Term Paper On Mpob

TERM PAPER ON MANAGEMENT PRATICES & ORGANIZATION BEHIVAOUR

Topic: - MANAGEMENT KNOWLEDGE

ACKNOWLEDGEMEN T The term paper what I have presented is not the made outcome of my own labour alone , there are dozens of hands help’s me to complete all through the program . My sincere thanks to Miss Priynka chibber Internal guide for guiding me to work on this term paper.

SUBMITTED BY:-

Sushil Kumar Roll no. A-19 MBA 1st semester

Agenda WHAT IS KNOWLEDGE MANAGEMENT (KM) DEFINITION(S) HISTORY KEY CONCEPTS

FIRST, WHAT IS KNOWLEDGE  In simplest terms, knowledge is the ability of an actor to respond to a body of facts and principles accumulated over a period of time 

One way to look at knowledge is as the apogee of the following continuum – datainformationknowledge  Data=1 unit of fact; information=aggregation of data; knowledge=potential for action on information  Data and information have intrinsic properties, the quality of knowledge depends on the properties of the agent WHAT IS KNOWLEDGE MANAGEMENT?

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From tacit to articulate knowledge

M A N U A L H o w to pl a y s o c c er

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Tacit

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At Knowledge Praxis, we define knowledge management as a business activity with two primary aspects: ○ Treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization. ○ Making a direct connection between an organization’s intellectual assets — both explicit [recorded] and tacit [personal know-how] — and positive business results. In practice, knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above — including groupware and intranets.

ArticulatedModifiability

That covers a lot of ground. And it should, because applying knowledge to work is integral to most business activities. Knowledge management is hard to define precisely and simply. (The definition also leapfrogs the task of defining "knowledge" itself. We’ll get to that later.) That’s not surprising. How would a nurse or doctor define "health care" succinctly? How would a CEO describe "management"? How would a CFO describe "compensation"? Each of those domains is complex, with many sub-areas of specialization. Nevertheless, we know "health care" and "management" when we see them, and we understand the major goals and activities of those domains. There is no universal definition for knowledge management At its broadest, KM is the ‘process through which organizations generate value from intellectual and knowledge based assets’ KNOWLEDGE ASSETS

 There are two types of knowledge assets –

Motivation Management

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 Explicit or formal assets like copyrights, patents, templates, publications, reports, archives, etc.  Tacit or informal assets that are rooted in human experience and include personal belief, perspective, and values The value of KM  It is important to manage knowledge assets because –  Organizations compete increasingly on the base of knowledge (the only sustainable competitive advantage, according to some)  Most of our work is information based (and often immersed in a computing environment)  Our products, services, and environment are more complex than ever before  Workforces are increasingly unstable leading to escalating demands for knowledge replacement/acquisition The development of KM  Today, KM draws from a wide range of disciplines/practices –

 Cognitive science  Groupware, AI, KBMS  Library and information science  Document management  Decision support systems  Technical writing  Organizational science  Many more

The knowledge management challenge

The majority of a company’s valuable knowledge is tacit and resists being articulated

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KM TODAY (CATCH-ALL?)

 There is a great risk today of KM over-reaching itself

 Everything from organizational learning to business and competitive intelligence has become fair game for KM  There are KM components to each of these but these spaces are however best left to specialized practitioners

WHAT ARE THE BENEFITS OF KNOWLEDGE MANAGEMENT?

• Profitable growth through higher efficiency and innovation – Preventing the waste of valuable resources avoid reinventing the wheel – Ensuring the use of leading-edge technology and thinking across the firm 28 – Innovation Increasing customer satisfaction through shorter 8 lead-times and consistent behavior Helping Best-practice – Creating a competitive cost structure – Facilitating breakthrough and incremental innovations through combination of management technologies and ideasKnowledge from across and outside the firm • An attractive workplace that encourages crossfunctional co-operation across the globe THE SCOPE OF KM – Attracting and retaining key individuals

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Today, most companies define the scope of KM as –  KM mechanics (tools for information management)  KM culture (knowledge as a social activity)  KM systems (knowledge sharing as part of an organization’s DNA)

WHY WE NEED KNOWLEDGE MANAGEMENT NOW

Why do we need to manage knowledge? Ann Macintosh of the Artificial Intelligence Applications Institute (University of Edinburgh) has written a "Position Paper on Knowledge Asset Management" that identifies some of the specific business factors, including: ○ Marketplaces are increasingly competitive and the rate of innovation is rising. ○ Reductions in staffing create a need to replace informal knowledge with formal methods. ○ Competitive pressures reduce the size of the work force that holds valuable business knowledge. ○ The amount of time available to experience and acquire knowledge has diminished. ○ Early retirements and increasing mobility of the work force lead to loss of knowledge.

○ There is a need to manage increasing complexity as small operating companies are trans-national sourcing operations. ○ Changes in strategic direction may result in the loss of knowledge in a specific area. KM MECHANICS  Information management may well be considered the first wave of KM (and is still often considered synonymous with KM)

 Information management tries to make the right information available to the right person at the right time though a variety of database driven information applications  Information management tools try to capture the human experience of knowledge through the collecting, classifying, disseminating, searching, indexing, and archival power of technology

Limitations of mechanical KM  Reliance on technology produces consensual knowledge (over-reliance on best practices for instance) and may stifle innovation  The notion that ‘right information’ is predictable and flows from historical data may be flawed  Making information available in not enough; getting people to use it is more critical

KM culture  All knowledge has a social and evolutionary facet

 There is a crying need to continuously subject knowledge to re-examination and modification  It is important to keep the human and social elements of organization involved in all stored knowledge KM culture through CoP  Communities of practice (or thematic groups) are a popular way of injecting KM culture in an organization 

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CoPs are fora where members share information and experiences, develop new insights, assimilate and transform knowledge CoPs emphasize shared interests and work across locations and time zones (often using technology developed during KM’s first wave)

Information technology for KM

1)Stocks of knowledge: Database and database management systems to collect and hold information 2)Flows of knowledge: Communication channels to connect individuals independent of location

IT is an enabler!

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KM systems

 KM succeeds fully when it is woven into the fabric of an organization and becomes intrinsic to an organization’s processes  Common practices include –  Formal KM leadership  Formal rewards and recognition for KM oriented work  Tools and mechanisms that encourage knowledge sharing  Development of knowledge bases  Intellectual asset management  Metrics to evaluate KM initiatives

KM systems today

 In many ways, the systemic approach is the logical culmination of KM mechanics and KM culture  Many KM systems are however not yet robust enough –  KM metrics (surveys, benchmarking, cost/benefit studies, service evaluation) are still an inexact science  Knowledge workers are often KM resistant (KM is frequently considered an oxymoron) KM – the report card  Clearly, the jury is still out on KM though there is increased acceptance that KM can be central to organizational success  The key achievements of KM have been in emphasizing that –  There is a tacit dimension of knowledge creation which must be recognized and valued  Knowledge is subjective and interpretative and distinct from raw data or information  Meaning is central to knowledge creation

 Knowledge is social and interactive in nature  Technology is an inalienable aspect of KM

PHYSICAL LAYOUT

AN ORGANIZATION’S OFFICE LAYOUT REFLECTS A COMPANY’S KNOWLEDGE FLOWS

IN FUTURE-KM In the future each one of us will be able to understand and argue for the benefits of Knowledge Management (KM).

Everybody does not have to 'know' everything as long as they know where to instantly get the knowledge. Things that look futuristic today will be part of the everyday life of the future. In the future each one of us will be able to understand and argue for the benefits of knowledge management. The focus of the skills and experience for managers at every level, sought for by future employers, will be dramatically different. Instead of asking for the actual knowledge of being able to perform work, the employer will more and more ask for skills in handling and managing such knowledge. Everybody does not have to 'know' everything as long as they know where to instantly get the knowledge. The word instantly is very important - if knowledge cannot be obtained instantly, the 'knowledge' does 'not exist' and is therefore useless. A few years ahead, we will be looking back and wonder why we did we not do things differently and ask ourselves: • How many problems did we not see, because we were too busy handling data instead of knowledge? • How many opportunities did we miss, because we did not have tools that supported us to be pro-active? • How could we accept doing those boring and frustrating tasks? • How little did the people and organizations actually know about their network and organizations? Imagine the following future scenario: A KM-tool has been implemented at a mobile operator. Most types of knowledge can be expressed in the tool. The organization consist of a knowledge managers and experts in each field (department), e.g., planning, optimization, marketing, IT and service introductions.

CONCLUSION

 Where do we stand at the moment, and where do we go from here? We conclude with a thought from Bo Newman, via email:

As attested to in numerous articles in the popular press, knowledge management has already been embraced as a source of solutions to the problems of today’s business. Still it has not been easy for this "science" to construct for itself that royal road of self validation. On the contrary, I believe that it is still, at least for the majority of the practitioners and their customers, in the stage of blind groping after its true aims and destination.  Enough said … for the moment. Let’s change the end of this story. 

KM READINGS/REFERENCES  Good sources on the internet include  

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The KM forum (http://www.km-forum.org/) The CIO magazine’s knowledge management research center (http://www.cio.com/research/knowledge/) The KMNetwork (http://www.brint.com/km/) The KM resource center (http://www.kmresource.com/exp.htm)

KM READINGS/REFERENCES – CONTD.  The KM literature is vast, but good starting points include –

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Nonaka, Ikujiro, and Hirotaka Takeuchi. The Knowledge-Creating Company. Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning Organization