Knowledge is more than power , its a game changer and it is the means of sustainable progression and development... Its a quick glance and short introduction of knowledge and knowledge management.

1. University of Istanbul
Faculty of Business Administration – MBA (English)
Management and Organization (Fall 2014)
Instructor : Dr.Muhtesem Baran
Prepared by :Farhad Soltani Salmasi

2. New strategic imperative of an organization

3. Old established paradigm regarding
knowledge
Knowledge is power and must be kept and
hoarded.
No one can know about it ,even your close
Friends, and it must be delivered to someone
trustworthy

4. New Paradigm regarding knowledge
Research has shown that distribution of
knowledge within an organization can help
“knowledge must be shared in an organization”

5. DATA is a mere
 Number  7
 Word Zebra
 Letter  X
----------------------------------------------------
Collection of mere data has no specific
information because it is “out of context”

6. CONTEXT
The relationship between the pieces of data
1    week
7   days
When the relationship is discovered it is
possible to say that there is a piece of
“information” in hand

7. INFORMATION
Information merely provides the
relationship between data and little
implication for the future.

8. Conceptual progress from data to knowledge

9. KNOWLEDGE
Collection of Data, Information and the
“pattern” between them
Opposite to mere information which is
dependant on the context ,knowledge has
the tendency to create its own context .

10. KNOLEDGE IN CORPORATE CONTEXT
In a corporate context knowledge is the
product of organization and systematic
reasoning applied to date and information
Date and Info + organization & systematic reasoning
 Knowledge (combination of all above)

12. TYPE Of KNOWLEDGE
Tacit knowledge is
stored in the brain of
every individual .
Both types are the
result of
 Tacit knowledge
Explicit knowledge is
stored in the other forms
like books, documents
or…
Inter actions &
innovations
 Explicit knowledge

13. TACIT KNOLEDGE
 Personal
 Accumulated with study and experience
 Grows with practice of trial and error and
experience of success and failure
 Context-specific
 Difficult to formulize , read or articulate
 Includes subjective insight
 Sharing is highly dependant and challenging
 Difficult to identify
 Once identified, becomes a very important asset
 Extremely difficult for others to replicate

14. EXPLICIT KNOWLEDGE
 Codified
 Stored in documents , books and like
 Can be transmitted and shared
 Includes knowledge assts such as reports, memos,
business plans, drawings , trademark, methodologies
and like
 Dependant on Tacit knowledge for interpretation

15. From Personal Knowledge to
Organizational knowledge
Dynamic interaction between Tacit and Explicit
knowledge can create a process to turn personal
knowledge into organizational knowledge.
This process is the essence of “ knowledge
creation in an organization”.

16. SPRAL O KNOWLEDGE CREATION

17. STAGE OF KNOWLEDE CREATION
 SOCIALIZATION : transfers tacit knowledge between
individuals through observation, imitation and practice.
 EXTERNALIZATION: triggered by dialogue or collective
reflection and relies on analogy or metaphor to translate tacit
knowledge into documents and procedures.
 COMBINATION: consequently reconfigures bodies of explicit
knowledge through sorting, adding, combining and categorizing
processes and spreads it throughout an organization.
 INTERNALIZATION: translates explicit knowledge into
individual tacit knowledge.

18. CREATED KNOLEDGE OF ORGANIZATION
Core Knowledge :The kind of knowledge that is
critical to the attainment of the
organization’s goal and the fulfillment of its
strategy is called “core knowledge”.
Enabling Knowledge: knowledge that can
maintain the effectiveness of the organization is
called “enabling knowledge”

19. Knowledge Challenge
 top management usually does not know who has
what information.
 Few top executives are aware of where core and
enabling knowledge reside and how to enable this
knowledge to flow through the organization.
(Purpose of Knowledge Management)

20. Definition of Knowledge Management
Conversion of tacit knowledge into explicit
knowledge and sharing it within the organization
or
The process through which organizations generate
value from their intellectual and knowledge
based assets

21. Other Definitions Of Knowledge Management

22. ASPECTS OF KNOWLEDGE MANAGMENT
 Information Management. (management of
knowledge related to the objects that are
identified and handled by information system.)
 People Management (management of trait
knowledge that resides inside the heads of
people.)

23. Information Analysis and Information
Planning are two other conceptual
aspects that derived from Information
management
Information Analysis
Information Management
Information planning

24. Entrepreneurs and managers have become
more aware that knowledge –as
differentiated from mere information – is an
even more valuable resource of the
organization. Therefore techniques such as
knowledge technology helps managers to
conduct similar process applied to
information.
knowledge analysis
knowledge Technology
knowledge planning

25. The second aspect of knowledge management is people
management. Basically, this involves the management of
tacit knowledge that resides inside the heads of people.
Knowledge
technology
Knowledge
analysis
Knowledge
planning
People
management
Knowledge
management

26. What does knowledge management do?
it also involves the creation of knowledge for
competitive advantage and the conversion of
large amounts of organizational data into
readily accessible information.

27. Both aspects of knowledge management embody
two immediate concerns:
(a) to make organizational knowledge more
productive; and
(b) To produce benefits that are significantly
greater than those envisioned. Knowledge
management offers an excellent opportunity to
adopt previously impossible
business strategies

28. Pillars of Knowledge Management
 Management and organization
 Infrastructure
 People and culture
 Content management system

29. Management and organization
 The most important pillar
 to promote knowledge management and
demonstrate its strategic importance top
management must provide adequate examples of
ideal behavior and communicate clearly
with all levels in the organization.
 structure to support knowledge
management should be implemented, including
financial, technological and
human resources. (CKO)

30. Why do we have to manage knowledge

31. Infrastructure

32. People and Culture
 knowledge management system depends on the
efficient management of people and culture
within the organization.
 People and culture as an enabler of knowledge
management requires three important elements.
These are: (a) the redefinition of organizational
structure, (b) the corresponding human resource
practices, and (c) a consistent organizational
culture.

33. Content management systems