This document discusses key aspects of knowledge management. It defines knowledge management as leveraging existing organizational knowledge to avoid reinventing solutions. Knowledge management systematically transfers knowledge from individuals to benefit the entire organization. It also maximizes the returns from an organization's knowledge assets. The document outlines different types of knowledge, knowledge management systems, techniques for capturing and codifying knowledge, and provides an example of a knowledge management initiative at Tata Steel.

1. PRESENTED
BY
VINEET
LAMBA
PGDRDM
BATCH-7

2. ESSENCE OF KNOWLEDGE
MANAGEMENT:
 The central theme of Knowledge Management is to
leverage and use knowledge resources that already
exist in the organization so that people will seek out
best practices rather than reinvent the wheel.
 Knowledge Management is a process that,
systematically and continuously, transfers
knowledge from individual and teams, who generate
them, to the brain of the organisation for the benefit
of the entire organization.
 It is the systematic, explicit and deliberate building,
renewal and application of knowledge to maximize
an enterprise’s knowledge-related effectiveness and
returns from its knowledge assets.

4. “DIKW” HIERARCHY
Where is the Life we have lost in living?
Where is the wisdom we have lost in knowledge?
Where is the knowledge we have lost in information?
T.S. Eliot, "The Rock", Faber & Faber 1934

5. What is KNOWLEDGE??
 According to DAVENPORT AND PRUSAK,”
Knowledge is the fluid mix of framed
experience, values, contextual information,
expert insight and grounded intuition that
provides an environment of framework for
evaluating and incorporating new
experiences and information.”

6. TYPES OF KNOWLEDGE
 PROCEDURAL KNOWLEDGE
 It is an understanding of how to do a task or carry
out a procedure.
 It is knowledge contained in the application of a
procedure.
 For e.g.– riding a bike, preparing food, using
gadgets.

7. •DECLARATIVE
KNOWLEDGE: It is the one which can be explicitly described
and discussed.
 It usually resides in the short term memory.
 For e.g.– Electrical system of a car; If the
headlights are dim, then battery is faulty.

8. oSEMANTIC
KNOWLEDGE:
 It is the hierarchically organized knowledge of
concepts, facts and relationships among facts.
o For e.g.- House address, ATM PIN, Way to a
particular place etc….

9. oEPISODIC KNOWLEDGE:
 It is that knowledge which is organized by
temporal spatial means, not by concepts of
relations. It is highly compiled and
autobiographical and is not easy to extract or
capture.
o For e.g.-Day you met with an accident, the first
day of your college, child’s first birthday etc…..

11. KNOWLEDGE
MANAGEMENT SYSTEMS
LIFE CYCLE(KMSLC):
 “It must be remembered that there is
nothing more difficult to plan, more doubtful
of success, nor more dangerous to manage
than a new system. For the initiator has the
enmity of all who would profit by the
preservation of the old institution and
merely lukewarm defenders in those who
gain by the new ones” - MACHIAVELLI

13. IMPLICATIONS FOR
KNOWLEDGE MANAGEMENT:
1. An organization considering a KM system as part of its information
systems environment must make a commitment to user education and
training prior to building the system . Knowledge sharing is not that
straightforward in many organizations.
2. Top management should be approached with facts about the costs and
benefits of the proposed KM system.
3. If a KM system is anywhere on the organization’s horizon, human
resources or the IT department should begin training knowledge
developers and others who have the potential to do knowledge
engineering.
4. Domain experts must be recognized and rewarded in ways that make
them feel it is worth their time to cooperate.
5. For an organization to anticipate its future technology needs, it is
extremely important to do long-range strategic planning. Such planning
can help the firm to attain its desired outcomes. Introducing leading-
edge technology such as KM systems can help the organization to
achieve competitive advantage.

14. NONAKA’S MODEL OF KNOWLEDGE
CREATION AND TRANSFORMATION

15. KNOWLEDGE CAPTURE
TECHNIQUES:
 The goal of tacit knowledge capture is to
extract problem-solving knowledge from the
human expert in order to build a KM system.
The scope of the domain should contain
common-sense knowledge ,and the resulting
KM system must be a manageable size.
 Various techniques used in capturing
knowledge are:

16. CONTD…….
1.INTERVIEW
2.ON-SITE OBSERVATION
3.BRAINSTORMING
4.PROTOCOL ANALYSIS
5.SCENARIO
6.CONSENSUS DECISION MAKING
7.THE REPERTORY GRID
8.NOMINAL GROUP TECHNIQUE
9.DELPHI METHOD
10.CONCEPT MAPPING

17. KNOWLEDGE CODIFICATION
 It is organizing and representing knowledge
before it is accessed by authorized personnel.
 It is making institutional knowledge VISIBLE,
ACCESSIBLE AND USABLE for decision
making.
 It involves conversion of “TACIT KNOWLEDGE”
into “EXPLICIT” usable form.

18. BENEFITS :
 Instruction/Training-promoting training of junior
personnel based on captured knowledge of senior
employees.
 Prediction- inferring the likely outcome of a given
situation and flashing a proper warning or
suggestion for a corrective action.
 Diagnosis-addressing identifiable symptoms of
specific causal factors.
 Planning/Scheduling- mapping out an entire
course of action before any steps are taken.

19. SOME CODIFICATION
TOOLS:
 Knowledge Maps
 Decision Tables
 Decision Tree
 Frames
 Production Rules
 Case-based Reasoning

20. The MYTHS OF knowledge
management:
1. KM is a fad.
2. KM and Data Warehousing are
essentially the same.
3. KM is a new concept .
4. KM is a mere technology.
5. KM is another form of reengineering.
6. KM works only within an organization.
7. It is a “NO BRAINER” to share what
you know.

21. CASE STUDY OF
KNOWLEDGE
MANAGEMENT
INITIATIVE AT

22. KM Initiative:
 TATA STEEL decided to embark on formal
KM initiative in the year 1999.The
beginning was made in July’99 to place a
knowledge management programme for
the company to systematically and formally
share and transfer learning concepts, best
practices and other implicit knowledge.
 Tata steel’s knowledge management
initiative is driven by its corporate KM
group which attempts to cover all possible
opportunities of knowledge generation in
and outside the steel works.

23. The primary sources being:
 Day-to-day operation
 Learning from failure
 Papers published by employees(national
and international publications)
 Task force/consultant/technical groups
 Engineering Project
 Knowledge sharing across the value
chain.

24. Phases of knowledge management
initiatives at TATA STEEL
Awareness
 Process Design
System Design
Launch of KM Portal
Success Stories
KNOWLEDGE MANTHAN
Quality index introduced
KM Index introduced
Community index introduced
“ASK EXPERT” launched
Knowledge Communities formed
Security Systems introduced
Linked KM with PMS
PHASE-2
(2000-
2001)
PHASE-3
(2001-
2003)
PHASE-1
(1999-
2000)
PHASE-4
(2004-
2005)

25. BENEFITS OF KM:
 Reduced R & D Expenditure.
 Duplication of ideas reduced.
 Building of knowledge culture in the
organization.
 In 2005,Tata Steel won the first MAKE India
award. It has also earned a distinction among
Indian companies to be selected twice as a best
practice partner by American Productivity and
Quality Center(APQC) for its KM process.
o Reduced Costs and Revenues.

26. “VISION WITHOUT ACTION IS
MERELY A DREAM”.
ACTION WITHOUT VISION
JUST PASSES THE TIME.
VISION WITH ACTION CAN
CHANGE THE WORLD”.
CONCLUSION
Joel Arthur Barker

27. REFERENCES:
 Elias M.Awad & Hassan
M.Ghaziri,(2003),”KNOWLEDGE
MANAGEMENT”.
 WIKIPEDIA.