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Knowledge management tools in mobile networking

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  • 1. KNOWLEDGE MANAGEMENT TOOLS IN MOBILE NETWORKING Swati Khemka (B-22) Udita Vijayvargia (B-24) Saumyah Singh (B-27) Nipun Anand (B-53)
  • 2. Things that look futuristic today will be part of the everyday life of the future, Peter Hansson,
  • 3. WHAT IS KM ?  Knowledge Management can be described as the way organizations build, supplement and organize knowledge and routines around their activities and within their cultures, and develop organizational efficiency by improving the use of employee skills.
  • 4. WHAT IS DATA, INFORMATION AND KNOWLEDGE?  Data - It consists of raw facts  Information - is a collection of facts organized (or processed) in such a way that they have additional value  Knowledge - is the understanding of rules needed to interpret information
  • 5. KM IS MOSTLY DIVIDED INTO TWO PARTS
  • 6. INFORMATION AND KM TOOLS  An Information & Knowledge Management Tool is a software tool that supports the user in managing information and knowledge.  Knowledge Management tool supports the user in managing knowledge, i.e.; expressing, storing, sharing, refining and retaining knowledge within an organization.
  • 7. REQUIREMENTS OF KM TOOLS  Speed  Flexibility in use  Flexibility in data sources  Ease to use  Multi-platform  Accuracy  Great fun
  • 8. KNOWLEDGE MANAGEMENT IN MOBILE NETWORKING  KM user-centered approach to the implementation of mobile information systems and found a promising approach in the interdisciplinary combination of KM and mobile computing to overcome the shortcomings of both areas. Also termed as mKM
  • 9. THE RESEARCH FIELD TRIES TO COMBINE SPECIFIC STRENGTHS OF BOTH AREAS:  1. Extending knowledge management systems by the anytime, anywhere information access metaphor and making KM functionality available on ultra portable devices.  2. Extending mobile computing to a user-centered discipline that supports the user actively in mobile, knowledge intensive working environments.
  • 10. MOBILE KNOWLEDGE MANAGEMENT We strive for IT support facilitating knowledge registration, distribution, and usage in spatially distributed business processes. When work is both knowledge- intensive and mobile, the acquisition and sharing of the organizational knowledge becomes challenging. These challenges pertain to limitations with which mobile workers are confronted.
  • 11. ANALYSIS & FINDINGS  OBJECTIVES The main objective of this project was to study the research papers and determine the correlation between knowledge management and Mobile Networking. To support our paper we have a case study.
  • 12. KNOWLEDGE MANAGEMENT CASES IN ASIA/IMPLEMENTATION OF KNOWLEDGE MANAGEMENT IN TELECOMMUNICATION INDUSTRY The study object is a Mobile Telecommunication Organization in China. • It is one of the leading operators • Providing wide range of related services • In order to cope with the rapid expending and uplifting its services, the company turns to knowledge management for solution.
  • 13.  The knowledge management project begins with the customer service department.  Specific goals have been set and satisfactory results are achieved.  The case study identified the KM tools and strategies employed and the various implementation stages.  It also looked at the results after implementation of knowledge management and the logical ways for future development.  The report ends with a conclusion that knowledge management sure has its benefits and strengths in the customer service sector of the telecommunication industry.
  • 14. THE CASE STUDY ABC:  ABC Company is one of the leading owners and operators of telecommunications in China  Since they have a huge number of customers, they decided to enhance the customer services system PROBLEMS  Over 80% of the enterprise knowledge and information have not been standardized and structurally organized together.  The official files and electronic documents are the important fortune in the business; some of the documents, messages and records just exist in the database but have not been reorganized yet.  Furthermore, the documents in the computer include different kind of file formats, which is also a main problem for managing those files at the same time.
  • 15.  The inaccurate and non-structured results searching by the organization was due to the mechanical searching engine. It uses a mechanical calculation in searching which letting the result not to be convenient.
  • 16. WHAT WAS ASKED BY THE COMPANY  The telecommunication organization asked for the KM consultant to help them to build up a knowledge management system to increase the intelligence of the organization by building and leveraging knowledge.
  • 17. FOCUS ON CUSTOMER SERVICE DEPT  Where the department has 500 staff in 2003, however, after using the “knowledge repository” to integrate the information and adopt the customer service training project to strength their staff‟s managing skills in 2004. The customer service department has 2000 staff in 2005.
  • 18. FINDINGS & ANALYSIS OF THE ABC CASE STUDY Goals  The company strives to improve its customer services in order to stay in the business and outlast the competitors.  Since 2002, the company has been implementing different projects to enhance the customer services.  In 2004, the organization established a business guide book for customer service staff, unified information can be provided to customers.  A customer service training centre was also set up in the same year.  In 2006, the company would like to its services a step ahead and set out some goals
  • 19.  Speed up new staff training process  Let new staff familiar with the job as soon as possible  Provide instant access to information index search  Better decision making support  Better and precise information for decision making  Minimize knowledge lost due to staff leaving  Embed knowledge management into workflow
  • 20. 3 PERSPECTIVES OF KM IN ORGANIZATIONS  Business Perspective  Management Perspective  Hands-on Perspective
  • 21. RESULT  Through training, monitoring, assessing, etc., the company has implemented various policies to help improve the customer services.  The results are satisfactory. There is little resistance from the customer services staff. The following areas have been improved:  The front line staff„s ability to solve customer complaint  The sensitive of needs of customer service centre and marketing department  The communication among customer service centre, marketing department and product development department
  • 22. In view of the success, the management also considers to put forward other changes in the future, such as  Establish individual customer service staff profile to track the quality of service  Improve learning environment and tools, e.g. online learning, learning through games and competition, to cultivate the self learning motivation  Reduce the test frequency of good performance staff  Award staff who has good performance in test  Use training to replace test
  • 23. CONCLUSION  Benefits in KM implementation like knowledge sharing allows staff to learn others‟ experience and E-learning cultivates the self-learning motivation.  The goal is to improve the quality of customer services by not increasing the pressure of the staff  Monthly test have to be taken by all staff in Customer Service Department in order to ensure all staff can meet the quality service standard.  This paper suggests the telecommunication organization to replace the test by training or learning through games and competitions which helps to release the staff‟s pressure.
  • 24. THANK YOU