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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
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Knowledge Management

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    • 1. Knowledge Management <ul><li>Presented by: </li></ul><ul><li>Payam Ansari </li></ul><ul><li>Instructor: </li></ul><ul><li>Dr. Murali Raman </li></ul>Multimedia University, Malaysia
    • 2. Knowledge , KM & KMS - Definition <ul><li>According to Alter (1996), Tobin (1996), and Beckman (1999): </li></ul><ul><li>Data: Facts, images, or sounds </li></ul><ul><li>(+ interpretation + meaning = ) </li></ul><ul><li>Information: Formatted, filtered, and summarized data </li></ul><ul><li>(+ action + application = ) </li></ul><ul><li>Knowledge: Instincts, ideas, rules, and procedures that guide actions and decisions </li></ul><ul><li>Further attribute of Knowledge : </li></ul><ul><li>Know-how </li></ul><ul><li>Know-why </li></ul><ul><li>Know-what </li></ul><ul><li>Know-who </li></ul><ul><li>Know-where </li></ul><ul><li>Know-when </li></ul>
    • 3. Knowledge: 1) Tacit : - Subjective, cognitive, technical - Experiential learning - Hard to document - Hard to transfer / teach / learn 2) Explicit: - Objective, rational, - Easily documented - Easily transferred / taught / learned Knowledge , KM & KMS - Definition
    • 4. Knowledge Management : KM is the process of capturing a company's collective expertise wherever it resides – in databases, Papers or people's heads! – and distributing it to wherever it can help produce the biggest payoff . (Knowledge Management Handbook By Jay Liebowitz , 1999 ) Knowledge , KM & KMS - Definition <ul><li>Intellectual Assets: </li></ul><ul><li>Social capital : relationships with customers, employees, business partners and external experts </li></ul><ul><li>Structural capital : patents, brand names, systems and processes, management philosophy </li></ul><ul><li>Human capital : education, experience, skills, attitudes </li></ul>
    • 5. <ul><li>KMS s are computer-based information systems that: </li></ul><ul><li>• Can help an enterprise acquire, manage, retain, analyze, and retrieve mission-critical information; and help turn enterprise information into well-organized, abstract, and actionable knowledge. </li></ul><ul><li>Can help an enterprise identify and inter-connect experts, managers, and knowledge workers; and help extract, retain, and disseminate their knowledge in an organization. </li></ul><ul><li>A distributed hypermedia system for managing knowledge in organizations. </li></ul><ul><li>e.g. </li></ul><ul><li>- Search Engine and Web Portal - Data Mining </li></ul><ul><li>- Text Mining - Web Mining </li></ul>Knowledge , KM & KMS - Definition
    • 6. <ul><ul><li>1 ) Codification </li></ul></ul><ul><ul><li>Identify who has knowledge </li></ul></ul><ul><ul><li>Classify and extract the knowledge </li></ul></ul><ul><ul><li>Manage the knowledge </li></ul></ul><ul><ul><li>2 ) Personalization </li></ul></ul><ul><ul><li>Identify who has knowledge </li></ul></ul><ul><ul><li>Classify the knowledge and store information about who to contact to get it </li></ul></ul><ul><ul><li>Manage the “pointers to the knowledge” </li></ul></ul>KMS - Approaches
    • 7. <ul><li>People – Communities & Networks (Knowledge workers) </li></ul><ul><li>Processes – Policies & Procedures </li></ul><ul><li>Technology – Knowledge leverage tools </li></ul><ul><li>Content – Best practices, Internal & External intelligence </li></ul>KMS - Components
    • 8. <ul><li>- Expert Systems </li></ul><ul><li>- Management Information Systems </li></ul><ul><li>- Document Management Systems (DMS) </li></ul><ul><li>(e.g. Alfresco, ColumbiaSoft, Documentum, DocPoint, Filehold, FileNet, …) </li></ul><ul><li>- Software Help Desk Tools </li></ul><ul><li>- Organizational knowledge flow Supporting System </li></ul><ul><li>- e-Learning Systems (softwares) </li></ul><ul><li>- Web conferencing </li></ul><ul><li>- Collaborative software </li></ul><ul><li>- Content management systems </li></ul><ul><li>- Corporate 'Yellow pages' directories </li></ul><ul><li>- email Lists </li></ul><ul><li>- Wikis </li></ul><ul><li>- Blogs </li></ul><ul><li>Video </li></ul>KM Tools
    • 9. Reasons for adapting KM
    • 10. Business uses of KM initiatives
    • 11. Types of softwares purchased
    • 12. Implementation challenges
    • 13. 1 ) Behavioral Challenges - Resistance to share Knowledge! Knowledge Management Challenges
    • 14. 1 ) Behavioral Challenges - Eagerness to access to MORE Information, MORE sources & MORE tools progressively! - Corporate Blogging! Knowledge Management Challenges
    • 15. 2 ) Political Challenges - Management support Knowledge Management Challenges
    • 16. 2 ) Political Challenges - Senior managers need to see the knowledge sharing improvement! Knowledge Management Challenges
    • 17. How to confront these challenges??? Knowledge Management Challenges 1 ) Depreciative Enquiry - Formal brown bag session! - Discourage people from asking more questions, indirectly!
    • 18. How to confront these challenges??? Knowledge Management Challenges <ul><li>2 ) Corporate Flogging! </li></ul><ul><li>Blogging For Short or Forced Blogging! </li></ul><ul><li>There are three components here : </li></ul><ul><li>1- Policy </li></ul><ul><li>(Policy says what employees “may talk about” & what you “may not”!) </li></ul><ul><li>2- Process </li></ul><ul><li>(To back policy up!) </li></ul><ul><li>3- Software selection </li></ul><ul><li>(Cost , Features) </li></ul>
    • 19. How to confront these challenges??? Knowledge Management Challenges <ul><li>3 ) Social Network Paralysis </li></ul><ul><li>CEOs & Managers love Maps, Charts & Diagrams! </li></ul><ul><li>So : </li></ul><ul><li>Give bonus to more connected people! </li></ul><ul><li>Provide a Questionnaire with only these 2 questions : </li></ul><ul><li>1.Who do you share knowledge with? Why? </li></ul><ul><li>2.Who do you not share knowledge with? Why? </li></ul><ul><li>Use the Statistical & Mapping software </li></ul><ul><li>Show the result to CEO! </li></ul>
    • 20. Knowledge Outsourcing <ul><li>Knowledge Outsourcing becomes attractive when: </li></ul><ul><li>- Managers think traditional KM is difficult </li></ul><ul><li>Managers think they will be bothered with KM </li></ul><ul><li>Managers fear of KM challenges </li></ul><ul><li>Managers do not have KM resources </li></ul><ul><li>The size of organization is small. </li></ul><ul><li>Knowledge Outsourcing Phases: </li></ul><ul><li>1 – Identify the Knowledge opportunities </li></ul><ul><li>2 – Decouple Human Knowledge Assets (HKA) </li></ul><ul><li>3 – Identify HKA provider </li></ul>
    • 21. Identification of Knowledge Opportunities <ul><li>1 ) SQUAT Analysis Method </li></ul><ul><li>More people-oriented </li></ul><ul><li>More suitable for SMEs </li></ul><ul><li>A ) Specialist – They usually cost organizations significantly! </li></ul><ul><li>B ) Questioner – People who ask nonsense in meeting! </li></ul><ul><li>C ) Unusual – People with unusual ideas who make others think about innovation & doing things differently. </li></ul><ul><li>D ) Attractive people – Who attract media, distract colleagues from their duties. </li></ul><ul><li>E ) Technology Enthusiast – They are much keen on using latest technology, softwares which are so expensive & costly. </li></ul>
    • 22. Identification of Knowledge Opportunities <ul><li>2 ) Six Stigma </li></ul><ul><li>More quality-oriented </li></ul><ul><li>More focus on Process </li></ul><ul><li>Identify defective HKA </li></ul><ul><li>The phases here are similar to the 6 Sigma : DMATO </li></ul><ul><li>Define – (Failures & Problems) </li></ul><ul><li>Measure – (Failure rate) </li></ul><ul><li>Analyze – (Where the problems are & where the solution could be) </li></ul><ul><li>Target – (People you’ve identified who are responsible for 80 % of failures) </li></ul><ul><li>Outsource </li></ul><ul><li>(In 6Sigma we have DMAIC where the differences are in Improve & Control) </li></ul>
    • 23. For those who are interested in KM <ul><li>- Advanced KM in corporation – KM & RFID </li></ul><ul><li>http :// www . soumu . go . jp / menu_02 / ict / u - japan_en / new_r_i02m . html </li></ul><ul><li>- Is KM dead? (An interesting interview) </li></ul><ul><li>http :// plambe . blip . tv / #1055191 </li></ul><ul><li>Xerox Co. Case Study </li></ul><ul><li>http://www.xerox.com/go/xrx/template/inv_rel_newsroom.jsp?ed_name =NR_2006March8_KMWorld&app= Newsroom&view = newsrelease&format = article&Xcntry = USA&Xlang = en_US </li></ul><ul><li>Books : </li></ul><ul><li>- Knowledge Management tools & Techniques, by MADANMOHAN RAO (2001) </li></ul><ul><li>Knowledge Management : Current Issues & Challenges, by Elayne Coakes (2003) </li></ul><ul><li>Strategic Knowledge Management in Multinational Organization , by Kevin O’Sullivan , (2008) </li></ul><ul><li>Articles: The future of KM , by Ross Dawson (2004) </li></ul>
    • 24. Imagination is more important than Knowledge Thank You for Your Patience

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