knowledge management
DESCRIPTION
Knowledge management by prianka pathakTRANSCRIPT
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KNOWLEDGE MANAGEMENT
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DATA , INFORMATION & KNOWLEDGE
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Data
Information
Knowledge
Intelligence
Codifiable, explicitEasily transferable
Human, judgemental
Contextual, tacitTransfer needs learning
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Sharing knowledge, a company creates exponential benefits from the knowledge as people learn from it
Building better sensitivity to “brain drain” Reacting instantly to new business opportunities Ensuring successful partnering and core
competencies with suppliers, vendors, customers, and other constituents
Shortens the learning curve
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Knowledge Management (KM) refers to a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge.
DEFINATION
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People management Process management Information management
COMPONENTS OF KM
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Explicit knowledge Tacit knowledge
FORMS OF KNOWLEDGE
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Shallow and deep knowledge
Common sense as knowledge
TYPES OF KNOWLEDGE
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Business operation(work place)
External Information exchange from external world
JudgingLearning
InnovatingImproving
FormalizingDesignStoring
Day to day workExtracts
Inputs
Extracts
Create knowledge and IC
KNOWLEDGE BUILDING MODEL
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KM CYCLE
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KM ARCHITECHTURE
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KM
Knowledge delivery
Knowledge generation
Identification of knowledge
Surveying and locating
Definition and categorization Access control
Manipulating ad modeling
Processing acquisition
Application method
Storage and security
Creation of KDBBuild knowledge
structure
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Corporate Culture Motivation and skills Promotion by Top Management Structure & processes Information Technology
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KNOWLEDGE MANAGEMENT TOOLS
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Database management tools Web based tools Data mining tools Process modeling and management
tools Search algorithms document management tools Search engine tools
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Mechanistic Cultural or behaviorist systematic
KM APPROACHES
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Challenges to Implement Km system . Culture : Sharing Knowledge Knowledge Evaluation :Estimation the
worth of knowledge .
Knowledge Processing : Importance of knowledge
Knowledge Implementation: Cost Factor.
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The value of KM It is important to manage knowledge assets
because – Organizations compete increasingly on the
base of knowledge (the only sustainable competitive advantage, according to some)
Most of our work is information based (and often immersed in a computing environment)
Our products, services, and environment are more complex than ever before
Workforces are increasingly unstable leading to escalating demands for knowledge replacement/acquisition
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The sources of KM Today, KM draws from a wide range of
disciplines/practices –Cognitive scienceGroupware, AI, KBMSLibrary and information scienceDocument managementDecision support systemsTechnical writingOrganizational scienceMany
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Benefits anticipated Increase in collaboration, conversation amongst
the employees Making the experts expertise available
throughout the organization. Reduce loss of intellectual capital from people
leaving the company. Reduce cost by decreasing and achieving
economies of scale. Minimize redundancy of knowledge-based
activities Increase productivity by making knowledge
available more quickly and easily Promote innovations Give equal opportunities to all the individuals to
express and share their knowledge.
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THE DRIVERS Technology Drivers. Process Drivers Personnel-Specific Drivers Knowledge-Related Drivers Financial Drivers
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STRATEGIES rewards (as a means of motivating for
knowledge sharing) storytelling (as a means of transferring tacit
knowledge) cross-project learning 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) [edit]
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Strategies best practice transfer knowledge fairs competence management (systematic evaluation and
planning of competences of individual organization members) proximity & architecture (the physical situation of employees
can be either conducive or obstructive to knowledge sharing) master-apprentice relationship collaborative technologies (groupware, etc.) knowledge repositories (databases, bookmarking engines,
etc.) measuring and reporting intellectual capital (a way of making
explicit knowledge for companies) knowledge brokers (some organizational members take on
responsibility for a specific "field" and act as first reference on whom to talk about a specific subject)
social software (wikis, social bookmarking, blogs, etc.)
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Motivations Making available increased knowledge content in the
development and provision of products and services Achieving shorter new product development cycles Facilitating and managing innovation and organizational
learning Leveraging the expertise of people across the organization Increasing network 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 Managing intellectual capital and intellectual assets in the
workforce (such as the expertise and know-how possessed by key individuals)