Knowledge Management is the process of identifying, gathering, storing, evaluating, and sharing all of the valuable information organizations created in their day-to-day operations. It also involves capturing answers to frequently (and not so frequently) asked questions and documenting them in an easy-to-understand format, like step-by-step written articles, videos, or images.

1. KNOWLEDGE
MANAGEMENT
PENELOPE DANYELLE BOHLER CRUZ
2 – BACHELOR OF ARTS IN COMMUNICATIONS

2. WHAT IS KNOWLEDGE MANAGEMENT?
• Knowledge Management is the process of identifying,
gathering, storing, evaluating, and sharing all of the valuable
information organizations created in their day-to-day
operations
• It also involves capturing answers to frequently (and not so
frequently) asked questions and documenting them in an easy-
to-understand format, like step-by-step written articles,
videos, or images.

3. 3 TYPES OF KNOWLEDGE MANAGEMENT
o Explicit Knowledge
• Knowledge that is easy to articulate, write down, and share.
This knowledge needs to be documented and is usually easy to
turn into an article. It is a description of or a set of steps
towards achieving something.
o Implicit Knowledge
• The application of explicit knowledge. Skills that are
transferable from one job to another are one example of
implicit knowledge. This is information customers need to
infer from explicit knowledge.
• It requires customers to interpret existing pieces of explicit

4. o Tacit Knowledge
• Tacit Knowledge is gained from personal experience that is
more difficult to express. Coming from experience, this
typically requires a lot of context and practice to acquire.
Tacit Knowledge is hard to gather because it is often specific
and requires individual testing. Start by getting specialists
or senior members of your team together to disseminate
complex ideas and use that to build larger training content.

5. BRINGING THEM ALL TOGETHER, YOU
GET…
 Explicit Knowledge is knowing what apples,
cinnamon, flour, and sugar are.
 Implicit Knowledge is knowing they can be combined
to make a pie.
 Tacit Knowledge is knowing the exact combination
of the ingredients that makes the most delicious pie.

7. BASIC CONCEPTS
Competency
• The ability to do something
successfully or efficiently.
• The person’s ability to
practice the knowledge
acquired over time.
• NOTE: Being competent
doesn’t mean you have the
knowledge to perform a task
but you also possess the
skills to solve your problems.
Capability
• The power or ability to do
something.
• Defined as a set of tasks that
a system is potentially able to
perform with the acquired
skills at a certain
performance level available
capacity.

8. 3 TYPES OF COMPETENCIES
o Core Competencies
• Through decision-making, an individual will have the ability to
make a sound judgment to enable them to make decisions after
collecting and analyzing information.
• Through teamwork, the individual can interact effectively with
people. The individual will support decisions made by the group
and put their goal above their own.
• Setting and maintaining high-performance standards are made
possible for individuals through work standards. Also, in having a
reliability factor in them, the individual will take up personal
responsibility for their performance.

9. o Cross-Functional Competencies
• Through Cross-Functional Competencies, there are plenty of
benefits to look forward to. Some of these benefits include -
but are not limited to – increasing employee proficiency,
promotion of teamwork, reduction of time, and cost, and
boosting employee loyalty.
o Functional Competencies
• These competencies are also referred to as Technical
Competencies. These are the skills that professionals are
required to use on a daily or regular basis. Employee
training, software programming, risk analysis, data analysis,
and tax accounting are some examples that fall under this
competency.
• It is also important to know that these competencies are

10. THE IMPORTANCE OF DOING A BUSINESS
CAPABILITIES STUDY IS…
1. Identifying which business capabilities are needed because of
the new strategy and new competition.
2. Identifying the gaps with the current business capabilities, in
terms of skills and capacity.
3. Understanding what partners, suppliers, knowledge,
technologies, systems, and training you need in order to
develop a business capability.
4. Understand what it takes to turn a business capability into a
business ability, or how to upgrade business abilities with it.

11. KNOWLEDGE CONVERSATION
• Defined knowledge as an individual’s experience and
understanding.
• It is a fluid mix of framed experience, values, contextual
information, and expert insight that provides a framework for
evaluating and incorporating new experiences and information.
• Turns classified knowledge into explicit and tacit.

12. KNOWLEDGE MANAGEMENT TURNS
CLASSIFIED INFORMATION INTO…
Tacit
• It is linked to personal
perspectives, intuition,
emotions, beliefs, know-how,
and experiences and values.
• It is intangible and not easy
to articulate, making it
difficult to share with others.
Explicit
• It is a tangible dimension that
can be more easily captured,
codified, and communicated.
• Refers to the ability of an
individual or organization to
develop novel and useful
ideas and solutions.

13. SECI MODEL
• The heart of knowledge creation involves an interaction
between SOCIALIZATION (tacit to tacit).
• EXTERNALIZATION (tacit to explicit).
• COMBINATION (explicit to explicit).
• The dynamic INTERNALIZATION or INTERRELATIONSHIP (tacit
and explicit knowledge).

14. SOCIALIZATION
• This is the process of converting tacit knowledge into tacit
knowledge through shared experiences such as observation,
imitation, and practice.
• Typically occurs in a traditional apprenticeship, where
apprentices learn the tacit knowledge needed in their craft
through hands-on experience.
• Also may occur in informal social meetings outside of the
workplace, where tacit knowledge, such as world-views, mental
models, and mutual trust can be created and shared.

15. EXTERNALIZATION
• It is the process of articulating tacit knowledge into explicit
knowledge and involves the interchange of tacit knowledge
with explicit knowledge.
• When tacit knowledge is made explicit, knowledge is
crystallized, which allows it to be shared by others, and it
becomes the basis of new knowledge.
• The tools this conversation uses are different metaphors,
analogs, concepts, hypotheses, and models.

16. COMBINATION
• It is the process of converting explicit knowledge into more
complex and systematic sets of explicit knowledge (explicit to
explicit).
• Explicit knowledge can be accumulated from inside or outside
the firm and then combined, edited, or processed to form new
explicit knowledge.
• Through presentations or meetings, this new explicit
knowledge can be directly disseminated among the members of
the organization.

17. INTERNALIZATION
• The process of embodying explicit knowledge into tacit
knowledge may be embodied in actions and practice so that the
individual acquiring the knowledge can re-experience what
others go through.
• Some of the means through which individuals may acquire
knowledge through the internalization processes are learning
by doing, learning by observing, face-to-face meetings, and
on-the-job training.

20. KNOWLEDGE MANAGEMENT
• Consists of making sure that the teams and individuals have
the know-how they need, to make their tasks easier and
improve their performance.
• NOTE:
 Knowledge, therefore, feeds performance, and knowledge
is also derived from performance.

21. PERFORMANCE MANAGEMENT
• It is an ongoing process of communication between a
supervisor and an employee that occurs throughout the year, in
support of accomplishing the strategic objectives of the
organization.

22. THE KNOWLEDGE/PERFORMANCE LOOP

23. 3 ELEMENTS OF
PERFORMANCE
MANAGEMENT

24. (1) MEASUREMENT (BENCHMARKING)
• Shows where a performance or team/unit is weak or strong,
and shows which other teams or units are stronger performers,
and can be sources of knowledge, or weaker performers, and
therefore potential users of knowledge. The strong performers
can help the weaker performers.

25. (2) TARGET SETTING
• Target Setting is the driver for improvement.
• Without target setting, teams will do what they have always
done and so will always “get what they have always got.”
• Targets need to be achievable but should be set beyond the
knowledge of the team. If a team sets a goal that it knows how
to meet, it will use only its own knowledge.

26. (3) KNOWLEDGE MANAGEMENT/LEARNING
• The mechanism of learning may be by site learning visits, by
Peer Assist, by creating learning assets or training courses, or
through the operation of learning communities.

28. PERFORMANCE MANAGEMENT IN
OPERATIONS
• Performance measurement allows an operation or production
unit to track its performance levels.
Compare those levels with other units
Identify the areas where it needs to improve or areas where it can help
others improve.
Identify the business units from which it can learn and those to which it
can help.
• Target setting allows it to focus on areas for improvement and
motivates the team to learn.
• Knowledge management allows it to acquire or develop the
knowledge it needs in order to meet its targets.

29. KNOWLEDGE MAPPING
• A Knowledge Map is a visual aid that shows where knowledge
can be found within a group or organization.
• How to find those with the most expertise.
• Often referred to as an “inventory of knowledge”, these maps
are organized using various interconnected nodes to make it
easy to find out where to look for information.

30. 4-STEP GUIDE TO
KNOWLEDGE MAPPING

31. 1. IDENTIFY KNOWLEDGE AREAS
• Process maps are a great place to start looking for
areas of knowledge that should be mapped.
• Begin by asking leaders and managers about what
knowledge people need to get work done in their
areas.
• This helps you identify who you need to talk to in
order to complete the maps.

32. 2. DRAFT KNOWLEDGE MAP
• Use the template to collect information from the…
 Experts
 Process Owner
 Teams that have information about the knowledge areas.

33. 3. IDENTIFY THE RISKS AND IDENTIFY
OPPORTUNITIES
• Review the map and pinpoint the most important critical
knowledge, knowledge loss risks, knowledge-sharing barriers,
and knowledge gaps.

34. 4. ACT ON MAP
• Based on all the information you have gathered, it’s time to
create the map.

36. WHY IS KNOWLEDGE MANAGEMENT
NECESSARY?
• Knowledge Management is a concept originating in the 1990s.
It developed the idea of this new discipline. One of knowledge
management’s key objectives is to use company practices and
technologies to leverage corporate knowledge.
• Traditional knowledge management systems are focused on the
ability to capture knowledge in centralized systems and make it
available at a later date. However, this first step had so little
success at the beginning of the new millennium that knowledge
management seemed left for dead.

37. • But the advent of Enterprise 2.0 (2006) has given new life to
knowledge management thanks to the shift the focus from the
“knowledge” itself to the individuals who hold, share, and use
it.
• In some ways, the new practices and technologies introduced
by enterprise social collaboration have distorted the
perspective of how to leverage knowledge through a new model
of creating, sharing, and using knowledge.
• This “network” effect has allowed us to connect people with the
purpose of sharing knowledge, making that knowledge more
easily accessible.

38. 5 MOST IMPORTANT
REASONS THAT
KNOWLEDGE
MANAGEMENT IS NEEDED

39. 1. SPEED UP ACCESS TO INFORMATION AND
KNOWLEDGE
• Knowledge Management makes it easier to find the information
or the people who hold the information you need.
• It increases efficiency and productivity and allows you to work
better, reducing the tendency to “reinvent the wheel.”

40. 2. IMPROVE DECISION-MAKING PROCESS
• Employees can improve the quality and speed of decision-
making by accessing the knowledge of the entire organization
when they need it.
• When making decisions, enterprise collaboration tools facilitate
the access to opinions and experiences of different people,
which may contribute additional perspectives to the choices
made.

41. 3. PROMOTE INNOVATION AND CULTURAL
CHANGE
• Enable and encourage the sharing of ideas, collaboration, and
access to the latest information.
• Knowledge management enables individuals to stimulate
innovation and the cultural changes needed to evolve the
organization and meet changing business needs.

42. 4. IMPROVE THE EFFICIENCY OF AN
ORGANIZATION’S OPERATING UNITS AND
BUSINESS PROCESSES
• With faster access to information and resources across the
organization, knowledge workers can act quickly.
• Shows that the use of social collaboration technologies has
improved business processes and the organization’s
performance in general.

43. 5. INCREASE CUSTOMER SATISFACTION
• The sharing of knowledge and cross-collaboration help to
increase the value offered to customers.
• The organization is able to give faster answers or shorten the
time it takes to improve a product or service.

44. THANK YOU! 