Knowledge

4
Management
Team No.:

Name of the team members:1. Husain Ashraf

2. Yasar Saeed Khan
4. Saurabh Mishra

Paper: Human Resource and Talent

Management
Date 18-oct-2016

Semester:- 1st

Knowledge, Information and

Data
Knowledge
Know-how
Wisdom
Refers to information

Information

That has a purpose or use

Data

Unstructured facts and figures that have the least impact

on the typical manager

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KNOWLEDGE MANAGEMENT

Knowledge Management
Definition
any process or practice of creating, acquiring, capturing,
sharing and using knowledge, wherever it resides, to enhance
learning and performance in organizations.
Knowledge management is essentially about getting the right
knowledgeto the right person at the right time
It is not about managing knowledge for knowledges sake

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Knowledge Management
" Learning is not by choice but by Rule
Michael Dellof dell Computers, Bill gates of Microsoft had made
this a strategy in their organizations
Learn from own employees
Learn from Customers
Learn from competitors
Learn from Bitter enemies too!

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Knowledge,
Information and
Data

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Types of Knowledge
This concept has been introduced and developed by Nonaka
in the 90's

1. Explicit knowledge
2. Tacit knowledge

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1. Explicit Knowledge
Formalized and codified
Handled by KMS
Databases, memos, notes, documents, etc.

Drawbacks
Simpler in nature
Not containing the rich experience based in know-how

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2. Tacit Knowledge

Defined by polanyi in 1966

Referred to as know-how
Largely experience based, context dependent and personal in nature
For KMS is difficult/impossible to handle
It includes cultural beliefs, values, attitudes, mental models, etc. As
well as skills, capabilities and expertise
Imagine trying to write an article that would accurately convey how
one reads facial expressions.
It specialist troubleshoot a problem, difficult/impossible to codify his
knowledge into a document

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Explicit
and
Tacit
Knowledg
e

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Example Of Knowledge
Management System
Example 1 :
Siemens through implementation of web-based KMS system,
knowledge became available to all employees; global collaboration
increased ($7.8 m was invested in KMS sales increases for $122m in
two years)

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Knowledge
Manageme
nt
Processes

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Knowledge Management
Processes
This section will deal with the actual knowledge
management processes. They are as follows:Knowledge Discovery & Detection
Knowledge Organization & Assessment
Knowledge Sharing
Knowledge Reuse
Knowledge Creation
Knowledge Acquisition

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Knowledge Discovery and Detection

K.D.D. step deals with discovering the knowledge that a firm
possesses all over the organization, as well as the patterns in the
information available that hide previously undetected pockets of
knowledge.
Once knowledge is created, it exists within the organization. The
various types of knowledge are as follows:I. Explicit Knowledge-This is largely a process of sorting through
documents and other records, as well as discovering knowledge within
existing data and knowledge repositories.
II. Tacit Knowledge-Discovering and detecting tacit knowledge is a lot more
complex and often it is up to the management in each firm to gain an
understanding of what their company's experts actually know.
III.Embedded Knowledge-This implies an examination and identification of
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MANAGEMENT routines, processes, products13
the knowledge trapped inside
organizational

Knowledge Sharing
Knowledge management is fundamentally about making the right
knowledge or the right knowledge sources available to the right
people at the right time. Knowledge sharing is therefore perhaps the
single most important aspect in this process, since the vast majority
of KM initiatives depend upon it.
Successful knowledge sharing is determined by the following criteria :
I.

Articulation:The ability of the user to define what he needs.

II. Awareness:Awareness of the knowledge available. The provider is

encouraged to make use of directories, maps, corporate yellow pages, etc.
III. Access:Access to the knowledge.
IV. Guidance:Knowledge managers are often considered key in the build-up of a
knowledge sharing system. They must help define the areas of expertise of
the members of the firm, guide their contributions, etc.
V. Completeness:Access to both centrally managed and self-published
knowledge.
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Knowledge Reuse
The process of knowledge reuse is described as the capturing,
documenting, packaging, distributing, disseminating a
particular piece of information and reusing it.
The following are the types of knowledge use situations.
I. Internal:Where the knowledge producer uses his own knowledge at
some future point.
II. External:Where the knowledge consumer uses someone else's
knowledge..
III. Shared Work Producers:People working in teams producing knowledge
for their own reuse
IV. Shared Work Practitioners:People who perform similar work in
different settings. Knowledge is produced for someone else's use.
V.

Expertise-Seeking Novices:People who seek out knowledge they do

KNOWLEDGE MANAGEMENT
not normally work with. They are
furthest in knowledge-distance.

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Knowledge Creation
Knowledge is about continuous transfer, combination, and conversion
of thedifferent types of knowledge, as users practice, interact, and
learn.
The ability to create new knowledge is often at the heart of the
organization's competitive advantage. Sometimes this issue is not
treated as part of knowledge management since it borders and
overlaps with innovation management.
Knowledge sharing and knowledge creation thus go hand in hand.
Knowledge is created through practice, collaboration, interaction, and
education, as the different knowledge types are shared and converted.
.
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Knowledge Acquisition
Knowledge acquisition refers to the knowledge that a firm can try to
obtain from external sources.
External knowledge sources are important and one should therefore
take a holistic view of the value chain.
Sources include suppliers, competitors, partners/alliances, customers,
and external experts.

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K M MODELS
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THE THREE K M MODELS

The K M process Framework by Bukowitz and
Williams(1999)
Strategy
Emphasizes Why and When
Notion of Divestment
Great Overview of the strategy

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The K M Matrix by Gamble and

Blackwell(2001)
Formation of Implementation
Knowledge

Relevance &
Reusability

Socialization

Internalizatio
n

Splits in Four Stages

Limitation Focus
KM Model as a Legitimate Approach
Overview of the role of the KM Manager
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The KM Process Model by Botha

et al(2008)
Realistic Overview of KM Process
Overlapping of the three broad categories
Strategic Focus is Omitted
Creation of New Knowledge:
As a Specific KM Initiative
Technological rather than Organizational and Social Challenge

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THANK YOU
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