TABLE CONTENTS

CHAPTERS

TITLES

PAGE NUMBERS

CHAPTER-I

INTRODUCTION

OBJECTIVES

RESEARCH METHODOLOGY

NEED OF THE STUDY

SCOPE OF THE STUDY

LIMITATIONS

1

CHAPTER-II REVIEW OF LITERATURE 9

CHAPTER-III INDUSTRY PROFILE

COMPANY PROFILE32

CHAPTER-IV

DATA ANALYSIS

&

INTERPRETATION45

CHAPTERV

FINDINGS

SUGGESTIONS

CONCLUSION

QUESTIONNAIRE

BIBLIOGRAPHY

58

0

CHAPTER-1

INTRODUCTION

1

INTRODUCTION

Employee Knowledge Management

The new millennium is in the midst of explosive change witnessing intense

competition amongst the domestic as well as the international players. Little wonder

then EMPLOYEE KNOWLEDGE MANAGEMENT is fast emerging as a core

strategy that organizations worldwide are adopting to manage and leverage

organizational knowledge, for sustainable business advantage. In this world of rapid

change, we have to create new knowledge and ideas constantly. We get that by

looking at what we know, and applying it to what we do not yet know.

The changes taking place in the world economy have made EMPLOYEE

knowledge management a business necessity, at least for large multinationals that

operate on a global scale, or hope to. Managing your company’s knowledge more

effectively and exploiting it in the market place is the latest pursuit of those seeking

competitive advantage?

The organizations that are driven by knowledge are the ones that will succeed.

The combination of global reach and speed compels organizations to ask themselves,

“what do we know, who knows it, what do we not know that we should know?”

This paper describes in a nutshell, that the organizations can attain maturity in

KM only through healthy coexistence of technology, processes and people.

What is Knowledge Management?

Knowledge Management is a process that helps organizations find, select,

organize, disseminate and transfer important information and expertise necessary for

activities such as problem solving, dynamic learning, strategic planning and decision-

making.

2

“If money is your hope for independence, you will never have it. The only real

security a man will have in this world is a reserve of knowledge, experience and

ability”.

- Henry Ford

Knowledge:

Knowledge is part of the hierarchy made up of data, information, knowledge

and wisdom. Data are raw facts. Information is facts with context and perspective.

Knowledge is information with guidance for action. Wisdom is an understanding

which knowledge to use for what purpose.

Management:

Management is part of another hierarchy that includes supervision,

management and leadership. Supervision is dealing with individual tasks and

people and works at the operational level of an organization or subunit.

Management is dealing with groups and priorities at the tactical level. Leadership

is dealing with purpose and change at the strategic level.

Hence knowledge management is concerned with the exploitation and

development of the knowledge assets of an organization with a view to furthering

the organization’s objectives.

“No amount of sophistication is going to allay the fact that all your

knowledge is about the past and all your decisions are about the future.”

- E. Wilson

3

OBJECTIVES OF EMPLOYEE KNOWLEDGE MANAGEMENT

To find out the importance of Employee Knowledge Management in consideration that it is intellectual capital of an organization.

To find out uses of Employee Knowledge Management for effective HRM.

To know the perceptions of employees towards Employee Knowledge

Management.

To know the process & methods used in EKM.

To evaluate the impact of EKM on motivation of employees.

4

RESEARCH METHODOLOGY

RESEARCH DESIGN:

A research design is the specification of methods, procedures for acquiring

the information needed. Is the overall pattern are frame work of the project that

stipulates what information is to be collected from which sources and by what

procedures.

STUDY TOOLS:

Data is collected from various primary and secondary data.

PRIMARY DATA:

Primary data refers to the data collected specifically for the purpose

of research problem. It is the first hand information collected by the research firm or

by an external agent with objective of solving a research problem.

Primary data is a data that is collected directly from the employees through

interviewing them, through questionnaire method.

Interview method is a collection of data which involves presentations of oral verbal

and reply in terms of verbal response.

QUESTIONNAIRE METHOD:

5

A questionnaire is a formalized set of questions for collecting

information. Its function is measurement. A questionnaire is administered by means

of a telephone or a personal interview also termed as interview schedule.

SECONDARY DATA:

Primary data for one party becomes secondary data for the other users.

Secondary data refers to existing data that has been collected with an objective other

than the research purpose in question. It could be the data collected by the firm itself

for any other purpose or by any external party for the same or other research problem.

Secondary data is the data, which is collected from the company broachers, records,

magazines, books and others sources.

NEED FOR THE STUDY:

Examining the process and methods used in implementing the Knowledge

Management.

Importance of Employee Knowledge Management in Organizational

effectiveness.

To perceve EKM’s importance as emerging concept in the Organizational

Development.

To stop constantly reengineering and downsizing.

To develop knowledge grid.

To reuse the knowledge that saves work, reduces communication costs, allows

a company to takes on more project.

6

SCOPE OF THE STUDY

The study was focused on EKM. Since it is necessary to focus on the levels of

satisfaction by smooth functioning of organization is also to maintain and

retain employees for long term. So this study encompasses both managerial

and non-managerial employees of Tecumseh.

EKM Systems shares knowledge as a part of Organization’s DNA.

EKM emphasizes shared interests and work across the locations and time

zones.

To enable people to directly exchange ideas and learning to increase the

relevant knowledge available use in organization.

SAMPLE SIZE:

The sample size is 150 and they are selected from different departments

like HRD, Finance, Supply Chain, Marketing, corporate, IT, and Quality

Departments.

These questionnaires were filled by the employees themselves. This was

followed by a discussion with the respective employees about the answers they had

given.

7

The evaluation technique that I used is percentage method which was based

on the reply given by the employees.

Percentages were calculated for the maximum number of employees answering

that question These percentages were shown by the graphical representation. Relevant

conclusions were drawn from the same.

LIMITATIONS OF THE STUDY

The study is limited to the capabilities and willingness of the respondents in

appropriately answering the questions.

Some questions are framed to the extent of managerial cadre only, hence

answered by them only.

Questions 15 and 16 are the views of employees, hence are non-parametric.

The study is restricted to Hyderabad branch only.

The sample size was small to ascertain any conclusions on this study.

Short time period was inadequate for conducting detailed study among the

employees.

The study was limited for a period of 45 days only.

The study is restricted to academic purpose only.

8

CHAPTER – 2

REVIEW OF LITERATURE

9

PREAMBLE:

In the present day market scenario of intense competition,

organizations need to know what they know and able to leverage on its knowledge

base to gain competitive advantage. In this knowledge era, organizations can create

and sustain competitive advantage through initiation of appropriate knowledge

management process. The organizations that can leverage technology to exploit the

data realize the benefits by creating a competitive advantage for itself. The

competitive advantage could be in the form of identifying trends, unusual patterns and

hidden relationships.

The recent emphasis on knowledge management arises out of the needs

of the organizations to manage resources more effectively in a hyper-competitive,

global economy. The need for emphasis on knowledge management is also stressed

by Nonaka and Takeuchi in their statements. In an economy where the only certainty

is uncertainty, the one sure source of lasting competitive advantage is knowledge.

Successful companies are those that consistently create new knowledge, disseminate

it widely throughout the organization and quickly embody it in new technologies and

products.

EMPLOYEE KNOWLEDGE IN KNOWLEDGE MANAGEMENT:

Many management researchers and authors have stressed the importance

of knowledge. Peter Drucker has declared that knowledge is just not another resource

like labour, capital, but is the only important resource today. Toffler subscribes to the

views of Drucker, by proclaiming that knowledge is the source of the highest-quality

power shift that lies ahead. Quinn shares a similar view while stating that the

economic and the producing power of modern organizations lies more in its

intellectual assets and capabilities more than the other tangible assets. Nonaka and

Takeuchi have focused on how Japanese companies have leveraged their knowledge

assets to gain competitive advantage and industry leadership. The paradox in

knowledge management is that we are trying to manage what cannot be managed.

10

Before we set about managing knowledge, we need to understand what the term

knowledge refers to and the various classification of knowledge.

Davenport has defined knowledge as a fluid mix of framed experience,

values, contextual information and expert insight that provides a framework for

evaluating and incorporating new experiences and information. It originates and is

applied in the minds of the owners of knowledge. In organizations, it often becomes

embedded not only in documents or repositories, but also in organizational routines,

processes, practices and norms.

Ryle, in one of his works, has explained the different categories of

knowledge. First knowledge is referred to what is gained through the understanding of

concept and frameworks, generally referred to as ‘knowing why’ another

classification of knowledge, what Peter SengeTermed as capacity for action, refers to

an understanding of the facts and procedures required for making things happen.

Knowledge also refers to the codification of factual knowledge based on prior

experience, which is

Need for life-long learning is an inescapable reality

Increasing dominance of knowledge as a basis for organizational

effectiveness.

The failure of financial models to represent the dynamics of knowledge

The failure of information technology by itself to achieve substantial benefits

for Organizations for organizations

The diffusion of global capabilities causing developed countries to become

service-Based economies depending on labor from developing countries

11

The unintended consequences of universal information access.

The important attached to this subject in management schools.

The importance of knowledge management is also corroborated by various

research studies.

A survey by Pricewatemouse Coopers and world economic forum found that

95% of

CEO’s saw KM as an essential ingredient foe the success of their company.

According to the International Data Corporation, companies worldwide are

expected

To dramatically increase their knowledge management expenditure from $2

million in 1999 to $12 million in 2003.

Generally tacit knowledge and is termed as ‘knowing that’. The next usage of

Knowledge refers to codification of factual knowledge which is acquired

knowledge and this could be tacit or explicit.

This term is also used while referring to social knowledge of networks

indicating the person’s known. This, in general terms, is referred to as ‘knowing who’

knowledge also refers to the cultural knowledge facilitating communication, which in

common terms is termed as ‘knowledge of meaning’.

WHY KNOWLEDGE MANAGEMENT:

12

The field of knowledge management has gained currency in recent times

due to a wide variety of reasons. Some of them are:

The speed of change in the market place has become so rapid that the time

available. For organizations to gain experience and acquire knowledge has

diminished. Organizations are required to differentiate their product or

produce them in fastest possible time and the lowest possible cost.

Competition in the market place has forced organization to reduce costs. One

of the methods followed is reduction in manpower. This has led to early

retirements and increasing mobility of work force resulting in a loss of

knowledge.

Organizations are forced to compete on the basis of knowledge.

Market place is increasingly competitive.

Reduction is staffing create a need to replace informal knowledge with formal

methods.

Reduction in work force due to competitive pressure.

13

ROOTS OF KNOWLEDGE MANAGEMENT

Business

Transformation

Learning Innovation

Organiz

ation

Intellectual

Information

Assets

management

Knowledge

Based systems

14

Roots of knowledge management

LEARNING ORGANIZATION:

If an organization conforms to the required norms and can be

termed as

alearning organization, then it becomes one of the start points of knowledge

management.

INTELLECTUAL ASSETS:

The intellectual assets in an organization are the people having

gained

expertise through years of work experience and are tacit in nature. This

knowledge

has to made explicit and manage in order to leverage on it and gain

competitive

advantage

KNOWLEDGE BASED SYSTEMS:

The systems that have evolved in an organization to facilitate the

smooth

functioning of the organization should facilitate harnessing the existing

knowledge

in the organization. These systems could be a basis of knowledge

management.

INFORMATION MANAGEMENT:

Information is the core of knowledge management, since information

combined with experience and intuition leads to knowledge. Hence, proper

information management system can result in an effective knowledge

management

system.

15

INNOVATION:

Creativity and innovation are methods by which new knowledge is

created.

Innovation comes out of increment changes to existing products or processes

and a

radical change, which is different from the original process or product. Radica

changes give a new dimension to the existing knowledge base

BUSINESS TRANSFORMATION:

Business transformation acts as another catalyst for knowledge management.

Organizations respond to the various changes in the market place through

transformation processes like business process re-engineering.

EVOLUTION OF KNOWLEDGE MANAGEMENT:

Historic developments may be portrayed by the following stages of dominant

economic activities and foci leading to the evolution of knowledge management.

16

New focus on customer intimacy.Knowledge Revolution

Continued focus on operational excellence and product leadership.

Product Revolution

Natural resource exploitation dominate while customer Agrarian Economics

Natural resource Economics

Creating products for consumption and exchange.

Agrarian an Economics

HIERARCHY OF BUSINESS INTELLIGENCE:

Realizing the benefits from raw data, which goes through a number of

stages as depicted in the following figure.

DATA:

The basic element of information in an organization is in the form

of data. Organizations collect, summarize and analyze this data to

identify patterns and trends. Most of the data thus collected is

associated with the functional processes of the organization.

INFORMATION:

Each data element is a component of a transaction and does

not provide much information unless they are presented in

conjunction with other data elements. The accumulation of data into a

meaningful context provides information.

17

KNOWLEDGE:

Knowledge is different from data, information or analysis.

Knowledge can be created from any one of those layers or it can be

created from existing knowledge using logical inferences.

WISDOM:

Wisdom is the utilization of accumulated knowledge to create a higher

level understanding of the data.

An example would help in understanding the distinction better.

Mere numerals like 41, 42 are termed as data. This data, if read in the context of

temperature would give an indication of the weather in that part of the world.

The fact that these numbers indicate the temperature is information.

Knowledge refers to the understanding that this temperature indicates summer.

The decision to venture out or not in this weather or an understanding of the

effects of this weather is wisdom.

18

DEFINITION OF KNOWLEDGE MANAGEMENT:

There are as many definitions for Knowledge management as there are people

who are working on this subject. Given below, are some of the most

commonly used definitions.

KM is to understand, focus on and manage systematic, explicit and deliberate

knowledge building, renewal and application- that is manage effective

knowledge processes.

Powerful environment forces are reshaping the world of the manager of the

21st century. These forces call for a fundamental shift in organization process

and its strategy. This is knowledge management. –Taylor

Knowledge Management is the process of critically managing knowledge to

meet existing needs, to identify and exploit existing and acquired knowledge

assets and to develop new opportunities. -Quintas

The crux of the issues is not information, information technology. The answer

turns out to lie more with psychology and marketing of knowledge within the

family than bits and bytes. –Peters

Knowledge Management is the activity, which is concerned with strategy and

tactics to manage human centred assets. –Brooking

Knowledge Management is about enhancing the use of organizational

knowledge through sound practices of information management and

organizational learning. - Source: Broadbent (1998)

A learning organization is proficient at creating, acquiring, organizing and

sharing knowledge, and at applying this knowledge to develop its behaviour,

19

position or objectives. The essential goal of knowledge management is to

harness the organization’s information resources and information capabilities

to enable it to learn and adapt to its changing environment.”

-Source: choo (1998)

Systematic approaches to help information and knowledge flow to the right

people at the right time so they can act more efficiently and effectively.

Explicit and systematic management of vital knowledge and its associated

processes of creating, gathering, organizing, diffusion, use exploitation of

organizational objectives.

KM is concerned with the exploitation and development of the knowledge

assets of an organization with a view to furthering the organizations objectives. The

knowledge to be managed includes explicit, documented knowledge and tacit,

subjective knowledge. Management of this knowledge entails all the processes

associated with the identification, sharing and creation of knowledge. This requires

systems for the creation and maintenance of knowledge repositoreries, and to

cultivate and facilitate the sharing of knowledge and organization learning.

Organizations that succeed in knowledge management are likely to view knowledge

as an asset and to develop organizational norms and values, which support the

creation, and sharing of knowledge.

UNDERSTANDINGS FROM DEFINITIONS

KM relates to both theory and practice.

Definitions are not predicated on information technology.

KM is multi- disciplinary.

People and learning issues are central to KM.

Technology is a useful enabler rather than a central tenet at the hear of KM

20

CATEGORIES OF KNOWLEDGE MANAGEMENT MODELS:

A. Nonaka and Takeuchi

These types of models categorize knowledge into discrete elements.

Nonaka and Takeuchi look at the process of Knowledge management as a

Knowledge creation process.

Tacit Explicit

TO

FROM

The transforming processes are assumed to be

socialization, externalization, internalization and normalization.

Criteria of this model

The model implies a mechanism approach to knowledge categorization,

which is over simplistic and the process of knowledge transfer is far more

complicated in organizations

INDIVIDUAL GROUP ORGANIZATION INTERORGANI

ZATIONAL

DOMAIN

21

Socialisation Externalization

Internalisation Combination

ARTICULATED

KNOWLEDGE

Knowing

calculus

Qc

Documented

Analysis Of Its

Performance

Organization chart suppliers patents

TACIT

KNOWLEDGE

Cross Cultural

Negotiation

Skills

Team Co-

Ordination In

Complex Word

Corporate Culture Customers Attitude

To Product and

Expectations

B. Hedlund and Nonaka – Knowledge management model

This model assumes four different carriers of knowledge in the process of

knowledge creation. This is an improvement over the previous model in that it

identifies the carriers of knowledge, but assumes that the carriers can be

segregated and identified.

C. BOISOT MODEL

Undiffused Diffused

22

Codified

UN codified

Codified - Knowledge that can be readily prepared for transmission.

UN codified - Knowledge that cannot be easily prepared for transmission.

Diffused - Knowledge that is easily shared.

Undiffused - Knowledge that cannot be easily shared.

Critiques of this model point to the limitation in that codified and UN

codified are two distinct and discrete categories of knowledge, which is generally

not as distinct as portrayed. Diffused knowledge is rather general and is not clear

if it includes incorporating knowledge within the organization, as well as

spreading it

D. Intellectual capital models

These models represent knowledge management as intellectual capital.

These models ignore the political and social aspects of KM. Moreover,

intellectual capital models are generally mechanistic in nature, treating

knowledge as an asset similar to other assets.

E. Socially constructed models of KM

This model views knowledge as intrinsically linked within the social

and learning processes within the organization. These models portray a

more holistic approach to the process of knowledge create.

Knowledge creation model - Demarest

23

Common

Sense

Personal

Knowledge

Public

Knowledge

Proprietors

Knowledge

KNOWLEDGE

CONSTRUCTION

.

This construction includes the social and scientific inputs. This

knowledge is then embodied within the organization through explicit programs

and social interchange.

This is followed by a process of dissemination of espoused knowledge

throughout the organization. Ultimately, this knowledge is seen as being of

economic use in regard to the organizational outputs. This model follows the

generic process of knowledge construction of collection, dissemination and use.

Types of knowledge

24

USE

KNOWLEDGE

EMBODIMENT

KNOWLEDGE

DESSEMINATION

Knowledge can be classified into various types. Authors have classified into

various categories and are presented below

Principles of knowledge management

Tacit knowledge Knowledge that cannot be articulated

Implicit knowledge Knowledge that can be articulated but has not been

articulated

Explicit Knowledge Knowledge that is articulated and more often than not,

captured in the form of text, tables, diagrams etc.

Procedural

knowledge

Knowledge that manifest itself in the doing of

something.

Declarative

knowledge

Knowledge that consists of description of facts and

things or of methods and procedures.

Strategic knowledge Knowing when to do something and why to do it.

Knowledge Management is Expensive:

Knowledge is an asset, but requires investment in other assets for effective

management.

The investments could be for the following activities

Knowledge capture

Categorization of captured knowledge

Developing information technology infrastructures and applications for

the

Distribution of knowledge

Educating employees on the creation, sharing and use of knowledge

(Buck man

25

Laboratories spend 7% of its revenues on KM and Mckinsey and Co.

spen

EFFECTIVE MANAGEMENT OF KNOWLEDGE REQUIRES

HYBRID SOLUTIONS OF PEOPLES AND TECHNOLOGY:

Effective use of people and computers are required to manage

knowledge. Computers could be used to capture, transform and distribute highly

structured knowledge that changes rapidly and people are used to understand the

created knowledge, interpret it, synthesize various unstructured forms and data

and analyze it. So an effective systems requires a hybrid knowledge management

environment in which both the human and computers in complementary ways.

Knowledge management is highly political:

Knowledge is power and hence is associated with money, success,

lobbying, and back-room deals which manifest power. People who manage

knowledge would lobby for its use and broker deals between those who have the

knowledge and those who use it.

Knowledge management requires knowledge managers:

Knowledge cannot be effectively managed unless it is delegated and

controlled by a group of people who are responsible for it. The task of this group

would be to collect and categorize knowledge, establish a knowledge oriented

technology infrastructure and monitoring the use of knowledge.

Organizations like Mckinsey etc have knowledge groups headed by

‘Chief knowledge officers’. Politics plays major part in this when managers think

that by virtue of managing knowledge, they are more knowledgeable than the

others. The most important qualification for such a role is being ‘egoless’ as

argued by one manager at HP.

26

Knowledge management benefits more from maps than models. More

from markets then from hierarchies’ effective knowledge management it more to

do with providing maps for exiting knowledge rather than creating hierarchies of

knowledge. They should be able to connect the employees’ needs with the

required information from database

Sharing and using knowledge are often unnatural acts:

The normal tendency is reluctance to sharing of knowledge with the

natural tendency being to hoard knowledge and look suspiciously upon that

from others. One should be highly motivated to allow knowledge to be shared

by the others and to be open to share other’s knowledge.

Organizations like lotus Development devotes 25% of the total

performance evaluation of its customer support workers to knowledge sharing.

Knowledge management means improving knowledge work

processes:

In any organization, knowledge is created through generic knowledge

management processes, but knowledge is also generated, used and shared

intensively in a few specific knowledge work processes like market research,

product design and development. Improvements need to be made in these

processes to have a more effective knowledge management in the organization

Knowledge access is only the beginning:

The process of knowledge management does not mean having access to

knowledge. In addition to access knowledge management requires attention and

engagement. In order for knowledge consumers to pay attention to knowledge, they

must be active recipients through summarizing and reporting to others through role

playing based on the usage of knowledge and receiving the knowledge through close

interaction with the providers of knowledge, more so, in the case of tacit knowledge.

27

Knowledge management process never ends:

The task of knowledge management is a continuous process and can’t be

said to be fully managed. One reason that knowledge management never ends is that

the categories of required knowledge are always changing. New technologies,

management approaches, regulatory issues, employee concerns and customer

concerns are always emerging.

Knowledge management requires a knowledge contract:

Most organizations cannot fix ownership or usage rights to employee

knowledge. Management of knowledge requires a contract between employees and

the organization to ensure that the knowledge acquired by the employee during his

tenure is captured and properly documented.

This assumes importance in the present day environment with employees

moving more quickly to new jobs and new organizations.

-Thomas Devanport

KNOWLEDGE MANAGEMENT PROCESS

The steps involved in the process of knowledge management are:

Knowledge creation

Nonaka and Takeuchi have mapped the knowledge creation process from

the tacit and explicit knowledge available in an organization.

Knowledge capture

Most of the knowledge in organizations exists as tacit knowledge gained

and built-up through years of experience. This knowledge has to be captured and

sorted in databases.

Knowledge application

The knowledge created and captured through would then need to be applied

to achieve competitive advantage.

28

Knowledge measurement

The knowledge created, captured and applied to competitive Advantage can

be measured by seeing the outcome of the applied knowledge.

Galagan proposes the following sample list of knowledge

management processes:

Accessing knowledge from external sources

Representing knowledge in documents, databases, software etc.

Embedding knowledge in processes, products and services

Transferring existing knowledge around an organization

Using accessible knowledge in decision-making

Facilitating knowledge growth through culture and incentive

Knowledge Development Cycle

29

The knowledge development cycle is defines the knowledge management

process in an organization, as a cyclic process from knowledge creation to

knowledge review and revision.

knowledge distribution

The knowledge creation process involves the creation of new knowledge

in the organization. This also includes activities like research and development,

consulting, education etc. The knowledge adoption process involves the adoption

of created knowledge and adapting the knowledge.

The knowledge distribution and knowledge review and revision process involves

the conversion of converting the individual knowledge to organizational knowledge.

30

Knowledge adoption

Knowledge creationKnowledge review and

revision

Knowledge development

cycle

OBSTACLES TO KM IMPLEMENTATION

Lack of business purpose

Most organizations look at implementation of knowledge management

program as an end in itself. Organizations need to look beyond implementation

and to define ways of dealing with the pressing problems of the organization

using knowledge management.

Poor planning and inadequate resources

Many companies focus their attention on the KM pilot project and forget

about the roll out. Organizations need to make the plan the rollout and the pilot

plant simultaneously to avoid of focus on the mail roll out.

Lack of accountability

Knowledge management initiatives peter out it accountability is not fixed

on persons to implement the initiatives and see the end of it. Typically,

knowledge management programs could be implemented by a core team

dedicated for the purpose.

Lack of customization

Knowledge management is not a one-size-fit –all programs. It works best

when individual programs are tailored to the need of the individual users. It

should also fit into the organization culture.

31

CHAPTER - 3

INDUSTRY PROFILE

&

COMPANY PROFILE

32

INDUSTRY PROFILE

Indian electronics and IT plays a major role in both the production and

exports. During the year (1992-97), the electronics industry has achieved an

annual growth of 20% in production and over 40% in exports.

The production in the year (1997-2002) is targeted at about Rs. 380

billion with a growth rate of 37% and exports at about Rs.490 billion with a

growth rate of 52%. Overall production is based on Indian Electronics industry

that is widely distributed and there are more than 3500 units engaged in the

electronic production. Which include in 13 central public sector units with 29

manufacturing establishments, 65 units in state public sectors, 600 units in

organized private sector and more than 2800 units in small scale sectors.

Electronics has made life simple. All of us in some form or other, directly

or indirectly are using electronic goods. Demand for electronic goods has led to

the establishment of many manufactures and development is on day to day basis.

The thermal, hydro, nuclear plants and power transmission industries play a vital

role for the establishment of heavy electronics industry.

The industry having a white scope because of rapid improving

technologies because of such wide applications of electronics, there are several

producers in different fields of electronics, with the announcement of new

industrial policy (NIP) in 1991 all the Indian firms were exposed to global

competition and foreign currency transactions in a big way.

ABOUT AIR COMPRESSORS:

Air compressors provide air at pressures higher than atmospheric.

Refrigeration compression and air conditioning compressors are designed

specifically for air conditioning, heat pumping, and refrigeration enclosure air

conditioners remove the heat generated by electronic devices from the inside of

cabinets or enclosures.

Industrial air filters reduce the number of particles in the air that passes

through them. Breathing and verification air ventilation air systems provide

33

reliable and safe air supply sources to workers in hazardous industrial

environments.

Compressed air-purgers and vortex coolers are used for spot heating or

cooling applications.

Industrial air filters reduce the number of particles in the air that passes

through them. Air filtration supplies the means to reduce the level or particulates

in the air to a cleanliness standard required by any definition of air conditioning.

It extends from the simple task of preventing lint and other debris from plugging

heating/cooling coils to removing particles as small as 0.1 micron which could

cause a short circuit on microchips.

Refrigerant compressors are designed specifically for air conditioning,

heat pumping, and refrigeration. Small, Stand-alone compressors are not included

within this grouping. Refrigerant compressors are large-scale units specifically

designed to be the heart of an industrial cooling or air-conditioning system

(HVAC).

They are integral components of the refrigeration cycle, in which

refrigerant gases are cyclically evaporated and condensed, absorbing heat from

the load to be cooled, and moving to an open environment where it is dissipated.

The compressor serves two main functions: to compress low pressure, low

volume gases into high pressure and temperature gases, and to remove vapour

from the evaporator to maintain a low boiling point. There are three main types of

refrigerant compressors: scroll, screw, and piston. Other compressor styles are

available, but they are less common.

Haier Electronic Appliance is a China based $9.2 billion consumer

durables and electronics major, Haier Group, has recently taken control of 100%

stake in Haier appliances (India) Pvt. Ltd by buying out the initial Indian

promoters. Haier appliances (India) forayed into the Indian market when the

Koreans, LG and Samsung, had swamped the country’s customer durable and

electronics market. The company had sought the Government’s permission to

carry out manufacturing- directly through original equipment manufacturers

(OEMs) as well as through contract manufacturers in India. At present, the

34

company is outsourcing its products from domestic appliances manufacturers

such as BPL and Voltas. The company plans to make India as a production base

for exports to neighbouring countries in the near future.

ELGI has hived off unfavourable businesses in which it did not have a

competitive advantage and decided to concentrate more on core compressor

business. Its Pneumatic break business has already been hived off and it has

tapered down the production of multi-utility vehicle and plans to gradually close

the multi-utility vehicle business in which he does not have enough competitive

advantage. It has rearranged its entire operations by creating separate business

units to concentrate on core products. Apart from these initiatives, ELGI also

undertakes turnkey projects for setting up exclusive service stations for all major

manufacturers and offers annual maintenance contracts for all service station

equipments. It has consistently been increasing its presence in the compressor

market to command 11.08% share as of 2004.

Atlas Copco (India). The Company’s principal activity is to manufacture

and sell air and gas processors, rock drills, pusher legs, merchandised drilling

equipment and rock drilling tools. The Company’s products serve industrial,

Construction and Mining segment. Industrial segment develops, manufactures

and markets rock drilling rigs, construction tools, breakers, and pumps and

loading equipment. The main brands are Atlas Copco and Chicago Pneumatic.

Kirloskar We are a 600 million US Dollars engineering conglomerate

driving critical industries. We are century old pioneers in our areas of

specialization like power, constructions and mining, agriculture, industry and

transport, oil and gas and environment protection with a range of world-class

industrial products and trunkey services.

We are made up of 8 major group companies, each lead by the best

engineering and managerial talent in India. In addition to engineering, we have

interests in civic utility systems and in information Technology and

communication.

Our multi-unit, multi-product, multi-location conglomerate is built on the

plinths of Experience, Expertise, Quality, Innovation and values in the business.

35

Our best play is successful work and creation of a new industrial order where we

can provide tailor made solutions to the customers.

BPL Engineering Ltd., a well-known Indian conglomerate in the field of

Consumer Electronics & Home Appliances, telecommunication Medical

Electronics, Power and Electronic components. BPL has technical collaboration

with SANYO –Japan in Colour Televisions, Washing Machines, Refrigerators

and components such as Compressors.

The Compressor Division of BPL Engineering Ltd., is engaged in

manufacturing of ‘Hermetically Sealed Compressors’ for refrigeration industry.

The products are widely used in refrigerators, deep freezers, bottle coolers, water

coolers and dehumidifiers. The company commenced manufacturing compressors

in 1994 in technical collaboration with SANYO-Japan.

The Compressor division has an annual turnover of USD 14 million with

production capacity of 1.2 million compressors path compressors are

manufactured at state of art plant near Hyderabad, India which is ISO 9001:2000

and ISO 14001 certified. The factory is equipped with modern machinery like

high speed AIDA high speed press (Japan) for punching limitations, automatic

motor winding line from ODAWARA (Japan) & Special Purpose Machines for

critical operations.

BPL hermetic compressors are “Tropicalised’ and have been designed to

operate over a very wide voltage range. BPL manufactures compressors suitable

for 220V/127V/110V, 50/60Hz operation.

Compressors with nomenclature ending with LN are designed for low

evaporating temperatures (LBP Low Back Pressure) for use with R134a

refrigerant in refrigerators and deep freezers. Compressors with nomenclature

ending with HN(BUL-universal series) are designed for high evaporating

temperatures(HBP-High Back Pressure) for use with R134a refrigerant in liquid

coolers, water coolers and refrigerator display counters. The compressors are also

used for heavy-duty purposes at low evaporating temperatures for refrigerators

and freezers.

36

COMPANY PROFILE

37

COMPANY PROFLE

TECUMSEH PRODUCTS INDIA PRIVATE LIMITED (TPIPL) is an ISO

14001 and 9001 certified company. TPIPL came into existence from July

1997, with the acquisition of siel compressor limited, Hyderabad (36 old

company manufacturing compressors since 1963) and the compressors division

of Whirlpool of India limited at Ballabgarh, Haryana in north India.

Tecumseh India is a 100% subsidiary to Tecumseh products company (TPC),

USA, Which is the world’s only full line independent manufacturer of

compressors. In India Company has 20 sales offices, an extensive network of

over 200 dealers and more than 600 registered small manufacturers.

Tecumseh India is headed by Mr. Vipin Sondhi, and employs about 1500

People. Tecumseh India is the largest manufacturer of compressors in the

country in all three segments- Air conditioner, domestic and commercial

refrigerators and is a leading player with growing Indian market for,

compressors.

TECUMSEH PRODUCTS INDIA PRIVATE LIMITED (TPIPL) is a global

multinational company producing mechanical and electrical components

essential to industries manufacturing and products for health, comfort and

convenience.

TPIPL is an independent global manufacturer of hermetic compressors for air

conditioning and refrigeration products, gasoline engines and power Tran

components for lawns and garden applications and pumps.

Mr. Ray Herrick a former employee of Ford Motors started Tecumseh

Products Company (TPC) in 1930. In 1937 The Company went in public with

an offering of 25,000 shares. Mr. Ray Herrick passed away in 1973, but his

vision lives through his son, Mr. Ken the current chairman of the board and his

grandson Mr. W. Herrick who has been the president and CEO since 1984.

38

Hyderabad plant:

The Hyderabad plant is on a sprawling 54 acre land at the Balanagar

industrial belt 15 km Away from Hyderabad city on the highway line going

towards HMT Ltd Narsapur road. At Hyderabad plant TPIPL manufactures

compressors used in air conditioners for deep freezers, bottle coolers and water

coolers which are considered to be world’s no. 1 in the 150 million compressor

market a year. The Hyderabad plant has a capacity of manufacturing around

3,000 units per day. The Hyderabad plant has a technology development center

with full Research and Development facility. The plant is also supported by two

service centers: AW Service center and ML Service center. The Hyderabad

plant has six regional offices among which four offices are at the metro cities:

Delhi, Mumbai, Kolkata and Chennai and the remaining two are at Ahmadabad

and Secunderabad. Besides these there are branch offices and depots located in

prime cities across the country.

The Hyderabad plant also has a network of about 177 dealers across the

nation and is preferred suppliers to key original equipment manufacturers

(OEM’S) like LG, Voltas, Bluestar, Godrej, Videocon,

Fedders, Amtrex, Hitachi, etc. TPIPL Hyderabad plant was successful in

getting the ISO 9001 Certification for maintaining quality of the compressors in

1994. And for the eco friendly environment maintenance the company has got

ISO 14001 certificatio

The management has started development activities in the following

areas:

Tree plantation

Biological treatment plant

Rain water harvesting is to increase the ground water level and TPIPL has the

distinction of being the first organization in this regard.

39

Vermicultures is the process of utilizing canteen food wastage for converting

into natural meaner.

Departments of TPIL:

Human resource department

Welfare department

Attendance and pay office (A &PO)

Information technology department (IT)

Provident fund and credit cooperative society (PF & CCS)

Maintenance and engineering department

Quality development of AW Assembly

AW press shop

Canteen

Chemical and technological laboratories

TPIPL Hyderabad has a total of 639 permanent employees as includes 206

Officers and 270 Staff

40

5S. Philosophies: Tecumseh encourages its employees to follow these philosophies,

which is the Japanese way of working:

1. SEIRI (Sorting Out):

a. Look around your work area and ask yourself “is it really necessary for all

i. items to be there?”

b. Separate items of re-workable and rejected items.

c. Re- works the re-workable items and disposes off the rejected items

2. SEITION (Systematic arrangement):

a. Items must be placed in pre fixed locations so that they are accessible and

can be easily used

b. Items should be clearly identified by labeling them properly.

3. SEISO (Spic and Span):

a. Clean the workplace yourself.

b. Clean all the equipment including tables etc., yourself.

4. SEIKETSU (Serene Atmosphere):

a. A clean workplace properly selected and with proper arrangement will

soon become dirty if SEIRI, SEITON and SEISO are not practiced

regularly.

b. To achieve a Serene Atmosphere the three steps of SEIRI, SEITON and

SEISO should be continuously repeated.

5. SHITSHUKE (Stick to Self Discipline):

a. Follow rules and regulations strictly.

b. Adhere to timings and respect time.

c. Confirm to standards while working.

d. Follow the prescribed operational standards.

41

TPIPL’S Vision:

To provide comprehensive solutions to customers in the field of cooling while

providing autonomous working environment for employees, to tap their creative

potential, bring out the best in them and optimize stake holder’s returns.

TPIL’S Mission:

To be recognized as the world leader in the supply of refrigerator and

air

conditioning compressors.

To provide our customers superior products and services.

To create an environment in which our employees can grow to their

full

potential and make difference.

To provide superior value to our stake holders.

To be driven to reach the highest possible standards of excellence in all

our

endeavors.

TPIPL’s Quality Policy:

Committed to total customer satisfaction by meeting their evolving

needs, expectations and aspirations – stated, implied or latent.

Striving to provide products and service of global quality standards and

to reach a position of leadership in the field of operations, and setting new

values.

Continuous improvement across the organization and up gradation of

products, technology and process supportive environment, at least

contribution

to society shall be the means to achieve the goals.

The approach will be through proper systems and procedures and total

involvement of employees, vendors and other business associates.

42

TPIPL’s Environmental Policy:

The vision of Tecumseh India is to be a serene green and eco-friendly co-

operation carrying out all its operations contributing to preservation of environment

and natural resources for the benefit at large.

Among others this can be achieved through:

Allocation of company – wide priority for sustainable development with

total involvement and commitment.

Evaluation and up gradation of current technologies, products and raw

materials for minimization, handling and disposal of solid, liquid and

gaseous wastes.

Realization of tangible objectives and targets set for continual

improvement to control and prevent pollution and conserve resources.

Legal compliance and going beyond setting new standards.

Meeting international expectations such as montreal protocol, 1987 in

phasing our CFC’s as refrigerants in our compressors.

Training and propagation of Knowledge on environment.

TPIPL’s Key Business Objective:

Set the world industry standard of excellence for customer satisfaction.

Achieve total quality.

To attain and surpass global quality and reliability standards for our

products.

Maintain clear technology leadership.

Market share leadership with focus on customer needs.

Meet business and financial commitments.

TPIPL’s Seven Deadly Sins:

Inconsistent product Quality

Slow response to market place

Lack of innovative and competitive product

Uncompetitive cost structure

43

inadequate employee involvement

Unresponsive customer service

Ineffective resource allocation

Advantages of 5-S

Operations can be performed without error. Proceeding in a well

regulated fashion resulting in fewer defective items thereby increasing the

overall quality of products.

Operations can be performed safely and comfortably, reducing the

chances of accidents. Machinery and equipment can be carefully maintained,

reducing the number of break downs.

Operations can be performed efficiently, eliminating waste thereby

increasing the efficiency and productivity.

Strategies and processes at TPIPL:

Workplace improvements (5 –S Philosophies)

Creativity club

KRA’s (improvements/suggestions)

Variable earnings sharing of value addition

Agreement process – organization needs

Non conformance reporting /audits

Open house/communication meetings

Team assessment and feedback

Changing life styles.

44

CHAPTER – 4DATA ANALYSIS

&

INTERPRETATION

45

1. How many employees are employed in your Organization?

A) 1 to 50 B) 50 to 100 C) 100 to 150 D) Above 500

INTERPRETATION:

From the above table we can see that 100% of employee says that there are more than 500 employees in the organization.

46

Number of Respondents

Percentage (%)

1 to 50 0 -

50 to 100 0 -

100 to 150 0 -

Above 500 150 100%

Total 150 100%

2. Do you have an overview of the system/ procedure available within your Department?

A) Yes, I have good general overview.

B) Yes, I have overview in my field of activity. C) No, I still need to get good view.

INTERPRETATION:

From the above table we can see that 55% of employees say that they have good

overview of procedure in their department, 24% say they have only in their field of

activity, 21% say they still need to get the overview of their systems/ procedures

47

AttributesNumber of

RespondentsPercentage (%)

Yes, I have good overview

82 55%

Only in my field of activity

36 24%

No, I still need to get.

32 21%

Total 150 100%

3. Please indicate which kind of knowledge you acquired, you are actually using and practically implementing?

A) Knowledge gained from professional experience B) Basic knowledge

C) Privately acquired knowledge D) Special Corporate In-house Knowledge

INTERPRETATION:

44% of Knowledge gained from professional experience. 34% from basic knowledge 15%

acquired from private acquired knowledge and 7% from special corporate in-house

knowledge.

4. What external source you prefer to obtain information?

A) Internet B) Research Institutes C) Reading books D) professional Literature

48

Attributes Number of Respondents Percentage (%)

internet 64 43%

research institutes 15 10%

reading books/ library

39 26%

professional literature

32 21%

Total 150 100%

Attributes No. of Respondents Percentage (%)

knowledge gain from professional experience

66 44%

basic knowledge 51 34%

private acquired knowledge 22 15%

special corporate in-house knowledge

11 7%

Total 150 100%

INTERPRETATION:

Knowledge of an employee has been gauged by 25% Performance of tasks, 28% by

Age/ Experience of an employee, 31%by Perception/Behaviour towards organization

and 16% by the Awards/Rewards receive

5. What is the tool to gauge the knowledge of an employee?

A) Performance of tasks B) Age\ Experience of an employee

C) Perception \ Behaviour towards organization D) Awards \ Rewards received

49

Attributes Number of Respondents

Percentage (%)

performance of tasks 38 25%

age/experience of an employee

42 28%

perception/behaviour towards organization

46 31%

awards/rewards received 24 16%

Total 150 100%

INTERPRETATION:

43% of external source of information is obtained through Internet, 10% from

Research Institutes, 26% from Reading books/ Library, and the remaining 21% from

Professional Literature

6 .Do you feel that the organization is best using the knowledge you possess?

A) To an extent B) Absolutely C) Rarely D) Not at all

50

Attributes Number of Respondents

Percentage (%)

to an extent 56 37%absolutely 81 54%

Rarely 12 8%not at all 1 1%

Total 150 100%

INTERPRETATION:

37% believe that “organization is the best using the knowledge you possess “up

to an extent, and 54% agree that it is absolutely correct. About 8% feel that it is

rarely. Only 1% prefer not at all.

7. How does mutual exchange of information/ knowledge shared between the

experienced personnel and fresher?

A) No regular exchange B) Mixed project teams C) Training programs before the Experienced personnel leave the organization

51

Attributes Number of Respondents

Percentage (%)

no regular exchange 22 15%mixed project team 81 54%training programs before the experienced personnel leave the organization

47 31%

Total 150 100%

INTERPRETATION:

15% of the total survey member feels that there is no regular exchange of

knowledge shared between the experienced personnel and fresher.54% says

knowledge is shared by mixed project team. 31% of them feel that training

programs before the experienced personnel leave the organization.

8. What kind of Career Development activities that are taken up for Employee?

A) Special training programmes B) Sponsoring further studies C) Seminars/ Workshops D) Other activities

52

INTERPRETATION:

About 59% of the members say that special training programmes are taken up for

employees. 18% opted for sponsoring further studies.53% says seminars/workshops

are taken up for employees. And 20% goes for other activities.

9. Do you feel Quality of Work-Life in your Organization is observed by you?

53

Number of Respondents

Percentage (%)

special training programmes

59 40%

sponsoring further studies

18 12%

seminars/workshop 53 35%

other activates 20 13%Total 150 100%

A) Absolutely B) Good C) Better D) not good

INTERPRETATION:

About 29% of the respondents say that Quality of Work-Life in their Organization is absolutely observed by them. About 33% opted for good, and 38% for better.

10. What are the Parameters in selection for testing the knowledge of an

Employee?

54

Attributes Numberof Respondents

Percentage (%)

absolutely 44 29%good 49 33%better 57 38%

not good 0 0%Total 150 100%

A) Qualification of the candidate B) Experience

C) Additional qualifications D) other requirements

INTERPRETATION:

36% of the members say that Qualification of the candidate is the Parameters in

selection for testing the knowledge of an employee. 45% says that experience is the

parameter in selection for testing knowledge of an employee. Only 19% opted that

additional qualification is the parameter for it

11. What kind of Employee Retention techniques is followed to retain Employees?

55

qualification of the candidate

54 36%

experience 68 45%additional

qualifications28 19%

other requirements 0 0%Total 150 100%

A) Appraisals B) Awards C) Gifts D) Promotions

INTERPRETATION:

46% says that appraisals techniques are followed to retain an employee and 29%

says that awards techniques are followed to retain an employee. 13% opted that

promotions is the technique for retaining an employee and only12% says that gifts can

promote retention of employee.

12. Please mention the overall satisfaction levels working in this Organization.

56

Attributes Number of Respondents

Percentage (%)

appraisals 69 46%

awards 43 29%

gifts 18 12%

promotions 20 13%Total 150 100%

A) Fully Satisfactory B) Satisfactory C) Unsatisfactory

D) can’t say

INTERPRETATION:

37% says that they are fully satisfactory with working in the

organization. Majority, i.e. 59% says that they are satisfactory. 3% says that they

are unsatisfactory working in the organization, and the remaining could not say.

57

Attributes Number of Respondents

Percentage (%)

fully satisfactory 56 37%Satisfactory 88 59%

Unsatisfactory 4 3%can't say 2 1%

CHAPTER – 5

FINDINGS

&

SUGGESTIONS

58

FINDINGS

It has been observed that more than half of the employees do not have proper

knowledge about the systems/ procedures available within their department.

37% says that they are fully satisfactory with working in the organization.

Majority, i.e. 59% says that they are satisfactory. 3% says that they are

unsatisfactory working in the organization,

Hence the Organization has to focus on the activities which give employees

more information about their department.

Most of the employees are self motivated and are good team players, so the

Organization should try to capitalize on this human resource and try to protect

the interest of the employee.

36% of the members say that Qualification of the candidate is the Parameters

in selection for testing the knowledge of an employee.

59

SUGGESTIONS

It is observed that most of the employees feel that the Organization is

not utilizing the knowledge at the fullest therefore, Organization

should focus and make more programs in order to utilize the

knowledge that employee possess Organization should encourage

employees to contribute their knowledge in terms of innovation and

creativity.

In order to increase the knowledge/ information exchange between

employees of various departments we need to conduct more programs

which involve teams as it has been observed that most of the

information exchanged happens when there are mixed team projects.

To explore the ideas of employees towards career development and

improvisation of knowledge culture in the organization and try to

implement them in Organizational activities.

Organization should increase the sources of obtaining information for

the employees, sources like internet, research institutes and

professional literature are to be focused more in order to increase the

access to information by the employee.

60

CONCLUSION

61

CONCLUSION

Knowledge management helps the organization to move faster towards its

objective, as it makes activities carried out in business more effective and

productive.

Knowledge advantage is sustainable because it generates increasing returns and

continues providing more advantages.

Before starting to create and manage knowledge within the organization, it

should see to it that the culture really suits it.

The experts may not be very eager to share their knowledge with their

subordinates in order to maintain their influence and important impact.

It is therefore the responsibility of the Management to support the Knowledge

Management activities, without which it would be a total waste of time and

money spent.

The politics played within the organization is a hurdle, which can hinder the

knowledge sharing activities. Hence the top Management must ensure that a

conducive environment for knowledge managing process is created within the

firm.

One more key activity of Knowledge Management is knowledge retention.

Companies are aware of the fact that a loss due to leaving of one key person,

whose knowledge is extremely important, can be beyond expectation.

Thus the company must strive to retain the knowledge of the organization by

retaining knowledgeable employees.

62

ANNEXURES

63

QUESTIONNAIRE FOR EMPLOYEE KNOWLEDGE MANAGEMENT

STUDY

Organization: TECUMSEH PRODUCTS INDIA PVT. LTD,

BALANAGAR TOWNSHIP, HYDERABAD- 500037.

(A.P) INDIA.

Employee Description

Name :

Age :

Department :

Designation :

1. How many employees are employed in your Organization? ( )

A) 1 to 50 B) 50 to 100 C) 100 to 150 D) Above 500

2. How many Sub-Ordinates do you have? ( )

A) 1 to 5 B) 5 to 10 C) Above 10 D) None

3. Do you have an overview of the system/ procedure available within your Departmen? ( )

A) Yes, I have good general overview

B) Yes, I have overview in my field of activity.

C) No, I still need to get good view.

64

4. Please indicate which kind of knowledge you acquired, you are actually using? A) Knowledge gained from professional experience ( )

B) Basic knowledge (Studies)

C) Privately acquired knowledge

D) Special Corporate In-house Knowledge

5. How do you start to solve a problem? ( )

A) I try to approach the task by inquiring others.

B) I delegate the task to others.

C) I establish a team.

D)I use the know-how of previous projects

6. What external source you prefer to obtain information? ( )

A) Internet B) Research InstitutesC) Reading books/ Library D) Professional Literature

7. What is the tool to gauge the knowledge of an employee? ( )

A) Performance of tasks B) Age\ Experience of an employee

C) Perception \ Behaviour towards organization D) Awards \ Rewards received

8. Do you feel that the organization is best using the knowledge you possess?( )

A) To an extent B) Absolutely C) Rarely D) Not at all

9. How does mutual exchange of information/ knowledge shared between the experienced personnel and fresher? ( )

A) No regular exchange B) Mixed project teams

C) Training programs before the experienced personnel leave the organization

10. What kind of Career Development activities that are taken up for employees? A) Special training programs B) Sponsoring further studies ( )

65

C) Seminars/ Workshops D) other activities

11. Do you feel Quality of Work-Life in your Organization is observed by you?

A) Absolutely B) Good C) Better D) not good ( )

12. What are the Parameters in selection for testing the knowledge of an Employee?

A) Qualification of the candidate B) Experience ( ) C) Additional qualifications D) other requirements 13. What kind of Employee Retention techniques followed to retain an employee?

A) Appraisals B) Awards C) Gifts D) Promotions ( )

14. Please mention the overall satisfaction levels working in this Organization. ( )

A) Fully Satisfactory B) Satisfactory C) Unsatisfactory D) can’t say

15. What kind of Training & Development activities are taken up to enhance Employee Knowledge in your department?

Ans)

16. What strategies do you suggest to improve the knowledge culture in the Organization?

Ans)

66

BIBLIOGRAPHY

BIBLIOGRAPHY

67

BOOKS :

KNOWLEDGE MANAGEMENT SYSTEMS - STAUART BARNES

KNOWLEDGE MANAGEMENT - SAJJAD M JASMUDDIN

KNOWLEDGE MANAGEMENT -SUDHIR WARIER

PERSONNEL/HUMAN RESOURCE

MANAGEMENT

- DAVID A. DECENZO

ESSENTIALS OF HUMAN RESOURCE

MANAGEMENT

- P.SUBBA RAO

WEBSITES:

ICFAI JOURNALS

HR GUIDE.COM

HR.COM

TECUMSEH.COM

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