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Akshitha Reddy Paduru
160616672035
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.
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 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.
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.
( 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 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.
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 :
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 :
RESEARCH
Multiple KM disciplines exist; approaches vary by author and school. As the discipline
matured, academic debates increased regarding theory and practice, including:
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
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.
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.
Motivations
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.
2. To study the perception of employees on the basis of job profile towards 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:
Employee Level: All levels of people were considered for the survey (Senior
Managers, Assistant Managers, Head of the departments and workers).
Methodology
Primary Data:
Questionnaire:
Incentive System
Such questions help the organizations to work on establishing strong and effective
climate.
Secondary Data:
Internal sources:
External sources:
The secondary data is also collected from different sources.
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 is analyzed and interpreted using statistical methods like pie diagrams
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.
Preamble
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
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
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.
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
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
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.
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
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.
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
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
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.
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.
Types of knowledge
Knowledge can be classified into various types. Authors have classified into
various categories and are presented below
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 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.
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.
*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
*Measuring the value of knowledge assets and the impact of knowledge management
Knowledge Development Cycle
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
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
Lack of customization
&
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.
0 Percentage
0
8 6
14 Strongly Disagree
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
72
The survey of respondents reveals the following:
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 Strongly Disagree
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.
0 Percentage
0
6
24 Strongly Disagree
24 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46
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.
Percentage
4 2
6
Strongly Disagree
12 Disagree
Mildly Disagree
56 Mildly Agree
Agree
20
Strongly Agree
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.
0 Percentage
2
6
30 Strongly Disagree
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
Responses Respondents Percentage
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
20 Strongly Disagree
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.
Responses Respondents Percentage
Strongly Disagree 0 0
Disagree 0 0
Mildly Disagree 4 8
Mildly Agree 8 16
Agree 23 46
Strongly Agree 15 30
0 Percentage
0
8
30 Strongly Disagree
16
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46
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.
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.
Strongly Disagree 0 0
Disagree 0 0
Mildly Disagree 3 6
Mildly Agree 15 30
13.Information is stored and
Agree 22 44 organized in a way that
Strongly Agree 10 20
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
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.
Responses Respondents Percentage
Strongly Disagree 0 0
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
Strongly Disagree 0 0
the people Disagree 0 0 responded.
Mildly Disagree 3 6
Mildly Agree 9 18
15.Docu Agree 23 46 ment stored on an
Strongly Agree 15 30
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.
Responses Respondents Percentage
Strongly Disagree 1 2
Disagree 0 0
Mildly Disagree 4 8
Mildly Agree 9 18
Agree 25 50
Strongly Agree 11 22
Percentage
2
0
8
22
Strongly Disagree
18 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
50
17. Expert systems and knowledge bases are used to aid in decision-making.
Percentage
0
2
12
30 Strongly Disagree
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.
Responses Respondents Percentage
Strongly Disagree 0 0
Disagree 0 0
Mildly Disagree 0 0
Mildly Agree 13 26
Agree 21 42
Strongly Agree 16 32
0 Percentage
0
0
26 Strongly Disagree
32
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
42
2
4
8
26 Strongly Disagree
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
60
Percentage
0
18
Strongly Disagree
38 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
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.
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.
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.
Team members are not getting token of appreciation for success of project and
one observes lack of effective communication within the department.
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.
Exit interview is not properly conducted and because of this knowledge drain is
not being properly interpreted
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.
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.
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
6 5 4 3 2 1
6 5 4 3 2 1
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
6 5 4 3 2 1
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
6 5 4 3 2 1
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
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