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Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
Knowledge management
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Knowledge management

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Knowledge management by prianka pathak

Knowledge management by prianka pathak

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  • 1. KNOWLEDGE MANAGEMENT
  • 2. DATA , INFORMATION & KNOWLEDGE
  • 3. Data Information Knowledge Intelligence Codifiable, explicit Easily transferable Human, judgemental Contextual, tacit Transfer needs learning
  • 4.
    • 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
  • 5.  
  • 6.
    • Knowledge Management (KM) refers to a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge.
    DEFINATION
  • 7.
    • People management
    • Process management
    • Information management
    COMPONENTS OF KM
  • 8.
    • Explicit knowledge
    • Tacit knowledge
    FORMS OF KNOWLEDGE
  • 9.
    • Shallow and deep knowledge
    • Common sense as knowledge
    TYPES OF KNOWLEDGE
  • 10. Business operation (work place) External Information exchange from external world Judging Learning Innovating Improving Formalizing Design Storing Day to day work Extracts Inputs Extracts Create knowledge and IC KNOWLEDGE BUILDING MODEL
  • 11. KM CYCLE
  • 12. KM ARCHITECHTURE
  • 13. 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 KDB Build knowledge structure
  • 14.
    • Corporate Culture
    • Motivation and skills
    • Promotion by Top Management
    • Structure & processes
    • Information Technology
  • 15. KNOWLEDGE MANAGEMENT TOOLS
  • 16.
    • Database management tools
    • Web based tools
    • Data mining tools
    • Process modeling and management tools
    • Search algorithms
    • document management tools
    • Search engine tools
  • 17.
    • Mechanistic
    • Cultural or behaviorist
    • systematic
    KM APPROACHES
  • 18. Challenges to Implement Km system .
    • Culture : Sharing Knowledge
    • Knowledge Evaluation :Estimation the worth of knowledge .
    • Knowledge Processing : Importance of knowledge
    • Knowledge Implementation: Cost Factor.
  • 19. 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
  • 20. The sources of KM
    • Today, KM draws from a wide range of disciplines/practices –
      • Cognitive science
      • Groupware, AI, KBMS
      • Library and information science
      • Document management
      • Decision support systems
      • Technical writing
      • Organizational science
      • Many
  • 21. 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.
  • 22. THE DRIVERS
    • Technology Drivers.
    • Process Drivers
    • Personnel-Specific Drivers
    • Knowledge-Related Drivers
    • Financial Drivers
  • 23. 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]
  • 24. 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.)
  • 25. 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)

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