PREVAILING KNOWLEDGE MANAGEMENT SYSTEM IN HIGHER EDUCATIONAL INSTITUTIONS

WORKING SMARTER, NOT HARDER

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Knowing Ignorance is strength, Ignoring knowledge is sickness.

-LAU TSU

WORKING SMARTER, NOT HARDER

Changes in Information technology (IT) have generated gaps in access and control of information and knowledge. Even these gaps are bridged, several fundamental challenges remain.

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How do we apply knowledge for value added and competitive advantage?

How do we convert information into knowledge ? How do we use technology to convert challenges

into opportunities?

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In the final analysis the key question an organization must consider are:

Does your company know what you know?Do you know what you know?How do you make best use of the knowledge you have ?

It also means thinking

“OUT OF BOX”

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KNOWLEDGE

Knowledge is a familiarity, awareness or understanding of someone or something.

Knowledge can refer to a theoretical or practical understanding of a subject.

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In philosophy, the study of knowledge is called epistemology; the philosopher Plato famously defined knowledge as

"Justified true belief"

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MANAGEMENT

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Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources

Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively.

KNOWLEDGE MANAGEMENT:

Knowledge Management is the systematic management of an organization's knowledge assets for the purpose of creating value and meeting tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.

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KNOWLEDGE MANAGEMENT:

Knowledge management therefore implies a strong tie to organizational goals and strategy.

Knowledge management involves the understanding of where and in what form knowledge exist.

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People(Workforce)

Technology(IT Infrastructure)

Organizational Process

Knowledge

HISTORY OF KM

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…HISTORY OF KM

A number of management theorists have contributed to the evaluation of KM.

Peter Drucker: Information and knowledge as organizational resources

Peter Senge: "learning organization" Chaparral Steel: A company having

knowledge management strategy.

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Knowledge as a competitive asset was apparent.

Managing knowledge that relied on work done in artificial intelligence and expert systems.

Knowledge management-related articles began appearing in journals and books.

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...HISTORY OF KM

An established discipline since 1991, KM includes courses taught in the fields of business administration, information systems, management, library, and information sciences.

Several Universities offer dedicated Master of Science degrees in Knowledge Management.

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...HISTORY OF KM

Knowledge management efforts typically focus on organizational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration, and continuous improvement of the organization.

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...HISTORY OF KM

With increased use of computers in the second half of the 20th century, specific adaptations of technologies such as knowledge bases, expert systems, knowledge repositories, group decision support systems, intranets, and computer-supported cooperative work have been introduced to further enhance such efforts.

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IN 1999, THE TERM PERSONAL KNOWLEDGE MANAGEMENT WAS INTRODUCED; IT REFERS TO THE MANAGEMENT OF KNOWLEDGE AT THE INDIVIDUAL LEVEL.

Higher educational Institutions (HEIs) create and apply knowledge during their processes and activities.

Knowledge Management System is the key in achieving opportunities for better decision-making and competitive advantages for organizations.

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KM is a systematic process by which knowledge needed for an organization to succeed is created, captured, shared and leveraged.

Knowledge management is the process of transforming information and intellectual assets into enduring value.

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KNOWLEDGE STARTS AS

Knowledge start as data-raw facts and numbers.

for example-

John is 6 feet tall.

Information : “To give shape to”Information means shaping the data to arrive at a

meaning in the eyes of the perceiver.

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…KNOWLEDGE STARTS AS

Knowledge can be highly subjective and hard to codify. It includes the insight and wisdom of employees. It may be shared through :

emailed “best practices” Memos Sticky notes on a cubicle wall

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EXPLICIT KNOWLEDGE

Explicit knowledge is documented information that can facilitate action.

Examples include formulas ,equations, rules, and best practices

Explicit knowledge is:

Packaged

Easily codified

Communicable

Transferable

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TACIT KNOWLEDGETacit knowledge is know-how and learning embedded within

the minds of the people in an organization.

It involves perceptions, insights, experiences, and craftsmanship.

Tacit knowledge is: Personal Context-specific Difficult to formalize Difficult to communicate More difficult to transfer

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FEATURES

Explicit Knowledge Tacit Knowledge

Tangible Intangible

Physical objects, e.g. in documents or databases

Mental objects, i.e. it's in people's head's

Context independent Context affects meaning

Easily shared Sharing involves learning

Reproducible Not identically replicated

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Knowledge originates in individuals, but it is embodied in teams and organizations

In an organization, examples of explicit knowledge are

Strategies,

Methodologies,

Processes

Patents

Products

Services

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Examples of tacit knowledge in an organizational context are

Skills

Competencies

Experiences

Relationships within and outside the organization

Individual beliefs and values

Ideas.

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NEW TRENDS IN KNOWLEDGE

MANAGEMENT

Emerging technology solutions The convergence of knowledge management with e-

business The movement from limited knowledge management

projects to more enterprise wide projects Increasing use of knowledge management to enhance

innovation Increasing use of tacit knowledge(rather than explicit

knowledge)

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Some universities are already making use of the corporate portal concept.

The portal supports the vision of a new intercampus collaborative for teaching and learning with technology.

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The portal will improve the efficiency of knowledge exchange and deliver a set of shared business objectives.

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ADVANCES IN WORKING WITH TACIT KNOWLEDGE

Explicit knowledge, which consists of formulas, equations, rules, and best practices ,is easier to work with than tacit knowledge.

The ability to manage tacit knowledge ,on the other hand, promises to deliver huge returns for organizations that learn to use it effectively.

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APPLYING KM IN HIGHER EDUCATION

Using knowledge management techniques and technologies in higher education is as vital as it is in the corporate sector.

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APPLYING KM IN HIGHER EDUCATION

An institution wide approach to knowledge management can lead to exponential improvements in sharing knowledge—both explicit and tacit—and the subsequent surge benefits.

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APPLYING KM IN HIGHER EDUCATION

Higher education is moving from the old culture that considers, “What’s in it for me?” to a new culture that says, “What’s in it for our customers?”

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SOME KEY POINTS TO REMEMBER ARE:

Start with strategy Organizational infrastructure Seek a high-level champion for the initiative Select a pilot project for knowledge management Develop a detailed action plan After the pilot, assess the results and refine the

action plan

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STRATEGIES Hansen - propose a simple framework, distinguishing two opposing

KM strategies: codification and personalization.

Codification focuses on collecting and storing codified knowledge in previously designed electronic databases to make it accessible to the organization.(Push strategy)

The personalization strategy aims at encouraging individuals to share their knowledge directly.(Pull strategy)

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OTHER KNOWLEDGE MANAGEMENT STRATEGIES Knowledge Sharing

Storytelling

Cross-project learning

After action reviews

Knowledge mapping

Communities of practice

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OTHER KNOWLEDGE MANAGEMENT

STRATEGIES Expert Systems

Best practice transfer

Knowledge fairs

Competence management

Expert directories

Proximity & architecture

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OTHER KNOWLEDGE MANAGEMENT

STRATEGIES Master-apprentice relationship

Collaborative software technologies

Knowledge repositories

Measuring and reporting intellectual capital

Knowledge brokers

Inter-project knowledge transfer

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KM TECHNOLOGIES

Groupware Workflow Content/Document Management Enterprise Portals ELearning: Scheduling and planning Telepresence

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KM TECHNOLOGIES

GroupwareGroupware refers to technologies that facilitate

collaboration and sharing of organizational information.

EX: LOTUS NOTES

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KM TECHNOLOGIES

Workflow

Workflow tools allow the representation of processes associated with the creation, use, and maintenance of organizational knowledge.

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KM TECHNOLOGIES

Content/Document Management

Content/Document Management systems are systems designed to automate the process of creating web content and/or documents within an organization.

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KM TECHNOLOGIES

Enterprise Portals

Enterprise Portals are web sites that aggregate information across the entire organization or for groups within the organization such as project teams.

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KM TECHNOLOGIES

ELearning:

eLearning technology enables organizations to create customized training and education software.

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KM TECHNOLOGIES

Scheduling and planning

Scheduling and planning tools automate the creation and maintenance of an organization's schedule: scheduling meetings, notifying people of a meeting, etc.

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KM TECHNOLOGIES

Telepresence

Telepresence technology enables individuals to have

virtual meetings rather than having to be in the same place.

For Ex: Video conferencing

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CHALLENGES FACED

The implementation of the framework in higher educational institutions will face challenges and threats on account of human nature, existing organizational hierarchy and infrastructural constraints

Lack of IT awareness at some levels in the organization is a constraint on the IT base.

Lack of incentives to participate/collaborate for knowledge sharing is another factor that discourages people from putting in the right effort towards knowledge sharing.

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CONCLUSION

An academic institution is made up of a number of components or levels.

It is important to identify the knowledge that each level contributes to the system.

The HEIs have to attune themselves to develop strategies for the utilization of the institutional knowledge towards enhancing their activities and performance.

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