KNOWLEDGE MANAGEMENT

Module – 1
Knowledge Management

 Knowledge management concept

What is knowledge?
Knowledge Is Defined As What Is Learned, Understood Or Aware Of.
• An Example Of Knowledge
• Is Learning The Alphabet.
• Is Having The Ability To Find A Location.
• Is Remembering Details About An Event.
Knowledge Is A Familiarity, Awareness, Or Understanding Of Someone Or
Something, Such As Facts, Information, Descriptions, Or Skills, Which Is
Acquired Through Experience Or Education By Perceiving, Discovering, Or
Learning.
Tacit knowledge
• Definition: tacit knowledge
Tacit knowledge is knowledge that's difficult to write down, visualize or
transfer from one person to another. Tacit knowledge is a particular challenge
for knowledge management. • Firms would like to prevent knowledge loss due
to employee turnover. however, tacit knowledge almost always goes with the
employee.
EXAMPLES –TACIT KNOWLEDGE
• Riding a bike,
• Playing the piano,
• Driving a car, hitting a nail with a hammer.
• putting together pieces of a complex jigsaw puzzle,
• interpreting a complex statistical equation
Tacit knowledge is essential to competitive advantage because it's difficult for
competitors to copy. it's the reason some firms pump out innovation after
innovation while other firms struggle.
Concept KM
• The concept –KM is 20 years old.
• Hottest topic in both the industrial world & information research
• Data and information is not knowledge-until we know how to dig the value of
it.
• Business environment –characterised by knowledge economy
• It is only “knowledge assests “ contribute to the nations wealth
KM- definition from hr perspective
• KM is the process by which the organisation generates wealth from its
intellectual or knowledge –based assets.
• HRD-key responsibilities in strengthening and nurturing km through change
initiatives, learning initiatives and employee competency development.
• Knowledge is the key resource to any organisation.
• The more you know. the better you perform.
• Knowledge is cognitive and highly personal, while management involves
organisational process.
 Leadership and knowledge management
Organizational learning is vital to survive in a rapidly changing business
environment. Thus, business leaders should strive to create conditions that
facilitate organizational learning.
Knowledge Management requires strong leadership
Plays an important role in sharing and capturing the knowledge
Bring in change inside the organization
Helps the organization to flourish
• A leader has a very important role in organizational knowledge
management. ... he has an important role in creating environment which
encourages individual and team learning.
• A leader should support and encourage the culture of creating, sharing, usage,
promotion and acquiring new knowledge in organizations.
 Knowledge culture
Influences the success of the KM inside the organization
Encourages and rewards the knowledge sharing system
Develops the facilitates and hr practices to share knowledge
Developing knowledge culture
1. Show people how knowledge benefits them personally
2. Revamp reward and recognition systems
3. Show people what knowledge-sharing looks like
4. let people know it’s ok to make mistakes
5. Make knowledge sharing a job requirement
6. Educate people about what knowledge is valuable and how it can be used
 Learning and developmental organisations
•“Learning organisation is the one that has developed the capacity to
continuously learn, adapt, and change”. — b. p. robbins and m. coulter
•Learning organisation “facilitates the learning of all its members and
continually transforms itself”. —pedlar.
Why learning organisations?
• globalisation
• expectations from stake holders
• change in business environment
• edge the competitors
• knowledge economy
It “provides a healthy environment for natural learning.” it identifies individual
needs, develops skills of people through training, reviews organisational
policies and learns from experiences of its members. it makes use of
experiences of managers to meet its strategies needs. learning organisations are
associated with internal renewal of the organisation in the face of competitive
environment.
Encourage the people to grow and develop and share the knowledge and
learning with others
Helps to learn from errors
Emphasis on growth and evaluation of the knowledge through the work
experience using knowledge stored
 Applying knowledge to work place practices
1. Get competitive edge by expanding your strategic knowledge
comprehensive knowledge comprises of three types of knowledge :
1. Factual,
2. Conceptual,
3. Procedural and strategic.
These different knowledge types are acquired through the processes like
understanding, applying, analyzing, synthesizing and evaluating.
2. Acquire & perfect your skills
Skill generally refers to something you can do which is verifiable or
demonstrable.
As years go by, i got first opportunity to drive. the moment i took the wheel and
pressed the pedal, i exactly could relate what it is like pressing the pedal to
accelerate the car. i was able to connect my conceptual and factual knowledge
was getting connected with procedural knowledge during this practical
experience.
3. Differentiate yourself from crowd with your abilities
Knowledge + skills = abilities
In simpler words abilities means: you “can” do it. You have been equipped to
do it, but we are yet to see the disposition how effectively you do it.”
4. Be ahead of the race by developing a winning attitude
If you are hiring someone, you probably will hire him for attitude with the
confidence that you can train him for skills. That’s how important attitude is.
5. Win others’ confidence by demonstrating competence
Abilities + attitude = competence
In simpler terms, competence means: you “can” do it!! You have “right
disposition” to do it!! Given right opportunity you should be able to do it.
However, you have not proved it yet in a real-life situation.
 Knowledge systems
What do you mean by knowledge systems? Knowledge systems: are the set of
processes developed in an organization to create, gather, store, maintain, and
disseminate the firm's knowledge. The major information systems that support
knowledge management are office systems, knowledge work systems, group
collaboration systems, and artificial intelligence systems.
Knowledge work systems help create and integrate new knowledge within the
organization. knowledge management systems codify knowledge and
experience, make the collected knowledge and experience available when and
where it is needed, and provide links to external sources of knowledge.
 Knowledge services
• Knowledge services is a practical solution for knowledge sharing, and its
three elements are easy to describe:
• Information management:
• Acquiring information,
• Maintaining informtion,
• Distributing it to those who need it, and ultimately disposing of the
information, through archiving or deletion.
 Strategic knowledge leadership
• What is Strategic Leadership?
• Strategic Leadership refers to a managers potential to express a strategic
vision for the organisation.
• Strategy is an action that managers leaders take to attain the organization’s
goals
Strategic leadership
• strategy is a well defined roadmap of an organization.
• It defines the overall mission, vision and direction of an organization.
• The objective of a strategy is to maximize an organization’s strengths and to
minimize the strengths of the competitors. • Strategy, in short, bridges the gap
between “where we are” and “where we want to be”
Roles of strategic leader
NAVIGATOR: clearly and quickly works through the complexity of key
issues, problems and opportunities.
STRATEGIST: Develops a long-range course of action or set of goals to align
with the organization’s vision.
ENTREPRENEUR: Identifies and exploits opportunities for new products,
services,and markets.
Characteristics of strategic leaders
1. VISIONARY: great strategic leaders have a clear and compelling vision to
communicate in an effective and inspiring way to mobilise commitment within
their organisation.
2. OPENESS: Strategic leaders are open to learn about new trends in business.
By living a philosophy of openness they promote a culture of openness in their
whole organisation.
3. FOCUS: strategic leaders have the ability to focus their attention and
energy on what they perceived Projects. Apple co-founder Steve jobs is a prime
example of a leader with a relentless focus.
4. Courage: In the face of complexity and uncertainty, strategic leaders need to
have the courage to act and push changes, even if their decisions are not
popular with some stakeholders.
Conculsion :
Students if you want to be a good strategic leader, it is well advised to study the
world’s best strategic leaders and adopt their attitudes and behaviours.
Module – 2
Strategic Knowledge Management

Strategic knowledge management

 Strategic Knowledge Management involves the strategies to develop,
implement and maintain the knowledge management system inside an
organization in an effective manner
 It requires management to pay attention to 5 P’s namely planning, people,
processes, product and performance
 Needs to build in necessary knowledge characteristics into overall
organization strategy
 Knowledge management models
• Each organization has its own unique knowledge management strategy (KM)
and modeling.
• Knowledge itself is the ability to apply the tacit and explicit information in
problemsolving, decision making.
A KM model is a structured way to look at the process of KM used by an
organization in order to investigate its properties and tailoring it to the
organization’s specific needs. All models basically have four parts:
• Information capture
• Storage
• Customization
• Use
 Knowledge worker
• The term “knowledge worker” was first coined by Peter Drucker.
• Drucker defined knowledge workers as high-level workers who apply
theoretical and analytical knowledge, acquired through formal training, to
develop products and services.
• He noted that knowledge workers would be the most valuable assets of a 21st-
century organization because of their high level of productivity and creativity.
• They include professionals in information technology fields, such as
programmers, web designers, system analysts, technical writers, and
researchers. Knowledge workers are also comprised of pharmacists, public
accountants, engineers, architects, lawyers, physicians, scientists, financial
analysts, and design thinkers.
Knowledge workers emerged due to the evolution of the work more towards
the service & knowledge related context
 Use their intelligence, power of brain to get the work done
 Use mental work more than physical workto produce value
 Their role is to capture information ongoing information, reshape it and
enhance it so that it bears more productivity
 These employees are drawn heavily towards their individual knowledge to
work on problems and situations
 Phases of knowledge development

 Knowledge Sourcing: is an important stage of knowledge creation. It is

the process of drawing together as many informed knowledge sources
in the organization as possible. Knowledge sourcing takes place to fill
in the gap between what is known & what needs to be known.
 Knowledge abstraction: It is a process of generation of the general
principles, guidelines & concepts for the construction for new
knowledge. Helps to solve the complications arising in the process of
implementation. Highly experts relay on their own knowledge to
validate the data whereas the less experienced people rely on external
sources.
 Knowledge Conversion: conversion of the knowledge into useful
applications that can be tested and shared with others.
 Knowledge Diffusion: It is the process of sharing the knowledge  It
can be done through. Communication media, modeling of new practices,
expert training etc..Success of the knowledge sharing depends on:The
previous knowledge and expertise held bythe audience/employees.
 Knowledge Development and Refinement: It is a evolutionary process
which ensures knowledge remains current and useful. It should be
regularly reshaped by adding new knowledge and feedback. The
organization has to constantly review the available knowledge and
update it.
  Knowledge management infrastructure
“No thief, however skillful, can rob one of knowledge, and that is why
knowledge is the best and safest treasure to acquire.”
― L. Frank Baum
What do you mean by infrastructure?
Infrastructure refers to the basic systems and services that a country or
organization needs in order to function properly.
Eg. For a whole nation, it includes all the physical systems such as the road and
railway networks, utilities, sewage, water, telephone lines and cell towers, air
control towers, bridges, etc., plus services including law enforcement,
emergency services, healthcare, education, etc. Similarly organisation needs
infrastructure to manage knowledge in an organisation.
Thus the study of knowledge management Infrastructure.
Knowledge management infrastructure refers to the enablers and environment
to develop knowledge and stimulate the creation and sharing of knowledge
within the organization.
Knowledge management infrastructure includes
1. Organizational culture,
2. Organizational structure,
3. Individuals, and
4. Information technology.
Further Knowledge management Infrastructure has three types:
• Managerial infrastructure
• Technological infrastructure
• Social infrastructure
1.Managerial Infrastructure
Managerial support in facilitating knowledge workers with all requirement for
the creation and sharing knowledge in an organisation for the effective
knowledge management.
2. TechnologicalInfrastructure
• Technical & information system includes the management of the information
related to finance, information,records, customers, HR and library which
supports KM
• Mechanism for the people to share and transfer the information and
knowledge
3. Social Infrastructure
• It’s a process by guiding & encouragingthe social and professional
interactions of the members organization with the colleagues, clients and other
stakeholders
• Provides insight to the knowledgecontext including the values and priorities
 Harnessing organizational knowledge
• Many forms of knowledge exists inside the organization
• Helps in development of the corporate intellectual capital
• Two major issues to focus on:
• Knowingwhat is known
• Facilitating capturing and sharing
• Knowledgecore the accumulated mass of strategic knowledge which is
identified, publically valued, captured and disseminated by the organization
Harnessing Organizational Knowledge
• Knowledge creation and sharing are vital for organisational success in this
competitive business scenario.
• Knowledge leaders - Help share the knowledge across the corporate
boundaries
• Should focus on development of competency needs of the organisation
• Should Facilitate better transition of the tacit knowledge into actual practices
HARNESSING ORGANIZATIONAL KNOWLEDGE
KM leaders need to focus on core needs of strategic knowledge, to integrate
short terms and long term priorities.
Aware of current and ongoing growth in skills, knowledge and capabilities of
its employees
Regular audits on staff potential and capabilities.
 Building KM into the Strategic Framework
• Builds the gap between the organizational goals and role of the knowledge in
achieving the goals
• Focus on innovation and creativityrather than duplication of work
• Concentrate on capacity building for long term potential
• Help the workers build skills and competencies to meet future needs and
challenges
• Keep upgrading the knowledge acquired
• Lead the change process with focus on externalenvironment, reviewing the
emergingtrends & best mechanisms
• Prepare the employees for the long term needs strategicneeds of the society
Key points in building Strategic KM
• Knowledge sharing as competencies
• Core competencyshould be unique and hard to reproduce externally
• Careful observation needs to be done before adopting the competencies.

Module – 3
Knowledge Leader

Knowledge leader
Knowledge leader plays an important role in building effective knowledge
communities.
Leaders ensure the knowledge vison and concepts are translated into real
activities and practices
Many different knowledge leaders contributed to knowledge community.
Essential for the establishment and encouragement of KM inside the
organization Knowledge leaders are the people who provide vision, energy and
enthusiasm to translate the knowledge concept into reality.
Knowledge leader’s roles and responsibilities differs depending the
organizationalcontext.
They play an important role in building the knowledge community.
They should understand the complex framework of the KM and find the ways
to communicate it effectively and collaboratethereafter
 Contributory Disciplines to Knowledge Leadership
Effective knowledge leadership is required to build knowledge
centricorganization
KM draws the subject matters from various disciplinesnamely:
 Librarianship
 Information technology
 Human resource management
 Business management
Librarianship
Library and info services are used in dissemination of information for the
communal use librarians were the early advocates of the KM concepts The
contribution of the librarians to the KM is noteworthy in following three
areasnamely:
System management
End user
Collection management
Information Technology
KM depends upon the effective systems to manage knowledge and its retrieval
IT specialists offer guidance on how knowledge can be digitalized, captured
and retrieved Uses various technologies like office automation, distributed
knowledge & knowledge systems etc can be used IT will be cost effective over
time.
Human Resource Management
HRM needs to be integrated into knowledge leadership capabilities.HR needs
to bring in the dynamic culture inside the organization for KM implementation.
HR needs to encourage the individuals to participate, share and use KM.

Business Management
BM principles influence the understanding of knowledge leadership Marketing,
strategic management, and other fields help shape the knowledge leaders. The
knowledge leaders need to be both flexible & adoptable to the organizational
context. The challenges will be in terms of integrating the KM principles to the
complex and real organizationalsettings
 Attributes Roles of KM
StrategicVisionary
Motivator
Communicator
Change Agent
Coach, mentor and model
Learning facilitator
Strategic visionary: Many managers think only about the day-to-day issues,
and face unexpected problems in a reactionary rather than proactive mode. To
✓knowledge as strategic leader

✓Retention of strong vision

✓Enthusiasm, drive and energy of the leader

Motivator: Motivational leadership refers to someone leading others by
motivating them to strive for certain goals rather than simply act on orders.
Communicator: knowledge leadership relies on communication Written format,
website updates, meetings corridor discussion and visits to individuals and
group
Change Agent:
❑Collaborator and catalyst

❑Trust and honest

❑Two way collaboration

❑Knowledge leaders understands the issues and implication

Coach, mentor & role model
Helps people to gain knowledge skills & competencies.Demonstration of
expertise. Knowledge leaders should”Walk the Talk”. Provide positive and
constructive environment.
Learning facilitator: Knowledge leaders- facilitate the learning of
others.Development of new skills and capabilities. Acceptance of errors and
mistakes. Mobilize their own efforts and potentials.
 Leading knowledge teams
Knowledge sharing is critical to organizational success, it does not occur
naturally. The leaders of organization have a massive impact on employee’s
willingness to share valuable information with their peers.
How to lead knowledge teams ?
1. Encourage Free Thinking
Employees will not feel comfortable sharing knowledge and ideas .
They fear that thinking outside the box, taking risks, and being different will
get them ridiculed and dismissed in next team meeting.
2. Provide Constant Opportunities for Knowledge Sharing
Employees are too smart, dynamic, and fast-paced to limit their knowledge
sharing to physical meetings. Utilize resources like desk Chat, information
blogs, Google Hangouts, or a knowledge sharing platform to keep your team in
constant communication.
3. Encourage Knowledge Sharing by Building Trust
Managers assign same task to the same people all the time, employees who are
not given influence in those domains will begin to feel powerless, as though
they are not trusted to make an impact within the organization. This can cause
knowledge hoarding, resentment, and a toxic workplace environment to build
within your team.
4. Create a Space for Knowledge Sharing
Rearrangement and decoration in the office will go a long way to encourage
knowledge sharing and collaboration.Consider investing in large desks without
dividers, even purchasing lamps that create warmer lighting or setting up
“conversation stations” with couches or comfortable chairs will facilitate
knowledge sharing.
5. Lead by Example
As leaders, make sure always exercise an open door policy. Literally… leave
door open. Let employees know again and again that they can always speak to
them about anything.Leaders need to Answer their questions honestly and
make sure they know where they stand.
6. Recognize Individual Ideas
Leaders should recognize team members when they have good ideas and
openly share knowledge. When leaders treat ideas as valuable, employees will
be more likely to continue to share ideas freely.
 Knowledge Network
Knowledge networks” are collections of individuals and teams who come
together across organizational, spatial and disciplinary boundaries to invent and
share a body of knowledge.
The focus of such networks is usually on developing, distributing and applying
knowledge.
Forms of Networking
1. Social networking - to make friends Ex: Face book
2. Business networking - to sell things
3. Job networking - to get a job
4. Knowledge networking - to build relationships in order to ◦ to learn from
each other and to get things done together.
 Recruiting and Selecting Knowledge Leaders
Todays dynamic work environment demands robust leadership to manage
knowledge workers.
Identifying and selecting the best potential leaders are critical strategic
objectives for ensuring a sustainable competitive organisation.
Management must become more effective in recruiting and selecting
,developing and retaining future competent leaders.
While recruiting superior manager the most effective leader for any open
position.
1. Properly assess a leadership resume. There are certain factors which should
be present in all resumes considered for a leadership job. Among others, these
include:
Employment stability - Has the prospective job applicant stayed at each
position they’ve held for a significant period of time?
Management turnovers carry costly consequences for an organization.
Regardless of achievements or knowledge, applicants who have frequently
bounced from position to position will often bring their instability over to their
next job.
The knowledge workers needed to be recruited on the basis of the strategies
and the range of knowledge he possesses Knowledge worker needs to be a
chameleon when it comes to work Focus on generic skills rather than more
technical and professional skills while hiring theK-workers
Recruiting and Selecting Knowledge Leaders Essential Dimension of
leadership potential
➢Foundational dimensions

➢Growth dimensions

➢Career dimension
Foundational dimensions: include cognitive ability which allows for conceptual
and strategic thinking and dealing with complexity. Personality- encompasses
interpersonal skills, sociability, dominance , emotional stability, and openness
to experience.
Growth Dimensions include learning, which requires openness and agility and
motivation, which encompasses drive, energy, achievement motivation and
career ambition
Career dimensions : focus on leadership and functional capabilities. These
dimensions indicate the “end state “ skills needed later in a leadership career,
and include cultural fit with the organisaiton.
Module – 4
Knowledge Culture

Knowledge culture
• A major goal of knowledge management is to encourage a knowledge culture:
where everyone recognizes and accepts knowledge sharing as a desirable
behavior
• Knowledge management is strongly influenced by the culture which operates
in an organisation
Why Knowledge culture?
The development of a knowledge culture is essential to the effective
implementation of knowledge management. This entails building a widespread
acceptance of knowledge sharing as a critical behavior. Knowledge
management does not operate within a vacuum. It draws on the organisational
values and culture to support and guide the creation of the knowledge
community.
Definition:
What is Knowledge Culture. The domain of an organization in which its values,
beliefs and behavioral norms determine the effectiveness and efficiency with
which knowledge is exploited and used to achieve competitive advantage.
 Knowledge culture enablers
• Knowledge culture enablers are those influences that contribute o the creation
of an effective and positive knowledge community.
• In particular, they are the elements which align
• Core values,
• Organisational structures,
• Systems and Processes to ensure consistent messages and principles are
perceived by all members o the community.
Knowledge Enablers of Transfer
◼ Culture
◼ Technology
◼ Infrastructure
Culture:
Culture relates to organizational norms. Culture relates to such knowledge
enabling factors as :
◼ Willingness to share,
◼ support for learning from mistakes,
◼ encouragement to share knowledge,
◼ allowing time for reflection,
◼ and recognition for new knowledge create.
Technology:
◼ Technology extending the reach and enhancing the speed of knowledge
transfer. Technology relates to the enabling platform upon which many KM
initiatives are built.
◼ Right information to the right people at the right time
◼ An excessive focus on technology the most common pitfall in knowledge
management
Infrastructure:
◼ The underlying foundation or basic framework (as of a system or
organization)
◼ The system of public works of a country, state, or region; also : the
resources (as personnel, buildings, or equipment) required for an activity.
 Maintaining knowledge culture during change
“Why is knowledge culture so important to a business? When the culture is
strong, you can trust everyone to do the right thing.” - Brian Chesky, Co-
founder and CEO of Airbnb.
Business survival is characterized by adapting to the change in environment.
People in organisation need to update their knowledge. Maintaining knowledge
culture during change is a challenge for Knowledge leaders and HR Mangers.
Knowledge management generates many changes in work practice, values and
organisational structures.
1. Dynamic change: can stem from a number of factors. Today's fast-paced
economy demands that businesses change or die. Few companies manage
corporate transformations as well as they would like. It is said that
anywhere from 50 to 80 percent of all change initiatives fail. One problem
is that too few people at every level really support the initiative with their
hearts and minds. To foster pro-active effort and imaginative thinking, need
to engage more employees.
2. Systematic problem solving- where new & innovative solutions may be
identified
3. Experimentation: with different options to find the optimal solution
4. Experiential learning: an individual learns through experience and builds
new models of understanding from that learning process.
 Reviewing, Implementing and Maintaining the KC
Reviewing the existing knowledge culture
• Organisational diagnosis: This methodology involves a detailed analysis and
examination of existing organisational patterns, attitudes, processes and
behaviours.Draws on many source of evidence- IndividualGroup and
organisational
• Cultural evidence – formal structures systems, personalized stories &
experiences
Individual level
Cultural evidence: Stories Values Priorities, Knowledge sharing practices
Diagnostic Approaches: Case histories interviews, observation
Group level
Cultural evidence: Knowledge sharing, Values, Experiences, Knowledge
source, Conflict, Competition, collaboration.
Diagnostic approaches: Case studies, Focus groups, Action Research,
Observation, Comparative outcome.
Organisation level
Cultural evidence:Values, Philosophy, Structure, Messages, Systems, Cultural,
evidence.
Diagnostic approaches: Surveys, Comparisons, Trend Analysis, Bench
Marking.
Implementation of knowledge culture
A successful knowledge culture implemtation will consider these five areas:
• People. Your program should increase the ability of individuals within the
organization to influence others with their knowledge.
• Processes. The processes you establish should include best practices and
governance for the efficient and accurate identification, management and
dissemination of knowledge.
• Technology. The technology you choose should enhance how you configure
and use tools and automation to enable knowledge management.
• Structure. Organizational structures should transform to facilitate and
encourage cross-discipline awareness and expertise.
• Culture. Your organization should establish and cultivate a knowledge-
sharing, knowledge-driven culture for long-term success.
Maintaining knowledge culture
• Socialisation of new members. Reward and performance management
systems. Development and support of leaders.Enhancement and integration of
existing services. Ensure good communication
• Effective Reward and performance management systems which recognise and
promote effective knowledgecompatible behaviour maintains knowledge
culture in an organisaiton
Development and support of leaders :
so that they can be successful and vigorous knowledge champions.
Enhancement and integration of existing services through ongoing monitoring,
diagnosis and cultural enhancement strategies. Ensure good communication at
all times with all stakeholders.
Module – 5
Knowledge Management and HRM Practices

HRM and KM are two complementary processes and interdependent as they

have a direct link with strategic management and strategic HRM.
Demonstrate the benefits of using an integrative approach between HRM and
KM, where one reinforces and supports the other in enhancing organizational
effectiveness and performance.
 Knowledge structural support
 Knowledge Management Mechanisms are organizational or structural
support means used to promote knowledge management.
 They enable knowledge management systems, and they are themselves
supported by the knowledge management infrastructure.
Why structural support?
1. To staff the organization with people who have appropriate knowledge and
expertise for the required roles.
2. To ensure the work undertaken contributes to achieving the organization's
goals.
3. To develop systems and processes that encourages good practice
 Impact of organisational structure on knowledge management
 Implementing changes to formal structures can thus mean restructuring the
organization, but it can also mean enforcing existing structures to a lesser or
greater degree
 Organisation structure is defined as "The logical arrangement of task and the
network of ... of relationships and roles among the various positions established
to carry out the activities ...
 Organisation structure constitutes the arteries and veins through which the
blood of work flows in the body of Organisation.
 Formal:
The official structure of the organization, represented by organizational chart,
which denotes the hierarchical relationships between members of the firm.
There are a few things that are relevant to KM: The formal organizational
structure must not be so rigidly enforced.
 Should not stifle(suffocate ) communities of practice, where knowledge
sharing and creation may take place.
 It is the knowledge manager's job to understand the knowledge dynamics of
the organization and to recognize how the formal and informal structures
coexist.
 The formal organizational structure, particularly in a larger firm with
separate departments, will impact knowledge flows.
 Informal:
 The network of connections and channels of communication based on the
informal relationships of individuals inside the organization is known as the
informal organization.
 Informal relationships can be between people at the same hierarchical level
or between people at different levels and in different departments.
 Some connections are work-related, such as those formed among people
who carpool or ride the same train to work.
The informal organization has several important functions.
First, it provides a source of friendships and social contact for organization
members.
 Staffing
 Staffing is the process of hiring eligible candidates in the organization or
company for specific positions.
 In management, the meaning of staffing is an operation of recruiting the
employees by evaluating their skills, knowledge and then offering them specific
job roles accordingly.
Staffing refers to the continuous process of finding, selecting evaluating and
developing a working relationship with current or future employees.
Knowledge Management Positions and Roles
 Knowledge Manager: This is a general term for an executive who works
with the CKO to implement knowledge initiatives and who manages KM
efforts .
 KM Champions / Knowledge Leaders: Promote KM in an organization ,
often by championing specific initiatives,  e.g. re-designing the intranet,
facilitating taxonomy construction & communities of practice.
 Knowledge Navigators / Knowledge Brokers: Someone who knows where
knowledge is located and who connects people with knowledge to those who
need it.
 Knowledge Synthesizers / Knowledge Stewards: This role is responsible for
keeping knowledge up to date and recording significant knowledge to
organizational memory
 Knowledge Editor: Someone who manages the format and language of
explicit knowledge so that a user can more easily utilize it.
 Knowledge Analyst: Someone who translates user needs into knowledge
requirements .
 Knowledge Transfer Engineer: Captures and codifies tacit knowledge so as
to facilitate its reuse. Also facilitates the transfer of tacit knowledge by
connecting relevant people.
 Knowledge Systems Engineer: This is a systems expert who creates
solutions for KM initiatives through the use of portals, intranets, databases, and
so on.
 Performance management
“You can talk – you can preach… about a ‘learning organization’, but….
reinforcing management appraisal and compensation systems are the critical
enablers… if rhetoric is to become reality.” Jack Welch, Chief Executive
Officer, General Electric.
◼ To reach organizational mission and goals
◼ Encourage and reward behaviors aligned with organizational mission and
goals
◼ Curb or redirect non- productive activities
Importance of Performance Management
 Talent management & KM is an important part of every organization.
 Three of the main problems that organizations face are:
 keeping employees engaged
 retaining talent
 developing leaders from within
 These are the issues that performance management very effectively targets.
 Rewards management
“Effective reward is about finding the right reward programs for the strategic
direction of business.” Strategic reward management involves the formulation
and implementation of an equitable reward system that is congruent with the
organization’s strategic objectives.
The Nature of Reward system
What is Reward system? Reward refers to all of the monetary, non-monetary
and psychological payments that an organization provides for its employees in
exchange for the work they perform.
Reward (or compensation) management is a core facet of the employment
relationship.
Reward objectives Any organizational reward system has three behavioral
objectives:
1.membership behavior to recruit and retain a sufficient number of qualified
workers
2.task behavior to motivate employees to perform to the fullest extent of their
capabilities
3.compliance behaviour to encourage employees to follow workplace rules and
undertake special behaviours beneficial to the organizations without direct
supervision or instructions.
 Knowledge workers
The term “knowledge worker” was first coined by Peter Drucker in his book,
The Landmarks of Tomorrow (1959). Drucker defined knowledge workers as
high-level workers who apply theoretical and analytical knowledge acquired
through for mal training, to develop products and services. He noted that
knowledge workers would be the most valuable assets of a 21st-century
organization because of their high level of productivity and creativity.
Knowledge workers transforms corporate and personal experiences into
knowledge through capturing, assessing, applying, sharing, and disseminating it
within the organization to solve specific problems or to create value.
Characteristics of knowledge workers
Knowledge workers possess the following characteristics:
Factual and Theoretical Knowledge: Knowledge workers undergo several years
of form al training to master the information needed to perform certain
specialized roles. At a minimum, most knowledge-based positions require a
college degree and their learning process is continuous even after being hired.
For example, a pharmacist requires factual and theoretical knowledge of
various medicati ons before they can dispense medications and advise patients
on the use of prescriptions and over-the-counter drugs.
Likewise, a sales manager must possess knowledge of his/her customer’s
preferences a nd factual information about the products sold by the company.
Five core competencies to manage knowledge workers
Thinking skills — having a vision how the product or the company can be
better
Continuous learning — unlearning and relearning in tune with fast- changing
conditions
Innovative teams and teamwork — via collaboration, cooperation, and
coordination
Creativity — ”dreaming” new ways to advance the firm
Risk taking and potential success — making joint decisions with calculated risk
Decision action taking — be willing to embrace professional discipline,
patience, and determination.
Culture of responsibility toward knowledge — loyalty and commi tment to
one’s manager or leader
 Learning & Development
A specialized HR function, learning and development(L&D) is defined as the
process of empowering employees with specific skills to drive better business
performance.
They may be upskilled to perform better in their existing ro les or reskilled to
take on new roles in the organization and fill the skills gap that is becoming
common in the workplace these days.
The L&D process can be broken down into five key steps:
1. Talent gap analysis: An assessment of your existing talent landscape to
identify skills shortage, improvement areas, and possible opportunities in line
with current/future business objectives.
2. L&D strategy formulation: The selection of different L&D components that
will make up the learning experience (e.g., hands-on training, executive
coaching, mentorships, etc.).

3. Procurement: Partnerships with L&D providers – internal and external – and

onboarding them into the organization (could include consultants, coaching
organizations, L&D technologies, etc.)
4. Execution: The implementation of your L&D strategy via the learning
partners and technologies selected, either in groups of employees or
individually.
5. Measurement and review: Measurement of the success of your L&D program
against the talent gap analysis initially conducted after program completion.
This five-step process encapsulates how most L&D strategies progress. This
process can be perfectly aligned with your business priorities, keeping in mind
the budgets and timelines allocated for talent development at your company.
Key Objectives of a Learning and Development Program
1. Business performance
Improved business performance is usually the top objective of every
development and learning activity. companies are training employees to
become better at their jobs and meet/exceed the business KPIs assigned to their
jobs.
2. Employee satisfaction
LinkedIn’s 2019 Workplace Learning Report, which surveyed 3,000+
respondents, A whopping 94% of respondents said that they would stay on in a
company that invests in their learning and development.
3. Employer branding
The candidates want to join your company because it will help their careers and
long-term growth? Most preferred employers in the world – Say YES Google,
Amazon, and PwC – invest heavily in their employee’s development
4. Individual self-actualization
Employees value the holistic aspects of a job as much as its tangible
components like benefits or compensation.
 Organnisational evaluation and review
An organisational evaluation is a systematic process for obtaining valid
information about the performance of an organisation and the factors that
affect performance.
Organizational review is the process to collect, organize, analyze, interpret,
and share relevant information to enable the strengthening of the organization.
The purpose of organizational review is to enhance organizational success
through the development of insight and intelligence about the organization.
The organizational review process consists of analyzing :
• Business functions,
• Employee structure,
• Operating processes or a combination of these.
For small-business owners, an effective organizational review includes:
• Examining the structure
• Performance of departments or
• Functional areas and
• Reviewing the employees within each area.