday business. A knowledge
management system is a virtual repository for relevant information that is critical
to tasks performed daily by organizational knowledge workers
Multidisciplinary Nature of KM
Knowledge management draws upon a vast number of diverse fields such as:
• Organizational science
• Cognitive science
• Linguistics and computational linguistics
• Information technologies such as knowledge-based systems, document and information
management, electronic performance support systems, and database technologies
• Information and library science
• Technical writing and journalism
• Anthropology and sociology
• Education and training
• Storytelling and communication studies
• Collaborative technologies such as Computer-Supported Collaborative Work (CSCW)
and groupware as well as intranets, extranets, portals, and other web technologies The
above is by no means an exhaustive list but serves to show the extremely varied roots that
KM grew out of and continues to be based upon today.
Figure 1.1 illustrates some of the diverse disciplines that have contributed to KM.
The Two Major Types of Knowledge:

Tacit and Explicit We know more than we can tell. — Polanyi 1966 Tacit knowledge is
difficult to articulate and difficult to put into words, text, or drawings. Explicit knowledge
represents content that has been captured in some
Comparison of properties of tacit versus explicit knowledge
Properties of tacit knowledge Properties of explicit knowledge

1. Ability to adapt, to deal with new and 1. Ability to disseminate, to reproduce, to
exceptional situations access and re-apply throughout the
organization
2. Expertise, know-how, know-why, and 2. Ability to teach, to train
care-why
3. Ability to collaborate, to share a vision, 3. Ability to organize, to systematize, to
to transmit a culture translate a vision into a mission statement,
into operational guidelines
4. Coaching and mentoring to transfer 4. Transfer knowledge via products,
experiential knowledge on a one-to-one, services, and documented processes
face-to-face basis
Purpose of Knowledge Management
The purpose of knowledge management (km) 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. Therefore, 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.
Stages of Knowledge Management

STAGE I “By the Internet out of Intellectual Capital”
The initial stage of KM was driven primarily by information technology, or

IT. Organizations, particularly the large international consulting organizations, realized
that their stock in trade was information and knowledge. These groups also realized that
internal communication and information sharing was often lacking. If knowledge could
be shared more effectively, then the efficiency would increase business and the bottom
line would improve. When the internet emerged, they realized that the intranet flavor of
the internet provided a valuable tool to accomplish knowledge coordination and sharing.
The first stage of KM focused on the deployment of new technology to accomplish these
information sharing goals. This stage focused on these several things :
Information Technology
Intellectual Capital
The Internet (including intranets, extranets, etc.)
STAGE II Human and cultural dimensions, the HR, Human Relations stage
The second stage of KM can be described simply as adding the recognition of the importance
of the human and cultural dimensions. The second stage might be described as the, ’if you
build it they will come’ is a fallacy stage. In other words, the recognition that building KM
systems alone is not sufficient and can easily lead to quick and embarrassing failure if human
factors are not sufficiently taken into account. As this recognition unfolded, two major
themes from the business literature were brought into the KM fold. This stage focused on this
several things
 Communities of Practice
 Organizational Culture
 The Learning Organization (Senge)
 Tacit Knowledge (Nonaka) incorporated into KM

STAGE III Content and Retrievability
The third stage was the awareness of the importance of content, and, in particular, an
awareness of the importance of the retrievability and, therefore, of the importance of the
arrangement, description, and structure of that content. Since a good alternate description for
the second stage of KM is the “it’s no good if they don’t use it” stage, then in that vein,
perhaps the best description for the new third stage is the “it’s no good if they can’t find it”
stage, or perhaps “it’s no good if they try to use it, but can’t find it.” This stage focused on
these several things :
 Structuring content and assigning descriptors (index terms)
STAGE IV Access to External Information
This stage can be characterized by the awareness of the importance of information and
knowledge external to the organization. This stage focused on these several things :
 Emphases upon External Information and the recognition of the Importance of

Context
Figure 1.2 Stages of Knowledge Management
RESEARCH
KM emerged as a scientific discipline in the early 1990s. It was initially supported by

individual practitioners, when Skandia hired Leif Edvinsson of Sweden as the
world's first Chief Knowledge Officer (CKO). Hubert Saint-Onge (formerly
of CIBC, Canada), started investigating KM long before that. The objective of
CKOs is to manage and maximise the intangible assets of their
organisations. Gradually, CKOs became interested in practical and theoretical
aspects of KM, and the new research field was formed. The KM idea has been
taken up by academics, such as Ikujiro Nonaka (Hitotsubashi University),
Hirotaka Takeuchi (Hitotsubashi University), Thomas H. Davenport (Babson
College) and Baruch Lev (New York University). In 2001, Thomas A. Stewart,
former editor at Fortune magazine and subsequently the editor of Harvard Business
Review, published a cover story highlighting the importance of intellectual capital
in organisations. The KM discipline has been gradually moving towards academic
maturity. First, is a trend toward higher cooperation among academics; single-
author publications are less common. Second, the role of practitioners has
changed. Their contribution to academic research declined from 30% of overall
contributions up to 2002, to only 10% by 2009. Third, the number of academic
knowledge management journals has been steadily growing, currently reaching 27
outlets.
Multiple KM disciplines exist; approaches vary by author and school. As the discipline
matured, academic debates increased regarding theory and practice, including:
 Techno-centric with a focus on technology, ideally those that enhance knowledge

sharing and creation.
 Organizational with a focus on how an organisation can be designed to facilitate
knowledge processes best.
 Ecological with a focus on the interaction of people, identity, knowledge, and
environmental factors as a complex adaptive system akin to a natural ecosystem.
Regardless of the school of thought, core components of KM roughly include

people/culture, processes/structure and technology. The details depend on
the perspective. KM perspectives include:
 community of practice
 social network analysis
 intellectual capital
 information theory
 complexity science
 constructivism
The practical relevance of academic research in KM has been questioned with action
research suggested as having more relevance and the need to translate the findings
presented in academic journals to a practice.
Dimensions
Different frameworks for distinguishing between different 'types of' knowledge

exist. One proposed framework for categorizing the dimensions of knowledge
distinguishes tacit knowledge and explicit knowledge. Tacit knowledge represents
internalized knowledge that an individual may not be consciously aware of, such as to
accomplish particular tasks. At the opposite end of the spectrum, explicit knowledge
represents knowledge that the individual holds consciously in mental focus, in a form that
can easily be communicated to others.
Ikujiro Nonaka proposed a model (SECI, for Socialization, Externalization, Combination,

Internalization) which considers a spiraling interaction between explicit knowledge and
tacit knowledge. In this model, knowledge follows a cycle in which implicit knowledge is
'extracted' to become explicit knowledge, and explicit knowledge is 're-internalised' into
implicit knowledge.
Hayes and Walsham (2003) describe knowledge and knowledge management as two
different perspectives. The content perspective suggests that knowledge is easily stored;
because it may be codified, while the relational perspective recognises the contextual and
relational aspects of knowledge which can make knowledge difficult to share outside of
the specific context in which it is developed.
Early research suggested that KM needs to convert internalised tacit knowledge into
explicit knowledge to share it, and the same effort must permit individuals to internalise
and make personally meaningful any codified knowledge retrieved from the KM effort.
Subsequent research suggested that a distinction between tacit knowledge and explicit
knowledge represented an oversimplification and that the notion of explicit knowledge is
self-contradictory. Specifically, for knowledge to be made explicit, it must be translated
into information (i.e., symbols outside of our heads). More recently, together with Georg
von Krogh and Sven Voelpel, Nonaka returned to his earlier work in an attempt to move
the debate about knowledge conversion forward.
A second proposed framework for categorizing knowledge dimensions distinguishes

embedded knowledge of a system outside of a human individual (e.g., an information
system may have knowledge embedded into its design) from embodied
knowledge representing a learned capability of a human body's nervous and endocrine
systems.
A third proposed framework distinguishes between the exploratory creation of "new

knowledge" (i.e., innovation) vs. the transfer or exploitation of "established knowledge"
within a group, organisation, or community. Collaborative environments such as
communities of practice or the use of social computing tools can be used for both
knowledge creation and transfer.
Knowledge Management Strategies
Knowledge may be accessed at three stages: before, during, or after KM-related

activities. Organisations have tried knowledge capture incentives, including making
content submission mandatory and incorporating rewards into performance
measurement plans. Considerable controversy exists over whether such incentives work
and no consensus has emerged.
One strategy to KM involves actively managing knowledge (push strategy). In such an

instance, individuals strive to explicitly encode their knowledge into a shared knowledge
repository, such as a database, as well as retrieving knowledge they need that other
individuals have provided (codification).
Another strategy involves individuals making knowledge requests of experts associated

with a particular subject on an ad hoc basis (pull strategy). In such an instance, expert
individual(s) provide insights to requestor (personalisation).
Hansen et al. defined the two strategies. Codification focuses on collecting and storing
codified knowledge in electronic databases to make it accessible. Codification can
therefore refer to both tacit and explicit knowledge. In contrast, personalization
encourages individuals to share their knowledge directly. Information technology plays a
less important role, as it is only facilitates communication and knowledge sharing.
Other knowledge management strategies and instruments for companies include:
 Knowledge sharing (fostering a culture that encourages the sharing of

information, based on the concept that knowledge is not irrevocable and should be
shared and updated to remain relevant)
 Storytelling (as a means of transferring tacit knowledge)
 Cross-project learning
 Make knowledge-sharing as a key roles in employees' job description
 After-action reviews
 Knowledge mapping (a map of knowledge repositories within a company
accessible by all)
 Communities of practice
 Expert directories (to enable knowledge seeker to reach to the experts)
 Expert systems (knowledge seeker responds to one or more specific questions to
reach knowledge in a repository)
 Best practice transfer
 Knowledge fairs
 Competence management (systematic evaluation and planning of competences of
individual organisation members)
 Proximity & architecture (the physical situation of employees can be either
conducive or obstructive to knowledge sharing)
 Master–apprentice relationship, Mentor-mentee relationship, Job-shadowing
 Collaborative software technologies (wikis, shared bookmarking, blogs, social
software, etc.)
 Knowledge repositories (databases, bookmarking engines, etc.)
 Measuring and reporting intellectual capital (a way of making explicit knowledge
for companies)
 Knowledge brokers (some organisational members take on responsibility for a
specific "field" and act as first reference on a specific subject)
 Inter-project knowledge transfer
Motivations
 Making available increased knowledge content in the development and provision

of products and services
 Achieving shorter development cycles
 Facilitating and managing innovation and organisational learning
 Leveraging expertise across the organisation
 Increasing network connectivity between internal and external individuals
 Managing business environments and allowing employees to obtain relevant
insights and ideas appropriate to their work
 Solving intractable or wicked problems
Need of the Study
The purpose of knowledge management (km) 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. Therefore, 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.
Objectives of the Study
1. To study the effectiveness of of KM at edlogix solutions pvt ltd.
2. To study the perception of employees on the basis of job profile towards KM.
3. To study the Organizational effectiveness and improving its opportunity enhancement.
4. to measure the satisfaction levels of employees towards KM.
To offer some suggestions for effective KM.
Research Methodology
Research design:
The research used for this study of Knowledge management is descriptive in nature. This
design is adopted to portray the attitude of the respondents regarding different dimensions
of Knowledge management.
Sample design:
The respondents were selected by random sampling. The survey was conducted for a
period of 45 days at Edlogix Laboratories.
Sample size:
The total sample size of 50 respondents were taken, which includes all the employees of
Edlogix Laboratories. They were interviewed personally.
Coverage:
The respondents are from
 Department: Human resource, Engineering, Finance, Quality Assurance, Quality

control, R&D, SH&E, Production, Ware House, Security & Administration.
 Employee Level: All levels of people were considered for the survey (Senior
Managers, Assistant Managers, Head of the departments and workers).
Methodology
Primary Data:
The primary data is collected from

Interviews:
Interviews are conducted on concerned officials in the organization. This was

done to extract the information pertaining to the study not available in the books, records
and other sources.
Questionnaire:
The term questionnaire usually refers to a self-administered process whereby the

respondent himself reads the question and records his answers without the assistance of
an interview.
The questionnaire is a standard form for recording answers may be undertaken

either by the interviewer or by the respondents, as the methods of data collection require.
The main thrust of a questionnaire is that it is a schedule of questions. It is not

static and fixed in a wider sense. Different respondents may interpret the questions
differently, but they should reserve the basic theme and purpose of data collection.
The questionnaire of the Knowledge Management contains questions

regarding:
 Creative thinking and Idea Generation
 Team and Team Work

 Motivation
 Training and Development
 Incentive System
Such questions help the organizations to work on establishing strong and effective
climate.
A well-structured questionnaire was developed to extract information about the

matters of relevance a primary questionnaire was developed and tested on respondents it
was revived and tested again. The Final Questionnaire is a result of such interactions. The
questionnaire was personally administered to people working for Edlogix Laboratories.
Secondary Data:
The secondary data is collected from
Internal sources:
To trace the origin, growth and performance of Edlogix Laboratories, the

respective annual reports and internal circulars were utilized. Even the official records of
human resource department and various printed materials were referred to extract the
information.
External sources:
The secondary data is also collected from different sources.
o PerfECT: ‘Performance Enhancement and coaching tool’.
o Magazines like Elixir, Tejas, Aspire and SOFTWARE News.
o The official website of Edlogix.
Observation:
For having a broader and accurate idea about the implementation of Knowledge-
based activities in the organization, observation method has been used. By observing the
employees who participated in the training activities and other activities we could analyze
and see the impact and resourcefulness of Knowledge management in the organization.
Data Analysis and Interpretation:
Data is analyzed and interpreted using statistical methods like pie diagrams
Scope of the Study
The study involves analyzing Knowledge management in Edlogix Software Solutions

Pvt. Ltd. The scope of the study is limited to the information gathered from the company
only.
One major influence on KM activities is the scope in which they are performed.
Generally it seems desirable to take into account as much knowledge and parts of the
organization as possible. But KM should always start small, i.e. with pilot projects, and
then be widened after operation in a small scope has shown 35 successful This serves a
number of purposes. Firstly, it ensures that if something goes wrong the impact is not
very big. Thus, this approach gives space for mistakes – and such have to be expected. It
secondly allows one to think about the larger scale while planning the pilot operation.
This makes it possible to e.g. start influencing cultural issues identified in the analysis.
This can have effects also outside the defined scope and can be seen as a preparation for
further KM activities. As cultural influence is a matter of long-term activities, this seems
desirable. Knowledge Management is found, and primarily explained within the context
of Service Transition, it is a process used by all elements of the Service Lifecycle to
improve the decision making that occurs. What is not considered to be within the scope
of Knowledge Management is the detailed Configuration Item information that is
captured and maintained by Service Asset and Configuration Management (but is
interfaced with the same tools and systems). It will help the organization for faster
development of new technical approaches. The study is help to Check to see how current
technology will match technical requirements of the proposed KM system.
Limitations of the Study

 Few respondents were reluctant while answering the questions
 Lack of time and other resources as it was not possible to conduct survey at large
level
 It was difficult to interact with the employees as they are busy with their work.
 Limited time span for carrying out study

CHAPTER-III
THEORITICAL STUDY
Knowledge management – an overview
Preamble
In the present day market scenario of intense competition, organizations need to

know what they know and able to leverage on its knowledge base to gain competitive
advantage. In this knowledge era, organizations can create and sustain competitive
advantage through initiation of appropriate knowledge management process. The
organizations that can leverage technology to exploit the data realize the benefits by
creating a competitive advantage for itself. The competitive advantage could be in the
form of identifying trends, unusual patterns and hidden relationships. The recent
emphasis on knowledge management arise out of the needs of the organizations to
manage resources more effectively in a hyper-competitive, global economy. The need for
emphasis on knowledge management is also stressed by Nonaka and Takeuchi in their
statements. In an economy where the only certainty is uncertainty, the one sure source of
lasting competitive advantage is knowledge. Successful companies are those that
consistently create new knowledge, disseminate it widely throughout the organization and
quickly embody it in new technologies and products.
Knowledge in knowledge management
Many management researchers and authors have stressed the importance of

knowledge. Peter drucker has declared that knowledge is just not another resource like
labor, capital, but is the only important resource today. Toffler subscribes to the views of
Drucker, by proclaiming that knowledge is the source of the highest-quality power shift
that lies ahead. Quinn shares a similar view while stating that the economic and the
producing power of modern organizations lies more in its intellectual assets and
capabilities more than the other tangible assets. Nonaka and Takeuchi have focused on
how Japanese companies have leveraged their knowledge assets to gain competitive
advantage and industry leadership. The paradox in knowledge management is that we are
trying to manage what cannot be managed. Before we set about managing knowledge, we
need to understand what the term knowledge refers to and the various classification of
knowledge.
Davenport has defined knowledge as a fluid mix of framed experience, values,

contextual information and expert insight that provides a framework for evaluating and
incorporating new experiences and information. It originates and is applied in the minds
of the owners of knowledge. In organizations, it often becomes embedded not only in
documents or repositories, but also in organizational routines, processes, practices and
norms.
Ryle, in one of his works, has explained the different categories of knowledge. First
knowledge is referred to what is gained through the understanding of concept and
frameworks, generally referred to as ‘knowing why’ another classification of knowledge,
what Peter Senge
Termed as capacity for action, refers to an understanding of the facts and procedures
required for making things happen. Knowledge also refers to the codification of factual
knowledge based on prior experience, which is
 Need for life-long learning is an inescapable reality

 Increasing dominance of knowledge as a basis for organizational effectiveness.
 The failure of financial models to represent the dynamics of knowledge
 The failure of information technology by itself to achieve substantial benefits
for organizations for organizations
 The diffusion of global capabilities causing developed countries to become
service-based economies depending on labor from developing countries
 The unintended consequences of universal information access.
 The important attached to this subject in management schools. The
importance of knowledge management is also corroborated by various research
studies.
 A survey by Pricewatemouse Coopers and world economic forum found that
95% of CEO’s saw KM as an essential ingredient foe the success of their
company.
 According to the International Data Corporation, companies worldwide are
expected to dramatically increase their knowledge management expenditure
from $2 million in 1999 to $12 million in 2003.
 Generally tacit knowledge and is termed as ‘knowing that’. The next usage of
knowledge refers to codification of factual knowledge which is acquired
knowledge and this could be tacit or explicit. This term is also used while
referring to social knowledge of networks indicating the person’s known. This,
in general terms, is referred to as ‘knowing who’ knowledge also refers to the
cultural knowledge facilitating communication, which in common terms is
termed as ‘knowledge of meaning’.
Why knowledge management
The field of knowledge management has gained currency in recent times due to a
wide variety of reasons. Some of them are
 The speed of change in the market place has become so rapid that the time
available for organizations to gain experience and acquire knowledge has
diminished. Organizations are required to differentiate their product or produce
them in fastest possible time and the lowest possible cost.
 Competition in the market place has forced organization to reduce costs. One of
the methods followed is reduction in manpower. This has led to early retirements
and increasing mobility of work force resulting in a loss of knowledge.
 Organisations are forced to compete on the basis of knowledge
 Market place is increasingly competitive
 Reduction is staffing create a need to replace informal knowledge with formal
methods
 Reduction in work force due to competitive pressure
Roots of knowledge management
Business
transformation
Learning Innovation
Organisation
Roots of
Knowledge
Management
Intellectual Information
assets management
Knowledge
based systems
Learning organization
If an organization conforms to the required norms and can be termed as a learning
organization, then it becomes one of the start points of knowledge management.
Intellectual assets
The intellectual assets in an organization are the people having gained expertise through
years of work experience and are tacit in nature. This knowledge has to made explicit and
manage in order to leverage on it and gain competitive advantage.
Knowledge based systems

The systems that have evolved in an organization to facilitate the smooth functioning of
the organization should facilitate harnessing the existing knowledge in the organization.
These systems could be a basis of knowledge management.
Information management
Information is the core of knowledge management, since information combined with
experience and intuition leads to knowledge. Hence, proper information management
system can result in an effective knowledge management system.
Innovation
Creativity and innovation are methods by which new knowledge is created. Innovation
comes out of increment changes to existing products or processes and a radical change,
which is different from the original process or product. Radical changes give a new
dimension to the existing knowledge base and incremental changes result in changes in
perception and line of thinking leading to new knowledge insights.
Business transformation
Business transformation acts as another catalyst for knowledge management.

Organizations respond to the various changes in the market place through transformation
processes like business process re-engineering.
Evolution of knowledge management
Historic developments may be portrayed by the following stages of dominant economic
activities and foci leading to the evolution of knowledge management.

Agrarian Creating products for consumption and
Economics exchange.
Natural resource Natural resource exploitation dominate while

Economics customer intimacy was pursued separately by
expert tradesmen and guilds.
Product Revolution Continued focus on operational excellence and
product leadership.
Knowledge New focus on customer intimacy.

Revolution
Hierarchy of Business Intelligence
Realizing the benefits from raw data, which goes through a number of stages as depicted
in the following figure.
Data
The basic element of information in an organization is in the form of data. Organizations
collect, summarize and analyze this data to identify patterns and trends. Most of the data
thus collected is associated with the functional processes of the organization.
Information
Each data element is a component of a transaction and does not provide much
information unless they are presented in conjunction with other data elements. The
accumulation of data into a meaningful context provides information.
Analytic
The information gathered in the previous stage, although provides much insight, separate
or regrouping this information and analysis extends the value of the information.
Applications with analytical processing capabilities provide users with the ability to
analyze information and determine relationships, patterns.
Knowledge
Knowledge is different from data, information or analysis. Knowledge can be created
from any one of those layers or it can be created from existing knowledge using logical
inferences.
Wisdom
Wisdom is the utilization of accumulated knowledge to create a higher level of

understanding of the data.
An example would help in understanding the distinction better. Mere numerals like 41, 42
are termed as data. This data, if read in the context of temperature would give an
indication of the weather in that part of the world. The fact that these numbers indicate
the temperature is information. Knowledge refers to the understanding that this
temperature indicates summer. The decision to venture out or not in this weather, or an
understanding of the effects of this weather is wisdom.
Definition of Knowledge Management
There are as many definitions for Knowledge management as there are people
who are working on this subject. Given below, are some of the most commonly used
definitions.
KM is to understand, focus on and manage systematic, explicit and deliberate knowledge
building, renewal and application- that is manage effective knowledge processes.
KM is knowledge creation followed by interpretation, knowledge dissemination and use,

and knowledge retention and refinement.
De Jarnett
Powerful environment forces are reshaping the world of the manager of the 21 st century.
These forces call for a fundamental shift in organization process and its strategy. This is
knowledge management.
Taylor
Knowledge Management is the process of critically managing knowledge to meet

existing needs, to identify and exploit existing and acquired knowledge assets and to
develop new opportunities.
Quintas
The crux of the issues is not information, information technology. The answer turns out to
lie more with psychology and marketing of knowledge within the family than bits and
bytes.
Peters
Knowledge Management is the activity, which is concerned with strategy and

tactics to manage human centered assets.
Brooking
Knowledge Management is about enhancing the use of organizational knowledge

through sound practices of information management and organizational learning.
Source: Broadbent (1998)
A learning organization is proficient at creating, acquiring, organizing and sharing

knowledge, and at applying this knowledge to develop its behavior, position or
objectives. The essential goal of knowledge management is to harness the organization’s
information resources and information capabilities to enable it to learn and adapt to its
changing environment.”
Source: choo (1998a)
The ultimate corporate resource has become information – the ultimate competitive
advantage is the ability to use it – the ultimate competitive advantage is the ability to use
it – the sum of the two is knowledge management.
Source: Oxbrow & Abell (1998)
Systematic approaches to help information and knowledge flow to the right
people at the right time so they can act more efficiently and effectively.
Explicit and systematic management of vital knowledge and its associated

processes of creating, gathering, organizing, diffusion, use and exploitation of
organizational objectives.
KM is concerned with the exploitation and development of the knowledge assets of an

organization with a view to furthering the organizations objectives . The knowledge to be
managed includes explicit, documented knowledge and tacit, subjective knowledge.
Management of this knowledge entails all the processes associated with the identification,
sharing and creation of knowledge. This requires systems for the creation and
maintenance of knowledge repositoreries, and to cultivate and facilitate the sharing of
knowledge and organization learning. Organizations that succeed in knowledge
management are likely to view knowledge as an asset and to develop organizational
norms and values, which support the creation, and sharing of knowledge.
Understandings from definitions
 KM relates to both theory and practice.

 Definitions are not predicated on information technology.
 KM is multidisciplinary
 People and learning issues are central to KM.
 Technology is a useful enabler rather than a central tenet at the heart of KM.
Categories of Knowledge Management models
a. Nonaka and Takeuchi
These types of models categorize knowledge into discrete elements. Nonaka and
Takeuchi look at the process of Knowledge management as a Knowledge creation
process.
TO
Tacit Explicit
Socialisation Externalization
Tacit
Internalisation Combination
From
Explicit
The transforming processes are assumed to be socialization, externalization,

internalization and normalization.
Critique of this model
The model implies a mechanism approach to knowledge categorization, which is

over simplistic and the process of knowledge transfer is far mare complicated in
organizations.
b. Hedlund and Nonaka – Knowledge management model
Individual Group Organization Interorganizational

Knowing QC Organization Suppliers
Domain Calculus Documented Chart Patents

Analysis of
its
performance
Cross Team Corporate Customers
-Cultural Coordination Culture Attitude to
Negotiation In complex products
Skills World and
expectations
Articulated
Knowledge
Tacit
Knowledge
This model assumes four different carriers of knowledge in the process of knowledge
creation. This is an improvement over the previous model in that it identifies the carriers
of knowledge, but assumes that the carriers can be segregated and identified.
c. Boisot model
Codified
Proprietors Public
Knowledge Knowledge
Personal Common
Knowledge Sense
Uncodified
Undiffused Diffused
Codified - Knowledge that can be readily prepared for transmission.

Uncodified - Knowledge that cannot be easily prepared for transmission.
Diffused - Knowledge that is easily shared.
Undiffused - Knowledge that cannot be easily shared.
Critiques of this model point to the limitation in that codified and uncodified are
two distinct and discrete categories of knowledge, which is generally not as distinct as
portrayed. Diffused knowledge is rather general and is not clear if it includes
incorporating knowledge within the organization, as well as spreading it.
d. Intellectual capital models
These models represent knowledge management as intellectual capital.

These models ignore the political and social aspects of KM. Moreover, intellectual capital
models are generally mechanistic in nature, treating knowledge as an asset similar to
other assets.
e. Socially constructed models of KM
This model views knowledge as intrinsically linked within the social and learning
processes within the organization. These models portray a more holistic approach to the
process of knowledge creation.
Knowledge creation model - Demerest
Knowledge
construction
Use Knowledge
Embodiment
Knowledge
dissemination
This model emphasizes the construction of knowledge within the organization.
This construction includes the social and scientific inputs. This knowledge is then
embodied within the organization through explicit programs and social interchange. This
is followed by a process of dissemination of espoused knowledge throughout the
organization. Ultimately, this knowledge is seen as being of economic use in regard to the
organizational outputs.
This model follows the generic process of knowledge construction of collection,

dissemination and use.
Critiques of this model refer to the portrayal of discrete path of flow of

Knowledge, which is generally not the case, practically speaking.
Types of knowledge
Knowledge can be classified into various types. Authors have classified into
various categories and are presented below
Tacit knowledge Knowledge that cannot be articulated

Implicit knowledge Knowledge that can be articulated but has not been articulated
Explicit Knowledge Knowledge that is articulated and more often than not, captured
in the form of text, tables, diagrams etc.
Procedural knowledge Knowledge that manifest itself in the doing of something.
Declarative knowledge Knowledge that consists of description of facts and things or of
methods and procedures.
Strategic knowledge Knowing when to do something and why to do it.
Principles of knowledge management
Knowledge management is expensive
Knowledge is an asset, but requires investment in other assets for effective

management. The investments could be for the following activities
 Knowledge capture
 Categorization of captured knowledge
 Developing information technology infrastructures and applications for the
distribution of knowledge
 Educating employees on the creation, sharing and use of knowledge
(Buckman laboratories spend 7% of its revenues on KM and Mckinsey and Co.
spends 10% of its revenues on developing and managing intellectual capital)
It is worth spending this, since it is more expensive to re-invent the
wheel and create the available knowledge all over again. Non-availability of adequate
and appropriate knowledge at the time may also lead to loss of opportunities.
One way of finding out the cost of knowledge management is to

estimate the cost of lack of knowledge management.
Effective management of knowledge requires hybrid solutions of peoples and

technology.
Effective use of people and computers are required to manage knowledge. Computers
could be used to capture, transform and distribute highly structured knowledge that
changes rapidly and people are used to understand the created knowledge, interpret it,
synthesize various unstructured forms and data and analyze it. So an effective systems
requires a hybrid knowledge management environment in which both the human and
computers in complementary ways.
Knowledge management is highly political
Knowledge is power and hence is associated with money, success, lobbying, back-
room deals which manifest power. People who manage knowledge would lobby for its
use and broker deals between those who have the knowledge and those who use it.
Knowledge management requires knowledge managers

Knowledge cannot be effectively managed unless it is delegated and controlled by a
group of people who are responsible for it. The task of this group would be to collect and
categorize knowledge, establish a knowledge oriented technology infrastructure and
monitoring the use of knowledge.
Organizations like Mckinsey etc have knowledge groups headed by ‘Chief knowledge
officers’. Politics plays major part in this when managers think that by virtue of managing
knowledge, they are more knowledgeable than the others. The most important
qualification for such a role is being ‘egoless’ as argued by one manager at HP.
Knowledge management benefits more from maps than models. More from markets
then from hierarchies effective knowledge management it more to do with providing
maps for exiting knowledge rather than creating hierarchies of knowledge. They should
be able to connect the employees needs with the required information from database.
Sharing and using knowledge are often

unnatural acts
The normal tendency is reluctance to sharing of knowledge with the natural
tendency being to hoard knowledge and look suspiciously upon that from others. One
should be highly motivated to allow knowledge to be shared by the others and to be open
to share other’s knowledge.
Organizations like lotus Development devotes 25% of the total performance

evaluation of its customer support workers to knowledge sharing.
Knowledge management means
improving knowledge work processes
In any organization, knowledge is created through generic knowledge management
processes, but knowledge is also generated, used and shared intensively in a few
specific knowledge work processes like market research, product design and
development. Improvements need to be made in these processes to have a more
effective knowledge management in the organization
Knowledge access is only the beginning
The process of knowledge management does not mean having access to

knowledge. In addition to access knowledge management requires attention and
engagement. In order for knowledge consumers to pay attention to knowledge, they must
be active recipients through summarizing and reporting to others through role playing
based on the usage of knowledge and receiving the knowledge through close interaction
with the providers of knowledge, more so, in the case of tacit knowledge.
Knowledge management process never

ends
The task of knowledge management is a continuous process and can’t be said to

be fully managed.
One reason that knowledge management never ends is that the categories of
required knowledge are always changing. New technologies, management approaches,
regulatory issues, employee concerns and customer concerns are always emerging.
Knowledge management requires a

knowledge contract
Most organizations cannot fix ownership or usage rights to employee knowledge.

Management of knowledge requires a contract between employees and the organization
to ensure that the knowledge acquired by the employee during his tenure is captured and
properly documented.
This assumes importance in the present day environment with employees moving
more quickly to new jobs and new organizations.
Thomas Devanport
Knowledge management process
The steps involved in the process of knowledge management are
*Knowledge creation
Nonaka and Takeuchi have mapped the knowledge creation process from the tacit
and explicit knowledge available in an organization.
*Knowledge capture
Most of the knowledge in organizations exists as tacit knowledge gained and built-up
through years of experience. This knowledge has to be captured and sorted in databases.
*Knowledge application
The knowledge created and captured through would then need to be applied to
achieve competitive advantage.
*Knowledge measurement
The knowledge created, captured and applied to competitive Advantage can be

measured by seeing the outcome of the applied knowledge.
Galagan proposes the following sample list of knowledge management processes
*Generating new knowledge
*Accessing knowledge from external sources
*Representing knowledge in documents, databases, software etc.
*Embedding knowledge in processes, products and services
*Transferring existing knowledge around an organization
*Using accessible knowledge in decision-making
*Facilitating knowledge growth through culture and incentives
*Measuring the value of knowledge assets and the impact of knowledge management
Knowledge Development Cycle
The knowledge development cycle is defines the knowledge management process

in an organization, as a cyclic process from knowledge creation to knowledge review and
revision.
Knowledge
Adoption
Knowledge
Knowledge Development Knowledge
Distribution Cycle Creation
Knowledge
Review&
Revision
The knowledge creation process involves the creation of new knowledge in the
organization. This also includes activities like research and development, consulting,
education etc. The knowledge adoption process involves the adoption of created
knowledge and adapting the knowledge.
The knowledge distribution and knowledge review and revision process involves
the conversion of converting the individual knowledge to organizational knowledge.
Obstacles to KM Implementation
Lack of business purpose
Most organizations look at implementation of knowledge management program as

an end in itself. Organizations need to look beyond implementation and to define ways
of dealing with the pressing problems of the organization using knowledge management.
Poor planning and inadequate resources
Many companies focus their attention on the KM pilot project and forget about
the roll out. Organizations need to make the plan the rollout and the pilot plant
simultaneously to avoid of focus on the mail roll out.
Lack of accountability
Knowledge management initiatives peter out it accountability is not fixed on

persons to implement the initiatives and see the end of it. Typically, knowledge
management programs could be implemented by a core team dedicated for the purpose.
Lack of customization
Knowledge management is not a one-size-fit –all program. It works best when

individual programs are tailored to the need of the individual users. It should also fit into
the organization culture.
Analysis
&
Interpretation
 Data Analysis
 Observations
1 .T h e g e n e r a tio n o f n e w i d e a s a n d k n o w le d g e is h ig h ly v a l u e d .
R e s p o n se s R e s p o n d e n t s P e r c e n ta g e
S tr o n g ly D i s a g re e 0 0
D isa g re e 0 0
M ild ly D isa g re e 2 4
M ild ly A g re e 1 2
A g re e 19 38
S tr o n g ly A g r e e 28 56
P e rc e n ta g e
0 4 2
S t ro n g ly D is a g re e
D is a g re e
M ild ly D is a g r e e
38
56 M ild ly A g re e
A g re e
S t ro n g ly A g re e
T h e s u r v e y o f r e s p o n d e n t s r e v e a ls th e f o llo w i n g :
4 % o f t h e r e s p o n d e n t s m i l d l y d is a g r e e s t a t i n g t h a t n e w i d e a s a n d k n o w le d g e a r e n ’ t
v a l u e d . 2 % o f t h e r e s p o n d e n t s m i l d l y a g r e e , b u t m a j o r i t y o f t h e s u r v e y r e v e a ls t h a t
g e n e r a t i o n o f n e w id e a s a n d k n o w l e d g e is e n c o u r a g e d b y t h e f a c t t h a t 3 8 % a g r e e a n d
5 6 % s tro n g ly a g r e e .
T h is i s a c l e a r i n d ic a t io n t h a t i n D r . R e d d y ’ s n e w id e a s a n d k n o w l e d g e a c t i v i t i e s a r e
h ig h ly v a lu e d .
2.Job analysis are frequently performed to determine job duties and requirements.
Responses Respondents Percentage

Strongly Disagree 0 0
Disagree 0 0
Mildly Disagree 3 6
Mildly Agree 7 14
Agree 36 72
Strongly Agree 4 8
0 Percentage
0
8 6
14 Strongly Disagree
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
72
The survey of respondents reveals the following:
6% of the respondents feel that job

Strongly Disagree 0 0 analysis is to some extent performed and
Disagree 0 0
Mildly Disagree 2 4 they mildly disagree with the question.
Mildly Agree 12 24 14% of the respondents mildly agree, in
Agree 24 48
Strongly Agree 12 24 this survey also majority of the
respondents i.e. 72% agree with the fact that job analysis is performed, 8% strongly agree
about the job analysis.
There is a clear indication that most employees agree that job analysis is
performed frequently to determine the employees job requirements and job duties.
3.An electronic knowledge base exists to store new ideas, knowledge, solutions and
best practices.
Percentage
0
0
4
24
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
48
4% mildly disagree that an electronic knowledge base exists to store new ideas, 24%
mildly agree with the question, but majority of the employees i.e. 48% agree with the fact
and 24% strongly agree which is a clear indication that electronic knowledge base exists
in their company to store new ideas.
4. Documents are proactively shared with employees

Disagree 0 0
Mildly Disagree 3 6
Mildly Agree 12 24
Agree 23 46
Strongly Agree 12 24
0 Percentage
0
6
24 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46

6% of the respondents mildly agree that documents are proactively shared, 24% mildly
agree and 46% of the employees agree with the statement, 24% employees strongly
agree.
We can clearly observe that
majority Strongly Disagree 0 0 of the respondents agree with
Disagree 2 4
the fact that documents are proactively
Mildly Disagree 3 6
shared Mildly Agree 3 6 with employees.
Agree 27 54
5.The collective experience of employees is an integral part of decision making.

Percentage
0
4
6
6 Strongly Disagree
30
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
54
The survey states that 4% disagree, while 6% mildly disagree with the statement. 6%
mildly agree and 54% agree that the collective experience of employees is an integral part
of decision-making, 30% strongly agree with the statement.
By the above responses we can clearly analyze that majority of the employees feel
that collective experience helps them in making decisions.
6.Experience is highly valued.

Disagree 1 2
Mildly Disagree 3 6
Mildly Agree 6 12
Agree 10 20
Percentage
4 2
6
Strongly Disagree
12 Disagree
Mildly Disagree
56 Mildly Agree
Agree
20
Strongly Agree
4% of the respondents strongly disagreed with the above said statement,

2% of the employees disagreed with the fact, while 6% mildly disagreed with the above
fact.
12% of the employees mildly agree with the fact that experience is highly valued,
20% of the employees agree with the question, while 56% of the respondents strongly
agree.
From the survey we can analyze that most employees strongly agree that experience is
highly valued.

Disagree 2 4
Mildly Disagree 0 0 7.An organizational
Mildly Agree 14 28
Agree 27 54 intranet portal exists where
Strongly Agree 7 14
information and knowledge
relevant to job requirements may be retrieved.
Percentage
0
4
14 0
Strongly Disagree
28 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
54
4% of the employees show their disagreement with the fact that there is an intranet portal
where they could retrieve information when and where required.
28% of the employees mildly agreed with the fact, while 54% agree and 14% strongly
agree with the fact that there exists an intranet portal.
The above analysis shows that majority of the respondents agree that intranet
portal exists in the organization.
8.The information and knowledge u receive is accurate and up-to-date.

Disagree 1 2
Mildly Disagree 3 6
Mildly Agree 9 18
Agree 22 44
0 Percentage
2
6
18
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
2% of the employees are disagreeing with the fact that the information they receive is up
to date and accurate, while 6% mildly disagree with the statement.
18% of the respondents mildly agree with the above statement, 44% of their fraternity
agrees and 30% strongly agree with the statement.
The above analysis indicates that majority of the employees agree that the information
they receive and the knowledge is up
Strongly Disagree 0 0 to date and accurate.
Disagree 0 0
Mildly Disagree 2 4
Mildly Agree 10 20
Agree 22 44
Strongly Agree 16 32 9.New ideas and knowledge are
frequently applied and recorded for future use.
0 Percentage
0
4
32
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
4% of the employees mildly disagree with the fact that ideas generated are recorded for
future use. 20% of the employees agree with the fact, 44% agree and 32% strongly agree
with the statement.
We can say that majority of the employees agree with the fact that new ideas are stored.
10.Brainstorming and other similar techniques are often used to generate and
record new ideas and knowledge.
Disagree 0 0
Mildly Disagree 4 8
Mildly Agree 8 16
Agree 23 46
0 Percentage
0
8
16
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46
8% of the employees feel that there is a possibility of brainstorming sessions as they

mildly disagree, 16% mildly agree with the fact while 46% of the employees agree and
30% of the employees strongly agree to the above fact.
Thus we could conclude that majority of the respondents agree with the company
policy of having brainstorming activities which unleashes the creative genius in them.
Responses Respondents Percentage 11.Information from

many Disagree 2 4 sources is stored in an
Mildly Disagree 2 4
Mildly Agree 14 28 integrated manner and
Agree 20 40
cross – Strongly Agree 12 24
referenced facilitating
better communication and decision-making.
Percentage
0
4
4
Disagree
28 Mildly Disagree
Mildly Agree
Agree
Strongly Agree
40
4% of the respondents disagree when asked about the manner in which the information is
stored in the organization for better communication, 4% mildly disagree with the
statement and 28% mildly agreed to it.
40% agreed to the fact that information is stored for easy retrieval and 24% strongly
approved the declaration.
We could therefore say that in the organization the information from different sources is
stored and cross-referenced in such a manner that it’s facilitates better communication
and easy decision making.
12.Electronic and / or non-electronic collaboration, teamwork and cooperation are a

part of doing business.
Disagree 2 4
Mildly Disagree 2 4
Mildly Agree 9 18
Agree 28 56
Strongly Agree 9 18
Percentage
0
4
18 4
Strongly Disagree
18
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
56
4% of the entire respondents surveyed disagree with the fact that there is electronic or
non-electronic collaborations, teamwork and cooperation are part of the business process.
4% mildly disagree and 18% mildly agree with the statement.
While 56% of the employees agree and 18% strongly agree with the above fact.
We can analyze that, the most employees have the cooperative attitude among
themselves, which is a good sign for the organization as it reflects its organization
Responses Respondents Percentage climate.
Disagree 0 0
Mildly Disagree 3 6
Mildly Agree 15 30
13.Information is stored and
Agree 22 44 organized in a way that
makes it intuitively easy and
quick
to locate.
0 Percentage
0
6
20
Strongly Disagree
Disagree
30
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
The survey of 50 respondents reveals the following:
6% mildly disagree with the statement that information is stored and organized in
a way that makes it intuitively easy and quick to retrieve.
30% mildly agree and 44% agree with the above fact.
20% of the employees strongly agree with the statement. Majority of the respondents
agree with the fact and feel that everything around them is organized.
14. Advanced technologies, such as data warehousing, mining and modeling are
used to leverage data and information for strategic and operational decision-
making.
Disagree 0 0
Mildly Disagree 4 8
Mildly Agree 10 20
Agree 29 58
Strongly Agree 7 14
0 Percentage
14 8
Strongly Disagree
20 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
58
8% of the people mildly disagree with the fact that in the organization they use and utilize
advanced technologies to solve problems and make decisions.
20% of the employees mildly agree, where as 58% of the employees agree with the
statement.
14% of the employees strongly agree to the fact of using advanced tools.
The above analysis shows that the organization takes help of advanced tools in
decision- Responses Respondents Percentage making as majority of
the people Disagree 0 0 responded.
Mildly Disagree 3 6
Mildly Agree 9 18
15.Docu Agree 23 46 ment stored on an
organizational server
or intranet contains timely and useful knowledge for our job responsibilities.
0 Percentage
0
6
30 18 Strongly Disagree
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46
When asked whether the organization’s servers contain timely and useful knowledge, 6%
mildly disagreed with the query, while 18% mildly agreed with the fact. 46% of the
employees agreed that the server does provide some information and 30% strongly
agreed with the statement.
This survey shows that 76% of the respondents agree with the fact that the organization’s
servers contain timely and useful knowledge.
16.Incentives are in lace that motivates staff to share knowledge.
Disagree 0 0
Mildly Disagree 4 8
Mildly Agree 9 18
Agree 25 50
Percentage
2
0
8
22
Strongly Disagree
18 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
50

2% of the employees strongly disagree and 8% mildly disagree when asked if there are
any incentives available to motivate the staff.
18% of the employees mildly agree with the fact, while 53% agreed and 22% strongly
Responses Respondents Percentage agreed with the above
Disagree 1 2
statement.
Mildly Disagree 6 12 We can analyze that majority
Mildly Agree 10 20
of Agree 18 36 the employees accept that
incentive plan is the one that
motivates the employees, so it should be implemented.
17. Expert systems and knowledge bases are used to aid in decision-making.
Percentage
0
2
12
Disagree
20 Mildly Disagree
Mildly Agree
Agree
Strongly Agree
36
20% of the employees accept that expert systems and knowledge bases are there to aid
decision-making. 36% agree with the fact and 30% strongly agree.
When coming to the other side of the scale 2% disagree and 12% mildly disagree with the
statement.
Majority of the responses say that there is an expert knowledge system, which is used to
aid decision-making process.
18.Knowledge based helps in creative products, growing new ideas and applying
new technologies.
Disagree 0 0
Mildly Disagree 0 0
Mildly Agree 13 26
Agree 21 42
0 Percentage
0
0
32
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
42

26% of the employees mildly agree with the statement, 42% agree and 32% strongly
agree with the statement.
The above analysis shows that entire respondents agree with the fact that knowledge
based helps in creative products, growing new ideas and applying new technologies.

19.Knowledge management
is Disagree 1 2 useful for change
Mildly Disagree 2 4
Mildly Agree 4 8 management.
Agree 30 60
0 Percentage
2
4
8
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
60
2% of the respondents disagree with the query and 4% mildly disagree.

8% of the employees mildly agree with the statement.
While 60% of the employees agree with the above question and 26% of the employees
strongly agree to the question.
The above analysis reveals that majority of the respondents agree with the fact
that knowledge management is useful for change management.
20.Knowledge management focuses on customers and business strategy.

Disagree 0 0
Mildly Disagree 0 0
Mildly Agree 9 18
Agree 22 44
Percentage
0
18
Strongly Disagree
38 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44

18% of the respondents mildly agree with the query, while 44% agree and 38% strongly
agree with the fact.
From this survey we can clearly see that entire respondents agree with the fact that
knowledge management focuses on customers and business strategy.
Conclusions
&
Suggestions
Conclusions and suggestions
Knowledge management helps the organization to move faster towards its objective,
as it makes activities carried out in business more effective and productive. Knowledge
advantage is sustainable because it generates increasing returns and continues providing
more advantages.
Before starting to create and manage knowledge within the organization, it should
see to it that the culture really suits it. The experts may not be very eager to share their
knowledge with their subordinates in order to maintain their influence and important
impact. It is therefore the responsibility of the Management to support the Knowledge
Management activities, without which it would be a total waste of time and money spent.
The politics played within the organization is a hurdle, which can hinder the knowledge
sharing activities. Hence the top Management must ensure that a conducive environment
for knowledge managing process is created within the firm.
One more key activity of Knowledge Management is knowledge retention.

Companies are aware of the fact that a loss due to leaving of one key person, whose
knowledge is extremely important, can be beyond expectation. Thus the company must
strive to retain the knowledge of the organization by retaining knowledgeable employees.
Findings of the research work are as follows

 Generation of new ideas and knowledge activities is encouraged, frequently
applied and recorded for future use. Brainstorming is also encouraged at
Edlogix.
 An electronic knowledge base exists to store new ideas, knowledge, solutions and
best practices.
 The employees feel that collective experience, expert system and knowledge
bases help them in making decisions.
 Most employees agree that job analysis is performed frequently to determine the
job description and job specification. An intranet portal exists from where
information relevant to job requirement may be retrieved.
 The organization takes help of advanced tools in decision-making and information

from many sources and these are stored in an integrated manner with cross-
reference to facilitate better communication
 Documents are shared and stored on an organizational server, which contains

timely and useful knowledge.
 Most employees strongly agree that experience is highly valued and incentive
plan is the one, which motivates the employees.
 The employees agree that the information they receive and the knowledge
is upto date and accurate and is stored and organized in a way that makes it
intuitively easy and quick to locate.
 Most employees have the cooperative attitude among themselves, which is a good
sign for the organization as it reflects on the organizational climate.
 Knowledge Management is useful for Change Management and focuses on

customers and business strategy.
 Team members are not getting token of appreciation for success of project and
one observes lack of effective communication within the department.
 Lack of transparency and openness of organizational issues.
 Lack of recognition for the work done by the employees and personal bias
towards the employees is demoralizing employees satisfaction to a certain extent.
 Information sharing with the shop floor people is not satisfactory and decision
making is not delegated clearly depending upon time.
 Time management regarding work schedules is not good and no accessibility on

intranet facility. This is causing work stress upon employees.
 Autocratic leadership is high in nature. This is creating coordination problem

between superiors and subordinates. This is also influencing decision-making in
the organization.
 Exit interview is not properly conducted and because of this knowledge drain is
not being properly interpreted
 The organization provides the magazines like
ELIXIR
ASPIRE
TEJAS
It also provides the Software industry news news only for the higher cadre employees
(HR Manager and Head of the Departments).
Suggestions
 Frequent interactions among the team leaders and team members have to be
adopted. Transparency in the organizational matters provides the employees
needed and necessary information for performing their jobs in the desired manner,
which leads to the ego satisfaction of the employees resulting in congenial
relations.
 Open house interaction programs have to be continued and awareness regarding

these programs should be improved.
 Frequent interactions among all departments are required to improve coordination

among them.
 Sensitivity training at regular intervals is needed in order to improve human

relation skills among the employees.
 “ Quality of Work Life measures ” should be communicated to all the employees.

Employees should be trained to inculcate a habit of using these measures
effectively.
 Case studies analysis, Forced field analysis & Brainstorming should be practised
by leader to build awareness and creative thinking.
 Effective Knowledge Management should give rise to enhancement of knowledge
and skills to international level to face the stiff challenges.
 There is a need to promote human learning, KM favours workers who have not
only higher skills and educational qualifications but also the ability to acquire
knowledge in their domain.
 Given the necessary Knowledge training, workers can also unbundle and
rebundle their skills
Appendix
 Questionnaire
QUESTIONNAIRE
You are a part of a selected group chosen to respond to this questionnaire. Please respond
freely with your views on the prevalent atmosphere of knowledge Management activities
in your work atmosphere, this would help us in obtaining a clear picture of the
organization and in planning for a better future.
Your Responses will be kept confidential.
INSTRUCTIONS: Please respond to the below questions on a scale of 6 to 1, where 6

mean that you STRONGLY DISAGREE, 5-DISAGREE, 4-MILDLY DISAGREE, 3-
MILDLY AGREE, 2- AGREE, 1-STRONGLY AGREE.
1. The generation of new ideas and knowledge is highly valued.
6 5 4 3 2 1
2. Job analysis are frequently performed to determine job duties and requirements.
6 5 4 3 2 1
3.An electronic knowledge base exists to store new ideas, knowledge, solutions and
best practices.
6 5 4 3 2 1
4.Documents are proactively shared with employees.
6 5 4 3 2 1
5.The collective experience of employees is an integral part of decision making .
6 5 4 3 2 1
6.Experience is highly valued.
6 5 4 3 2 1
7.An organizational intranet portal exists where information and knowledge relevant
to job requirements may be retrieved.
6 5 4 3 2 1
8.The information and knowledge u receive is accurate and up-to-date.
6 5 4 3 2 1
9.New ideas and knowledge are frequently applied and recorded for future use.
6 5 4 3 2 1
10.Brainstorming and other similar techniques are often used to generate and record
new ideas and knowledge.
6 5 4 3 2 1
11.Information from many sources is stored in an integrated manner and cross –

referenced facilitating better communication and decision-making.
6 5 4 3 2 1
12. Electronic and / or non-electronic collaboration, teamwork and cooperation are a

part of doing business.
6 5 4 3 2 1
13.Information is stored and organized in a way that makes it intuitively easy and
quick to locate.
6 5 4 3 2 1
14. Advanced technologies, such as data warehousing, mining and modeling are used
to leverage data and information for strategic and operational decision making.
6 5 4 3 2 1
15. Document stored on an organizational server or intranet contains timely and

useful knowledge for our job responsibilities.
6 5 4 3 2 1
16.Incentives are in lace that motivates staff to share knowledge .
6 5 4 3 2 1
17. Expert systems and knowledge bases are used to aid in decision making.
6 5 4 3 2 1
18.Knowledge based helps in creative products, growing new ideas and applying new
technologies.
6 5 4 3 2 1
19.Knowledge management is useful for change management.
6 5 4 3 2 1
20.Knowledge management focuses on customers and business strategy.
6 5 4 3 2 1
Bibliography
 PerfECT
 Elixir
 Tejas
 Aspire
 Software industry news news
 Knowledge management-
ICFAI Journal
Websites
 www. HR-guide.com
 www. edlogix.com

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PROJECT REPORT- SYNOPSIS

A Study On “ Effectiveness On Knowledge Management

Signature of Supervisor Signature of HOD

The employees of a company i.e. its Human Resources are

As a central subsystem, HRM interacts closely and

 Growth of powerful nationwide trade union.

HRM – The new assumptions

 Goal orientation (relationship orientation)

Out comes to HRM

Knowledge Management: An Eye Opener

The new millennium is in the midst of explosive change witnessing

Knowledge is part of the hierarchy made up of data, information, knowledge and

Knowledge Management programs attempt to manage the process of creation (or

HR has a key role in the KM movement. Key HR processes- corporate education,

What is Knowledge Management?

Definitions of Knowledge Management

The Two Major Types of Knowledge:

Properties of tacit knowledge Properties of explicit knowledge

Purpose of Knowledge Management

Stages of Knowledge Management

The initial stage of KM was driven primarily by information technology, or

 Structuring content and assigning descriptors (index terms)

STAGE IV Access to External Information

 Emphases upon External Information and the recognition of the Importance of

KM emerged as a scientific discipline in the early 1990s. It was initially supported by

 Techno-centric with a focus on technology, ideally those that enhance knowledge

Regardless of the school of thought, core components of KM roughly include

Different frameworks for distinguishing between different 'types of' knowledge

Ikujiro Nonaka proposed a model (SECI, for Socialization, Externalization, Combination,

A second proposed framework for categorizing knowledge dimensions distinguishes

A third proposed framework distinguishes between the exploratory creation of "new

Knowledge Management Strategies

Knowledge may be accessed at three stages: before, during, or after KM-related

One strategy to KM involves actively managing knowledge (push strategy). In such an

Another strategy involves individuals making knowledge requests of experts associated

Other knowledge management strategies and instruments for companies include:

 Knowledge sharing (fostering a culture that encourages the sharing of

 Making available increased knowledge content in the development and provision

Objectives of the Study

1. To study the effectiveness of of KM at edlogix solutions pvt ltd.

3. To study the Organizational effectiveness and improving its opportunity enhancement.

4. to measure the satisfaction levels of employees towards KM.

To offer some suggestions for effective KM.

The respondents are from

 Department: Human resource, Engineering, Finance, Quality Assurance, Quality

The primary data is collected from

Interviews are conducted on concerned officials in the organization. This was

The term questionnaire usually refers to a self-administered process whereby the

The questionnaire is a standard form for recording answers may be undertaken

The main thrust of a questionnaire is that it is a schedule of questions. It is not

The questionnaire of the Knowledge Management contains questions

 Creative thinking and Idea Generation

 Team and Team Work

 Training and Development

A well-structured questionnaire was developed to extract information about the

The secondary data is collected from

To trace the origin, growth and performance of Edlogix Laboratories, the

o PerfECT: ‘Performance Enhancement and coaching tool’.

o Magazines like Elixir, Tejas, Aspire and SOFTWARE News.

o The official website of Edlogix.

Data Analysis and Interpretation:

Scope of the Study

The study involves analyzing Knowledge management in Edlogix Software Solutions