The document outlines the essentials and concepts of knowledge management, highlighting its importance for corporate success by leveraging knowledge as a key asset. It emphasizes the need for organizations to create environments conducive to knowledge sharing and the role of knowledge workers and activists in fostering this culture. Key learning objectives include understanding various types of knowledge capital, recognizing the importance of creating a supportive environment for knowledge workers, and effectively managing knowledge management processes.

1. Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

2. Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

3. Knowledge Management Essentials
Introductory concepts @ OxfordCambridge.Org all for free and free for all.
The information gathered here is under KeyPoints format and may be use:
- Either to give the reader an overview before deciding for a full scale study of the topic.
- Or act as a guide for readers in expanding their knowledge on that given topic.
Some recommendations, perhaps:
- Identify each KeyPoint on which you feel a need to expand your knowledge,
- Choose a good book or two and/or info from the Internet.
- And then work towards gaining that knowledge.
Please enjoy!
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

4. Knowledge Management Essentials – Introduction.
☺ Knowledge management has become a cornerstone for
corporate success in the twenty-first century.
☺ Companies that create an environment for safely
discovering and using knowledge in their organization
will prosper.
☺ Understanding where the knowledge is in your company
is one of the first steps in leveraging it for
profitability and growth.
☺ Therefore, learn about each kind of capital, how to
measure it, and how to start managing it to help your
company.
☺ Knowledge, like a machine, must be used to create
something positive for your company; if not, it's
wasted.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

5. Aim of publication:
To give a starting point to the reader or the
learner to understand the art of knowledge
management.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

6. Knowledge Management Essentials – Summary.
☺ Understanding where the knowledge is in your company is one
of the first steps in leveraging it for profitability and growth.
☺ Therefore, learn about each kind of capital, how to measure it,
and how to start managing it to help your company.
☺ Knowledge, like a machine, must be used to create something
positive for your company; if not, it's wasted.
☺ An increasing number of companies are gaining more value from
the knowledge and experience of their workers than they do
from physical assets or products.
☺ Knowledge management can never flourish in a company without
people dedicated to knowledge sharing-the knowledge activists.
☺ That's why one ought to learn about knowledge management
and put it into action.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

7. Knowledge Management Essentials - Learning Objectives.
 After developing the KeyPoints outlined in this publication, you should
mainly be able to:

know benefits of implementing a knowledge management process.

recognize the value of creating knowledge.

initiate or support knowledge management within an organization.

discern the value of locating and capturing the knowledge.

know the importance of sharing knowledge.

acknowledge the importance of creating a supportive environment for
knowledge workers.

identify the reasons for becoming a knowledge activist.

distinguish the benefits of carrying out knowledge management
projects.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

8. Knowledge Management Essentials - Sections List.
 (Section 1) Art of Knowledge Management.
 (Section 2) Knowledge as Capital.
 (Section 3) Putting Knowledge to Work.
 (Section 4) Managing Knowledge Workers.
 (Section 5) Knowledge Activist.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

9. (Section 1) Art of Knowledge Management – Summary.
☺ Knowledge management has become a cornerstone for
corporate success in the twenty-first century.
☺ Companies that create an environment for safely
discovering and using knowledge in their organization will
prosper.
☺ Organizations failing to use what they know will fall by the
wayside.
☺ That’s said, provide yourself a framework for growing
knowledge in the company.
☺ Discover a big-picture information about knowledge, where
it comes from and how to keep it flowing.
☺ By understanding how knowledge is created and how
knowledge creation could be blocked, you should
understand the art of knowledge management.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

10. (Section 1) Art of Knowledge Management – HighPoints.
 New Era of Knowledge Management.
 Empowering Knowledge Creation.
 Creating Knowledge.
 Barriers to Knowledge Creation.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

11. (Section 1) HighPoints: New Era of Knowledge Management.
☺ recognize benefits of implementing a knowledge
management process.
☺ evaluate seriously the terms "data," "information," and
"knowledge".
☺ identify myths of implementing a knowledge
management process.
☺ consider potential overall strategies.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

12. (Section 1) HighPoints: Empowering Knowledge Creation.
☺ recognize benefits of empowering knowledge creation.
☺ list criteria for an effective knowledge vision.
☺ identify principles of a supportive context for knowledge
creation.
☺ apply steps for supporting conversations.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

13. (Section 1) HighPoints: Creating Knowledge.
☺ recognize the value of creating knowledge.
☺ identify internal sources of knowledge.
☺ list ways of obtaining external knowledge.
☺ know when knowledge has been successfully created.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

14. (Section 1) HighPoints: Barriers to Knowledge Creation.
☺ acknowledge benefits of overcoming barriers to
knowledge creation.
☺ match the two types of barriers to knowledge creation
to corresponding examples.
☺ distinguish techniques for overcoming personal
barriers to knowledge creation.
☺ identify techniques to overcome organizational
barriers to knowledge.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

15. (Section 2) Knowledge as Capital – Summary.
☺ No longer is a company valued on just its physical assets and
income streams.
☺ A quick look at many Internet focused organizations points to a
basic following fact:
☺ There is a new kind of asset being valued in our economy.
☺ That asset is knowledge: the intellectual capital of the
organization.
☺ The high potential return of leveraging the knowledge capital
of an organization has led to company valuations that far
exceed what used to be accepted as standard.
☺ This type of capital is walking around your company, is hidden in
file drawers, and surfaces in conversations with clients and
suppliers.
☺ Understanding where the knowledge is in your company is one
of the first steps in leveraging it for profitability and growth.
☺ It’s for you to explore kinds of knowledge capital in every
organization: human, structural, and relationship.
☺ Learn about each kind of capital, how to measure it, and how to
start managing it to help your company.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

16. (Section 2) Knowledge as Capital – HighPoints.
 Human Knowledge.
 Structural Knowledge.
 Relationship Knowledge.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

17. (Section 2) HighPoints: Human Knowledge.
☺ recognize benefits of understanding human knowledge capital.
☺ list types of human knowledge capital against corresponding
levels of organizational value.
☺ match the components of a set of indicators for measuring
human knowledge capita with their corresponding
measurements.
☺ discern strategies for effectively managing human knowledge
capital.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

18. (Section 2) HighPoints: Structural Knowledge.
☺ recognize benefits of leveraging the structural
knowledge capital in an organization.
☺ pick out types of structural knowledge capital.
☺ acknowledge if the value of structural knowledge
capital is being measured correctly.
☺ know methods for effectively managing the human side
of structural knowledge capital.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

19. (Section 2) HighPoints: Relationship Knowledge.
☺ recognize benefits of understanding the relationship
knowledge capital within an organization.
☺ list categories of relationship knowledge capital.
☺ identify methods for measuring the value of relationship
knowledge capital.
☺ select effective strategies for managing relationship
knowledge capital.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

20. (Section 3) Putting Knowledge to Work – Summary.
☺ Try to imagine a company investing in a high-tech machine and
then letting it sit in a corner of the factory.
☺ Knowledge, like a machine, must be used to create something
positive for your company.
☺ If not, it's wasted.
☺ Unlike machines, the utmost value of knowledge is that it can
be used, leveraged, and applied without diminishing.
☺ The key is to find the knowledge in your company, share it, and
leverage it.
☺ This is the process that will really bring your organization the
results hoped for.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

21. (Section 3) Putting Knowledge to Work – HighPoints
 Locating and Capturing Knowledge.
 Knowledge Sharing
 Importance of Sharing the Knowledge.
 Leveraging Knowledge to Success.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

22. (Section 3) HighPoints: Locating and Capturing Knowledge.
☺ recognize the value of locating and capturing the knowledge in
your organization.
☺ identify methods for collecting knowledge within an
organization.
☺ distinguish methods of making tacit knowledge explicit.
☺ apply steps for cataloguing knowledge in a business setting.
☺ sequence the steps in maintaining knowledge repositories.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

23. (Section 3) HighPoints: Knowledge Sharing.
☺ recognize benefits of knowing how to share knowledge.
☺ identify criteria to review before sharing knowledge.
☺ examine business selected scenarios to determine if the
criteria for knowledge sharing have been successfully reviewed.
☺ consider methods of knowledge sharing with.
☺ analyze chosen business scenarios to determine the best
method for knowledge sharing.
☺ apply methods to overcome common barriers to knowledge
sharing.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

24. (Section 3) HighPoints: Importance of Sharing the Knowledge.
☺ recognize the importance of sharing knowledge.
☺ regard key elements to integrate in a knowledgetransfer system.
☺ identify types of knowledge-sharing tools.
☺ analyze business scenarios to determine the best
approach for knowledge sharing.
☺ distinguish methods for measuring usage of a
knowledge-management system.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

25. (Section 3) HighPoints: Leveraging Knowledge to Success.
☺ recognize benefits of leveraging knowledge.
☺ analyze a selected business scenario to determine if
shared knowledge has been successfully leveraged.
☺ scrutinize a chosen business scenario to determine if
shared knowledge has been successfully expanded.
☺ calculate the Return On Investing in knowledge
management.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

26. (Section 4) Managing Knowledge Workers – Summary.
☺ The era of the knowledge worker is already there.
☺ An increasing number of companies are ever gaining more
value from the knowledge and experience of their workers
than they do from physical assets or products.
☺ This is most vividly captured in the Internet economy, in
which knowledge workers are in high demand.
☺ Talented workers often won't hesitate to jump to a
company that offers a higher salary or more stock options.
☺ But money alone won't keep an organization's best talent.
☺ It takes much more.
☺ By learning how to create the right culture and the right
opportunities, your company can help maintain the loyalty of
its knowledge workers.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

27. (Section 4) Managing Knowledge Workers – HighPoints.
 An Environment for Knowledge Workers.
 Culture for Knowledge.
 Managing Teams of Knowledge Workers.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

28. (Section 4) HighPoints: An Environment for Knowledge Workers.
☺ recognize the importance of creating a supportive
environment for knowledge workers.
☺ identify workplace attributes that most appeal to
knowledge workers.
☺ enumerate methods for creating a supportive
environment for knowledge workers.
☺ analyze a chosen business scenario to determine if
knowledge workers have a supportive environment.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

29. (Section 4) HighPoints: Culture for Knowledge.
☺ recognize benefits of creating a culture that supports
knowledge workers.
☺ consider methods for shifting the company culture to
be more supportive.
☺ sequence the steps of empowering knowledge workers
to make decisions.
☺ dissect a situation to determine if knowledge workers
have been empowered to make decisions.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

30. (Section 4) HighPoints: Managing Teams of Knowledge Workers.
☺ recognize benefits of effectively managing teams.
☺ pinpoint behaviours that can undermine a team.
☺ identify an approach for leading teams to success.
☺ analyze a situation to determine if managers used an
appropriate approach with their team.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

31. (Section 5) Knowledge Activist – Summary.
☺ Knowledge management cannot flourish in a company without
people who helps knowledge sharing to succeed.
☺ Activists know their company, the people, and the potential.
☺ Above all, knowledge activists care.
☺ They want their company to succeed and their cohorts to have
a creative, successful environment within which to work.
☺ That's why it’s crucial to learn about knowledge management
and put it into action.
☺ This is what the knowledge activist does best.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

32. (Section 5) Knowledge Activist – HighPoints.
 About Knowledge Activists.
 Becoming a Knowledge Activist.
 Learn and Put Knowledge Into Action.
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

33. (Section 5) HighPoints: About Knowledge Activists.
☺ acknowledge benefits of being a knowledge activist.
☺ identify the reasons for becoming a knowledge activist.
☺ distinguish characteristics of knowledge activists.
☺ list knowledge activist likely roles.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

34. (Section 5) HighPoints: Becoming a Knowledge Activist.
☺ recognize the value of becoming a knowledge activist.
☺ acknowledge the methods of interacting.
☺ apply techniques for effective communication.
☺ demonstrate performing the roles of instigator,
facilitator in a situation.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

35. (Section 5) HighPoints: Learn and Put Knowledge Into Action.
☺ recognize the benefits of carrying out knowledge management
projects.
☺ sequence the steps for focusing knowledge projects.
☺ analyze business situations to determine when knowledge
activists have focused their knowledge projects.
☺ identify the steps for planning knowledge projects.
☺ analyze situations to determine if knowledge workers have
planned their knowledge projects.
☺ match steps for implementing knowledge projects with
descriptions of those steps.
☺ analyze situations to determine if knowledge workers have
implemented their knowledge projects.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

36. Knowledge Management Essentials – Conclusion.
☺ At this point you should be able to be familiar with the
following:

identify myths of implementing a knowledge management
process.

recognize benefits of empowering knowledge creation.

recognize benefits of overcoming barriers to knowledge
creation.

recognize the importance of sharing knowledge.

recognize benefits of creating a culture that supports
knowledge workers.

recognize the value of becoming a knowledge activist.

identify the steps for planning knowledge projects.
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

37. Thank you for your interest!
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

38. Information Gathering Links
Knowledge Management
(This picture: Harcourt Hill, West Oxford)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org

39. We shall always be on SlideShare!
Knowledge Management
(This picture: Trinity College, Cambridge)
Contact Email
Design Copyright 1994-2013 © OxfordCambridge.Org