Study on effectiveness of Knowledge Management System

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INTRODUCTION

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CHAPTER 1

1. INTRODUCTION

1.1 KNOWLEDGE MANAGEMENT

Knowledge Management is a system to facilitate learning, innovation and

sharing to achieve the strategic objectives of an organization. Knowledge

Management (KM) comprises a range of strategies and practices used in an

organization to identify, create, represent, distribute, and enable adoption of insights

and experiences. uch insights and experiences comprise !nowledge, either

embodied in individuals or embedded in organizationalprocessesor practice.

"n established disciplinesince #$$# (see%ona!a #$$#), KM includes courses

taught in the fields ofbusiness administration, information systems, management,

and library and information sciences("lavi & 'eidner #$$$). More recently, other

fields have started contributing to KM research these include information and

media, computer science,public health,andpublic policy.

Many largecompaniesand nonprofit organizations have resources dedicated to

internal KM efforts, often as a part of their *business strategy*, *information

technology*, or *human resource management* departments ("ddicott, Mc+ivern &

erlie -/). everal consulting companies also exist that provide strategy and

advice regarding KM to these organizations.

Knowledge Management efforts typically focus on organizational objectives

such as improved performance, competitive advantage, innovation, the sharing of

lessons learned, integration and continuous improvementof the organization.KMefforts overlap with organizational learning, and may be distinguished from that by

a greater focus on the management of !nowledge as a strategic asset and a focus on

encouraging the sharing of !nowledge.

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http://en.wikipedia.org/wiki/Insighthttp://en.wikipedia.org/wiki/Experiencehttp://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/List_of_academic_disciplineshttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFNonaka1991http://en.wikipedia.org/wiki/Business_administrationhttp://en.wikipedia.org/wiki/Information_systemshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Information_scienceshttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFAlaviLeidner1999http://en.wikipedia.org/wiki/Computer_sciencehttp://en.wikipedia.org/wiki/Public_healthhttp://en.wikipedia.org/wiki/Policyhttp://en.wikipedia.org/wiki/Companieshttp://en.wikipedia.org/wiki/Non-profit_organizationshttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFAddicottMcGivernFerlie2006http://en.wikipedia.org/wiki/Knowledge_management#CITEREFAddicottMcGivernFerlie2006http://en.wikipedia.org/wiki/Goalhttp://en.wikipedia.org/wiki/Performancehttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Innovationhttp://en.wikipedia.org/wiki/Continuous_improvementhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizational_learninghttp://en.wikipedia.org/wiki/Insighthttp://en.wikipedia.org/wiki/Experiencehttp://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/List_of_academic_disciplineshttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFNonaka1991http://en.wikipedia.org/wiki/Business_administrationhttp://en.wikipedia.org/wiki/Information_systemshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Information_scienceshttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFAlaviLeidner1999http://en.wikipedia.org/wiki/Computer_sciencehttp://en.wikipedia.org/wiki/Public_healthhttp://en.wikipedia.org/wiki/Policyhttp://en.wikipedia.org/wiki/Companieshttp://en.wikipedia.org/wiki/Non-profit_organizationshttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFAddicottMcGivernFerlie2006http://en.wikipedia.org/wiki/Knowledge_management#CITEREFAddicottMcGivernFerlie2006http://en.wikipedia.org/wiki/Goalhttp://en.wikipedia.org/wiki/Performancehttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Innovationhttp://en.wikipedia.org/wiki/Continuous_improvementhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizational_learning


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Characteristics o K!o"#e$%e Ma!a%e&e!t'

9 K!o"#e$%e Ma!a%e&e!t is a(o)t *eo*#e a!$ #ear!i!% or%a!i+atio!s6

5t is directly lin!ed to what people !now, and how what they !now cansupport business and organizational objectives. 5t draws on human competency,

intuition, ideas, and motivations. 5t is not a technologybased concept. "lthough

technology can support a !nowledge Management effort, it shouldn:t begin there.

, K!o"#e$%e Ma!a%e&e!t is or$er#- a!$ %oa#$irecte$'

5t is inextricably tied to the strategic objectives of the organization. 5t uses only

the information that is the most meaningful, practical and purposeful.

, K!o"#e$%e Ma!a%e&e!t is e/er cha!%i!%'

1here is no such thing as an immutable law in Knowledge Management.

Knowledge is constantly tested, updated, revised and sometimes even 7obsolete8

when it is no longer practicable. 5t is a fluid, ongoing process.

, K!o"#e$%e Ma!a%e&e!t is /a#)e a$$e$'

5t draws upon pooled expertise, relationships, and alliances. ;rganizations can

further the twoway exchange of ideas by bringing in experts from the field to

advise or educate managers on recent trends and developments. orums, councils,

and boards can be instrumental in creating common ground and organizational

cohesiveness.

, K!o"#e$%e Ma!a%e&e!t is /isio!ar-'

1his vision is expressed in strategic business terms rather than technical terms,

and in a manner that generated enthusiasm, buyin, and motivated managers to

wor! together toward reaching common goals.

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, K!o"#e$%e Ma!a%e&e!t is co&*#e&e!tar-'

5t can be integrated with other organizational learning initiatives such as 1otal

ere we will try to explain all

these with some simple examples.

DATA'

=ata in its own way !nown as a collection of discrete objects, facts or events

out of context. =ata has no reference to space or time. 5n some advance way we can

say collection of some objects or results of some process are !nown as data. 5t is

also !nown as unprocessed information. 5nside the spread sheet of excel in each cell

we store data, on its own it does not give any information.

2hen we store the sells figure of the company in a spread sheet we call it as

data. 2e may do some categorization on the data to get meaning full output from it.

INFORMATION'

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1he processed data is !nown as information. rom a collection of data we can

derive meaningful information (conclusion). 2e can*t call it information if we are

not getting any result (conclusion) out of our data.

1he sells figure stored in a spread sheet on its own can*t give any conclusion but

on observation or by statistical tools we can see that north region the sells are better

than southern region. 1his is the information we get out of the sells data.

KNOWLEDGE'

"fter =ata and information Knowledge is in the next stage of evolution. 2henwe apply our experience, jurisdiction or judgment to the information we get

!nowledge. Knowledge is the result of learning. Knowledge is the internalization of

information, data, and experience. 5n our sells data we can conclude that more

mar!eting efforts or promotions are re?uired in south than in north to improve the

sells in southern region.

Knowledge is divided into two types, tacit !nowledgeand explicit !nowledge.

;rganization learning depends on!nowledge creation processwhich is explained in

@05 (ocialization, @xternalization, combination, 5nternalization) cycle.

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http://www.allkm.com/km-basics/tacit-knowledge.phphttp://www.allkm.com/km-basics/explicit-knowledge.phphttp://www.allkm.com/km-basics/knowledge-process.phphttp://www.allkm.com/km-basics/tacit-knowledge.phphttp://www.allkm.com/km-basics/explicit-knowledge.phphttp://www.allkm.com/km-basics/knowledge-process.php


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ig #.# igure showing the divisions of Knowledge Management

1.0 HITOR

KM efforts have a long history, to include onthejob discussions, formal apprenticeship,

discussion forums, corporate libraries, professional training and mentoring programs. More

recently, with increased use of computers in the second half of the -th century, specific

adaptationsof technologies such as !nowledge bases, expert systems, !nowledge repositories,

group decision support systems, intranets, and computer supported cooperative wor!have been

introduced to further enhance such efforts.A#B

5n #$$$, the termpersonal !nowledge managementwas introduced which refers to themanagement of !nowledge at the individual level (2right -C).

5n terms of the enterprise, early collections of case studies recognized the importance of

!nowledge management dimensions of strategy, process, and measurement (Morey, Maybury &

1huraisingham --). Key lessons learned included6 people, and the cultures that influence their

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http://en.wikipedia.org/wiki/Discussionshttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Internet_forumhttp://en.wikipedia.org/wiki/Librarieshttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Mentoringhttp://en.wikipedia.org/wiki/Adaptationshttp://en.wikipedia.org/wiki/Knowledge_basehttp://en.wikipedia.org/wiki/Expert_systemhttp://en.wikipedia.org/wiki/Information_repositoryhttp://en.wikipedia.org/wiki/Group_decision_support_systemshttp://en.wikipedia.org/wiki/Computer_supported_cooperative_workhttp://en.wikipedia.org/wiki/Knowledge_management#cite_note-0http://en.wikipedia.org/wiki/Personal_knowledge_managementhttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFWright2005http://en.wikipedia.org/wiki/Knowledge_management#CITEREFMoreyMayburyThuraisingham2002http://en.wikipedia.org/wiki/Knowledge_management#CITEREFMoreyMayburyThuraisingham2002http://en.wikipedia.org/wiki/Discussionshttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Internet_forumhttp://en.wikipedia.org/wiki/Librarieshttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Mentoringhttp://en.wikipedia.org/wiki/Adaptationshttp://en.wikipedia.org/wiki/Knowledge_basehttp://en.wikipedia.org/wiki/Expert_systemhttp://en.wikipedia.org/wiki/Information_repositoryhttp://en.wikipedia.org/wiki/Group_decision_support_systemshttp://en.wikipedia.org/wiki/Computer_supported_cooperative_workhttp://en.wikipedia.org/wiki/Knowledge_management#cite_note-0http://en.wikipedia.org/wiki/Personal_knowledge_managementhttp://en.wikipedia.org/wiki/Knowledge_management#CITEREFWright2005http://en.wikipedia.org/wiki/Knowledge_management#CITEREFMoreyMayburyThuraisingham2002http://en.wikipedia.org/wiki/Knowledge_management#CITEREFMoreyMayburyThuraisingham2002


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behaviors, are the single most critical resource for successful !nowledge creation, dissemination,

and application cognitive, social, and organizational learning processes are essential to the

success of a !nowledge management strategy and measurement, benchmar!ing, and incentives

are essential to accelerate the learning process and to drive cultural change. 5n short, !nowledge

management programs can yield impressive benefits to individuals and organizations if they are

purposeful, concrete, and actionoriented.

More recently with the advent of the 2eb -., the concept of Knowledge Management

has evolved towards a vision more based on people participation and emergence.1his line of

evolution is termed @nterprise -. (Mc"fee -/). >owever, there is an ongoing debate and

discussions ('a!hani & Mc"fee -D) as to whether @nterprise -.is just a fad that does not

bring anything new or useful or whether it is, indeed, the future of !nowledge management(=avenport -E).

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http://en.wikipedia.org/wiki/Web_2.0http://en.wikipedia.org/wiki/Emergencehttp://en.wikipedia.org/wiki/Enterprise_2.0http://en.wikipedia.org/wiki/Knowledge_management#CITEREFMcAfee2006http://en.wikipedia.org/wiki/Knowledge_management#CITEREFLakhaniMcAfee2007http://en.wikipedia.org/wiki/Enterprise_2.0http://en.wikipedia.org/wiki/Knowledge_management#CITEREFDavenport2008http://en.wikipedia.org/wiki/Web_2.0http://en.wikipedia.org/wiki/Emergencehttp://en.wikipedia.org/wiki/Enterprise_2.0http://en.wikipedia.org/wiki/Knowledge_management#CITEREFMcAfee2006http://en.wikipedia.org/wiki/Knowledge_management#CITEREFLakhaniMcAfee2007http://en.wikipedia.org/wiki/Enterprise_2.0http://en.wikipedia.org/wiki/Knowledge_management#CITEREFDavenport2008


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REVIEW OF LITERATURE

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CHAPTER 2

2. RE3IEW OF LITERATURE

2.1 CONCEPT AND THEOR

KNOWLEDGE MANAGEMENT

Knowledge management (K M) involves the identification and analysis of available and re?uired

!nowledge assets and !nowledge assets related processes, and the subse?uent planning and

control of action to develop both the assets and the processes so as to fulfill organizational

objectives

Knowledge management is the management of an environment where people generate tacit

!nowledge, render it into explicit !nowledge and feed it bac! to the organization. 1his forms the

base for more tacit !nowledge, which !eeps the cycle going in an intelligent, learning

organization. 5t is the process of creating, institutionalizing and distributing information and best

practices to solve business problems rather than continually reinventing the wheel.

"n established discipline since #$$# KM includes courses taught in the fields of business

administration, information systems, management, and library and information sciences. More

recently, other fields have started contributing to KM research these include information and

media, computer science, public health, and public policy.

Pro. Go*i!athdefines the Knowledge Management in three different views6

F Knowledge Management is a right principle for right application and right use.

F Knowledge Management is a field of handling !nowledge in different stages. 5t focuses around

creation, capturing, nurturing, documenting, disseminating, absorbing and conserving for

development of human resources.

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F Knowledge Management is a process of enriching human resource, material resource and

environment (organization:s environment, wor! environment) preservation.

R. Gre%or- We!i% (#$$E) defines KM from organizational perspective. "ccording to his

definition, Knowledge Management for the organization consists of activities focused on the

organization gaining !nowledge from its own experience and from the experience of others, and

on the judicious application of that !nowledge to fulfill the mission of the organization.

To& Da/e!*ort (#$$E, brint.com) says KM is6 7Grocess of capturing, distributing, and

effectively using !nowledge.

E##e! K!a** (#$$E brint.com) defines KM as the art of transforming information and

intellectual assets into enduring value for an organization:s clients and its people.

CLAIFICATION OF KNOWLEDGE

Knowledge is categorized by No!a4a a!$ Ta4e)chi (#$$C) in two different categories as

explicit and tacit !nowledge. 1he distinction between explicit and tacit !nowledge is important.

%ona!a and 1a!euchi (#$$C), state that explicit !nowledge can be codified in a tangible form,

whereas tacit !nowledge is possessed by people and is inexpressible. Knowledge is codifiedwhen it is recorded or transmitted in the form of symbols or in a tangible form whereas tacit

!nowledge is noncodified which is ac?uired by informal learning. 1acit !nowledge is rooted in a

social and cultural milieu whereas codified !nowledge is contextdependent. (Hoberts, -)

ymbols can be used to formulate explicit !nowledge. 1he transfer of explicit !nowledge is thus

easier. 1acit !nowledge is rooted in practice and is meaningful within specific circumstances.

1acit !nowledge is more difficult to transfer. 1acit !nowledge is noncodified, intangible !now

how ac?uired by learning by doing. 1acit !nowledge does not entail the creation and gaining of

tangible elements. 5t is totally alive in the people, based on practice and experience.

(Iohannessen, ;laisen, ;lsen, -#)

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J@xplicit !nowledge represents the !nowing about (the objecti ve !nowledge), while tacit

!nowledge the !nowing how (or the subjective !nowledge):. (olisani and carso, #$$$, p-#)

@xplicit !nowledge is based on the rationalization of information and can be codified in different

shapes such as formulas, designs, reports etc. resulting in relative easiness to ac?uire, convey,

and store. >owever, tacit !nowledge is directly associated with ideas, observations and practice.

(olisani and carso, #$$$)

@xplicit !nowledge is assumed to be developed free from personal bias. @mbedded in principles

and assumptions of the owner, tacit !nowledge is highly subjective, however, explicit !nowledge

can be purely and objectively solidified. @xplicit !nowledge is assumed to be independent of

people and it exists in different shapes li!e documents and diagrams. (>islop, --)

1he classification of the tacit and explicit !nowledge is clear to the authors. @ven though they

define tacit and explicit !nowledge in different ways, they ma!e a clear distinction between tacit

and explicit !nowledge.

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1he table summarizes the differences between tacit and explicit !nowledge.

Ta(#e sho"i!% the $iere!ce (et"ee! E5*#icit a!$ Tacit 4!o"#e$%e

E5*#icit K!o"#e$%e

5ndependent of people, free from

personal bias, based on the rationalization

of information

;bjective

0ontextdependent

0odified in a tangible form

Hecorded or transmitted in the form of

symbols

@xists in different shapes such as

formulas, designs, reports, documents

and diagrams

@asily transferred

Helatively easy to ac?uire, convey and

store.

Tacit K!o"#e$%e

=ependent of people, associated with ideas,

observations and practice, inexpressible

ubjective

Hooted in a social and cultural milieu

%oncodified, intangible !nowhow

"c?uired by informal learning,

learning by doing

Hooted in practice and is meaningful within specific

circumstances, alive in the people, based on practice

and experience

More difficult to transfer

More difficult to ac?uire, convey.

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rom the point of view explicit !nowledge is the raw !nowledge similar to information. 5t is

believed that the definition of information is very close to explicit !nowledge. 5nformation

andLor explicit !nowledge is the basis of tacit !nowledge. Mentioned above the different levels

of !nowledge is as follows6

# =ata

- 5nformation

Knowledge (oth tacit and explicit)

1herefore, it would clearly separate the levels of explicit !nowledge from tacit !nowledge. 1he

highest level is the tacit !nowledge. =ata is the basis for information, information is the basis for

explicit !nowledge and explicit !nowledge is the basis of tacit !nowledge. " parallel discussion

is held by >islop (--) referring to 1sou!as (#$$/) to state two different perspectives about

!nowledge. ;bjectivist perspective separate completely tacit and explicit !nowledge and

epistemology of practice perspective argues that tacit and explicit !nowledge are indivisible and

are jointly formed.

His#o*(--) is against a strict classification between tacit and explicit !nowledge stating that

tacit and explicit !nowledge are not at the end of a spectrum. >e criticizes arguments which state

that tacit and explicit !nowledge possess totally different characteristics and are shared in totally

different ways. Hoberts (-) also emphasize that Jeven when !nowledge is codified, much of

the tacit element remains uncodified:. 0odes li!e foreign language or a technical jargon should

be learned to ma!e sense of !nowledge.

"ccording to >islop (--) without an understanding of its language any text will be random

series of letters, numbers and images to the reader. 1herefore, !nowledge is tacit, or based on

tacit !nowledge. >e refers to 0lar!:s (-) Jexplicit !nowledge: who symbolizes the

indivisibility of tacit and explicit !nowledge.

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>islop support my new classification with his argument that the !nowledge cannot be divided

totally into tacit and explicit !nowledge. "s my new classification suggests, the explicit

!nowledge is the basis for tacit !nowledge and tacit !nowledge is the highest level of !nowledge

incorporating explicit parts.

Knowledge management can be described as the way organizations collect, increase and

organize !nowledge for their specific actions and within their specific cultures to increase

organizational efficiency. 5t is the ability of an organization to retain or improve organizational

performance with experience and !nowledge. (Gan and carbrough, #$$$)

>islop (--), states that management of !nowledge is not Jsimply combining, sharing or

ma!ing data commonly available.: Knowledge management is based on the transfer or exchange

of !nowledge. Hoberts (-) names !nowledge transfer as the diffusion of !nowledge from one

individual to others. Knowledge transfer occurs as a result of socialization, education and

learning.

@pistemology of practice perspective and suggests that, to be useful, !nowledge sharing

necessitate people developing a positive reception of its tacit statements on which it stands.

>islop (--) refers to olisani and carso:s (-) Jlanguage game: model which states that

dialogues and language are very important to transfer !nowledge.

6oha!!esse!7 O#aise!7 O#se! (-#) refers to %ona!a (#$$3) stating that organizational

!nowledge is the result of interaction between tacit and explicit !nowledge. 1herefore tacit

!nowledge cannot be understood without the explicit part of the complete !nowledge base. 1hey

argue that the challenge for companies is to ma!e tacit !nowledge of people explicit in the

organization and that tacit !nowledge based on personal experience can be made explicit in the

organization through relationships based on thrust.

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Ro(erts(-) underlines the importance of trust for exchange of !nowledge. 1rust is subject to

social environment, differs from cultures to cultures and nations to nations. 0rossborder

exchange of !nowledge re?uires high level of trust which can be only a result of socialization

therefore intense facetoface relations. acetoface contact compensates difficulties occurring

due to cultural and language differences.

>islop (--) emphasizes the social construction and cultural embedness of !nowledge.

Knowledge is not shaped by passive perceiving but by interaction with social groups. >e further

states that effective sharing of !nowledge is directly related with wide social interactions since

tacit !nowledge can be only shared by high social interactions.

;rganizations need to manage their !nowledge base to be able to reach organizational efficiency.

1he most important challenge is the management of the highest level of !nowledge which is tacit

!nowledge based on explicit !nowledge. 1acit !nowledge is highly dependent on the social

environment and on the organizational culture. 1herefore, !nowledge management re?uires more

than commonly available databases. ince tacit !nowledge is alive in people, tacit !nowledge

can be only transferred by socialization under high level of trust. 1herefore face to face

communication is the most important means of tacit !nowledge transfer.

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THE GENERAL KNOWLEDGE MODEL

K!o"#e$%e Creatio!

1his comprises activities associated with the entry of new !nowledge into the system, and

includes !nowledge development, discovery and capture.

K!o"#e$%e Rete!tio!.

1his includes all activities that preserve !nowledge and allow it to remain in the system once

introduced. 5t also includes those activities that maintain the viability of !nowledge within the

system.

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K!o"#e$%e Tra!ser.

1his refers to activities associated with the flow of !nowledge from one party to another. 1his

includes communication, translation, conversion, filtering and rendering.

1ransfer of Knowledge improves system ?uality by providing ?uic! feedbac!, a variety

of alternatives, predictable screen changes, and enhanced customer support.

K!o"#e$%e Uti#i+atio!.

1his includes the activities and events connected with the application of !nowledge to

business processes.

K!o"#e$%e a!$ Lear!i!% "ithi! a Pro8ect'

Knowledge has a long established role in theories designed to explain organizations and their

performance. 5n earlier theories it appeared under the guise of 4technology.4 'ately, theorists

have given !nowledge a more explicit role of its own.

1his focus on !nowledge derives from several !ey insights6

F @nvironmental turbulence (e.g., regulatory and technology changes) has forced many

organizations to innovate faster and to operate more efficiently. 1his pressure re?uires a focus on

continual learning and renewal.

F pecialist or distinctive !nowledge embodied in products or services can be a source

of competitive advantage and therefore drive value creation.

F 1he means by which organization is effected (lines of authority, integrating committees, etc.)

can be conceptualized in terms of !nowledge and information processing.

F Knowledge and information have characteristics that distinguish them from other

organizational resources, e.g., persistence, negligible cost of duplication, low visibility, and

intangibility.

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ta%es o K!o"#e$%e Ma!a%e&e!t

Michae# Koe!i%explained three stages of Knowledge Management6

#.) 1he first stage of KM all about use of 51 (intranets) for !nowledge sharing and coordination

across the enterprise.

-.) 1he second stage added focus on human and cultural factors as essential in getting humans to

implement KM

.) 1he third stage is the awareness of the importance of content and, in particular, an awarenessof the importance of the retrievability and therefore of the arrangement, description, and

structure of that content.

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2.2 INDUTR PROFILE

HOME APPLIANCE MANUFACTURE INDUTR

5ndia has emerged as one of the world*s top ten countries in industrial production as per N%5=;*s

new report titled *Oearboo! of 5ndustrial tatistics -#*.5ndia surpassed 0anada, razil and

Mexico in -$ to reach the $th position from the #-th position it held in -E.

1he 5ndex of 5ndustrial Groduction (55G) ?uic! estimates data for ;ctober -# shows a growth

of ##. per cent in the manufacturing sector as compared to ;ctober -$. 1he cumulative

growth during "pril;ctober -$# over the corresponding period of -E$ is ## per cent,

according to data by the Ministry of tatistics and Grogram 5mplementation.1he selling industry in 5ndia is generally defined as a low investments and high returns affair.

1he rapid growth of the selling mar!et in 5ndia means that sales in the country could bring in

more than P# billion by the fiscal year ending March -#. 1he forecast was made by the 2orld

ederation of direct elling "ssociations.

1he "ssociation pointed out that the current 5ndian mar!et for direct selling products is worth

around NP/m and provides employment to around #.E million people, of which #.- million are

women. >ence, though 5ndia continues to witness a phenomenal growth of shopping malls and

specialty retail stores, direct selling industry, too, is on a fast route to success.

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GROWTH TREND

5ndia is ran!ed second in terms of manufacturing competence, according to report

*-# +lobal Manufacturing 0ompetitiveness 5ndex*, by =eloitte 1ouchQ 1ohmatsu and

the N 0ouncil on 0ompetitiveness. 1he report states that the country*s talent pool of

scientists, researchers, and engineers, together with its @nglishspea!ing wor!force and

democratic regime ma!e it an attractive destination for manufacturers.

5ndia, the direct selling industry has shown a robust growth, bringing numerous

individuals in its fold through its entrepreneurial nature of activity. 1oday, the industry

encompasses a size of 5%H , million, bringing into its fold nearly #.E million people

and having posted a healthy growth rate of #DR in -E-$.8

HOME APPLIANCE

>ome "ppliances are that without which a modern home is considered incomplete, especially

in urban areas. 2e have become so used to some of the home appliances that it seems difficult

to live without them. 5ndeed, they have made our life more comfortable and easier than ever.

5n metro cities and big towns, such household appliances are regarded as a boon, as they are

instrumental in cutting down the time involved in most of the domestic chores. 1his is really a

great help since people often find it difficult to !eep a balance between professional

obligation and household needs.

HOME APPLIANCE PRODUCT

Groducts such as microwave ovens, juicer mixer grinder, fully automatic washing machines,

and frost free refrigerators are the most popular category of home appliances. 1his is because

they have made the wor! of housewives less tiresome and more enjoying. Most of the

domestic appliances are useful in various !itchen related jobs and hence are termed as !itchen

appliances. +as stoves, toasters, microwave ovens, mixer & grinders, juicers & blenders, rotti

ma!ers, refrigerators, water purifiers are some of the most common !itchen appliances in

5ndia. esides, there is a category of electronic products that have become an integral part of

modern houses. 1hese are air conditioners, fans, room coolers, room heaters, geysers,

electrical irons etc.

HOME APPLIANCE COMPANIE IN INDIA

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1here are many >ome "ppliance companies in 5ndia li!e Sideocon, Soltas, +odrej, lue star,

Ken star etc. "part from them there are various international companies also that deal in

domestic appliances. ome of these home appliances manufacturers are amsung, '+, 5,

2hirlpool, and Kenmore etc. 2ith the arrival of international brands in 5ndian mar!et, the

competition among rival companies have become stiff, which results in further improvement

in ?ualities and depreciation in prices of most of the home appliances in 5ndia. ince, a

majority of products are electrically operated the focus is on such household appliances that

are efficient in power consumption.

HOME APPLIANCE TORE

Most of the leading home appliances manufacturers and companies have set up their

exclusive retail outlets in important towns and cities of the country. esides, there are

local home appliances suppliers, manufacturers, wholesalers and retailers spread

throughout 5ndia. "part from that >ome "ppliances stores and shops are located in every

locality, which let you compare products of different companies before buying and also

let you buy all !inds of home appliance products at one place. ome manufacturers also

offer after sale service, and if needed, repair the damaged parts of your electronic

products. o here you will find the sites of some of the leading >ome "ppliances

manufacturers and suppliers.

a&s)!%'amsung 5ndia has its head office in =elhi and #$ branches all over the

country. 5t manufacturers a comprehensive range of home appliances such as microwave

ovens, refrigerator, air conditioners and washing machines. "ll these products come in

various sizes and styles and offer various functions according to your need and budget.

LG Lie9s Goo$6 '+ @lectronics is a outh Korean company and was established in

5ndia in #$$D. 1hey started their business with manufacturing of 0olor 1elevisions, '+

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2ashing Machines, "ir0onditioners and Microwave ;vens and other electronics

products. 1ill date it has gained a reputed name in 5ndian home appliances industry and

serving their customers satisfactorily from the past one decade.

3i$eoco!6 1here are number of >ome "ppliances companies in 5ndia among which

Sideocon is one of them who tops the list. 1heir domestic products include refrigerators

of various types, microwave, mixer grinder, television etc.

Go$re86 +odrej is one of the prominent manufacturers of home appliances in 5ndia. 5ts

domestic appliances products include refrigerators, washing machines, air conditioners

and coo!ing ranges. 5ts !itchen appliances are vast such as rotti ma!er, sandwich ma!er,

and toaster. 1hey offer full warranty on their products.

2.0 COMPAN PROFILE

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GANDHIMATHI APPLIANCE LIMITED

1he +andhimathi "ppliances 'imited, utterfly +roup, Gioneers in tainless

teel "ppliances started operations four decades ago. 1he company was the first

in 5ndia, to introduce tainless teel Gressure 0oo!ers and Sacuum las!s, and

ac?uire the 5; $- certification, in the 'G+ and Mixie divisions. ;ver the

years, under the enterprising leadership of Mr. S. Murugesa 0hettiar and his

sons, utterfly has grown to be a household name among millions in 5ndia.

1oday, utterfly manufactures a comprehensive range of home appliances,

!itchen products and coo!ware. our stateoftheartmanufacturing units,

bac!ed by the latest H&= facilities ensure total compliance to standards of

excellence in design and ?uality.


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"cross the globe, utterfly products have been recognized for their ?uality

standards by various international organizations.

1he uccess of utterfly is attributed to its customer orientation. erving thecustomer with the finest ?uality products and adapting to the changing needs and

a taste of customers has been the 0ompany:s primary motive.

N11@H'O is all set to con?uer wider horizons.

2.: PRODUCT PROFILE

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+andhimathi "ppliances 'imited manufactures a comprehensive range of home

appliances, !itchen products and coo!ware. 1he major wide ranges of products are

'G+ 1;S@

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M5T@H +H5%=@H

1"'@ 1;G +H5%=@H

GH@NH@ 0;;K@H

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1"5%'@ S"0NNM '"K

1"5%'@ 1@@' S"0NNM 'N%0> ;T

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@'@01H50 0;;K@H

@%@M'@

29
http://www.butterflyindia.com/kitchen_sinks2.htmlhttp://www.butterflyindia.com/kitchen_sinks1.html


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1he company*s products command a premium valuation in the home appliances mar!et.

1he company has excellent reach in outh 5ndia and 5 don*t have the details on %orth

5ndia. ut, the company has established branches across the country.

1oday, it manufactures a comprehensive range of home appliances, !itchen products and

coo!ware. our stateoftheartmanufacturing units, bac!ed by the latest H&= facilities

ensure total compliance to standards of excellence in design and ?uality.

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RESEARCH

METHODOLOGY

CHAPTER 0

0. REEARCH METHODOLOG

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REEARCH DEIGN

1he research design is a plan for addressing the research objectives or

hypotheses. 1he research design is a blue print of action. 5t involves a series of

rational decision ma!ing choices regarding the purpose of the study, its scope, its

location, the type of investigation, the extent to which it is controlled and

manipulated by the researcher, the time aspects, the collection, measurement and

analysis of data.

5n essence, the researcher develops a structure or framewor! to answer a

specific research problemLopportunity. 1here is no single best research design.

5nstead, different designs offer an array of choices, each with certain advantages

and disadvantages. ;verall, the researcher must attempt to provide management

with the best information possible, subject to the various constraints under which

he or she must operate.

METHOD OF DATA COLLECTION

1he researcher has collected both primary & secondary data for this

research.

Pri&ar- Data'

1he Grimary data is collected by urvey Method U


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Pi#ot t)$-

Gilot study was conducted among twelve respondents. 5n the course of the

interview, the researcher had experienced some difficulties in getting answers to

some of ?uestions raised and suitable changes have been incorporated before

finalizing the ?uestionnaire.

AMPLING TECHNI;UE

" sampling techni?ue is the name or the other identification of the specific

process by which the entities of the sample have been selected.

a&*#i!% U!it

" sampling unit is one of the units into which an aggregate is divided for

the purpose of sampling, each unit being regarded as individual and indivisible when the

selection is made.

Tota# Po*)#atio!

1otal population is an identifiable total group or aggregation of elements

that are of interest to the researcher and pertinent to the specified problem. 5n

other words it refers to the defined target population. " defined target population

consists of the complete group of elements (people or objects) that are specifically

identified for investigation according to the objectives of the research project. "

precise definition of the target population is usually done in terms of elements,

sampling units and time frames.

1he total population for the study is around #.

a&*#e i+e

" sample is a subset or subgroup of the total population. 5t comprises

some members selected from it. ;nly some and not all elements of the population

would from the sample.

1he ample size selected from the total population is #C.

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a&*#i!% Metho$

ampling method is the method used to select sample or subgroup of

people or objects from the overall membership pool of defined target population.

1he researcher has used 0onvenience ampling Method. Co!/e!ie!ce

sa&*#i!% is used in exploratory research where the researcher is interested in

getting an inexpensive approximation of the truth. "s the name implies, the

sample is selected because they are convenient. 1his nonprobability method is

often used during preliminary research efforts to get a gross estimate of theresults, without incurring the cost or time re?uired to select a random sample.

0.1 TATEMENT OF THE PRO


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multinational organizations. 1hey are geographically dispersed and effective !nowledge

management is extremely re?uired to survive in global competition. 5f an employee

leaves, he ta!es away what he !nows and learnt at the cost of the company U the

!nowledge is lost for the company. 1he other competitor firm gains less expensively. o

it:s an important one for every company to !now about its level of Knowledge

management and this study will help to evaluate the effectiveness of Knowledge

management in +andhimathi "ppliances 'imited.

0.2 NEED FOR THE TUD

1he need for the study was to identify general trends in KM practices across several

organizational types in order to gain insight into why and how organizations are

practicing the management to !nowledge. 5n particular, the goal was to determine six

dimensions of KM initiatives.

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tated goals and objectives

1ypes of Knowledge being managed

ources and the consumers of !nowledge

Knowledge processes involved

Methodologies employed

"nd the technology used

0.0 O


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1o study the effectiveness of Knowledge Management system in +andhimathi

"ppliances 'td.

ECONDAR O


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1ools are the one which is used for calculations and based on the results

the hypothesis are proved.

Perce!ta%e A!a#-sis

1his is the method to represent raw streams of data as percentage (a part in

# percent) for better understanding of collected data.

Chi>)are Test

1he 0hi?uare test is a useful measure of comparing experimentally

obtained results with those expected theoretically and based on the hypothesis. 5t

is used a test statistic in testing a hypothesis that provides a set of theoretical

fre?uencies with which observed fre?uencies compared.

Wei%hte$ a/era%e &etho$

Groper weight age is to be given various items. 1he weightage to each

item being proportional to the importance of the item in the distribution. 2eight mean

gives the result e?ual to the sample mean of the weights assigned to each of the variety

values are e?ual. 1he formula calculating the weighted average is given by

?" @

"i 5i = "i

Tw U 2eight Mean

Ti U value of 5 items x

2i 2eight of 5 items x

0. COPE OF THE TUD

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1he cope of Knowledge Management (KM) is the same as any management plan6 long

term organizational viability through the consistent generation of sta!eholder value.

=uring the course of the project, it was found that though many companies tal!

about !nowledge as a !ey asset, but the number that have actually jumped into practicing

!nowledge management is not more than a few hundred out of thousands of corporations

around the world. . esides, because of the various beliefs and myths wrongly associated

with KM, the KM initiatives underta!en in an organization with the right intentions

sometimes fail miserably. 1he project report see!s to identify the various issues that

underline an effective and efficient KM implementation such as the basic strategies that

help in its successful implementation, the technologies to be made use of, the

measurement techni?ues etc.

1he Knowledge Management initiatives underta!en and the strategies made use of at

+andhimathi "ppliances 'imited, one of the major leading M0+ company in our

country, has been incorporated in the project report as a case study to serve as a pointer to

any organization that see!s to successfully implement KM initiatives

0.B LIMITATION OF THE TUD

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2or!ers may be resistant to change U may feel secure in jobs.

1ime 1he time frame had been limited during the study period and is

therefore a limitation to the study. 2ith more time and preparations we could

have performed a wider study.

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DATA ANALYSIS

AND

INERPRETATION

CHAPTER :

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DATA ANALI AND INTERPRETATION

:.1 tatistica# Test Perce!ta%e A!a#-sis

Ta(#e sho"i!% the De&o%ra*hica# Data o the res*o!$e!ts

De&o%ra*hica# Detai#s

No o

Res*o!ses Perce!ta%e

Ge!$er

Male $3 /

emale C/ D

A%e

#E-C // 33

-/ / -3

"bove 3E -

E$)catio!a#

>)a#iicatio!

#-thor diploma E3 C/

N+ / -3

G+ -

Proessio!a#

E5*erie!ce

C years D/ C.D

C# years 3C

"bove # years -$ #$.

=emographical data of the respondents are formulated into a table shown above, where

majority responses were received from men where as the respondents of professional

experience C years in the organization contributed C#R of the total response and 33R

of age group falls under #E-C are the major respondents in the organization.

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Ta(#e :.1

Is K!o"#e$%e is i&*orta!t or &a4i!% a"are!ess to the e&*#o-ees

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tate&e!t No o Res*o!ses Perce!ta%e

Oes #-3 E

%o -/ #D

Tota# 1 1

INFERENCE'

rom the analysis it is evident that in the organization !nowledge is often embedded not

only in documents and repositories but also in organizational routines, process, practices

and norms which help in ma!ing awareness to the employees and hence most of the

associates of about ER strongly believe in the above said fact and only #DR of the

respondents deny the fact.

Chart :.1

Is K!o"#e$%e is i&*orta!t or &a4i!% a"are!ess to the e&*#o-ees

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Ta(#e :.2

The I&*orta!t a**roaches o K!o"#e$%e Ma!a%e&e!t i! Ga!$hi&athi A**#ia!ces


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Mechanistic approach C -.

0ulturalLehaviorist approach -C #/.D

ystematic approach 33 -$.

"ll of the above 3/ .D

Tota# 1 1

INFERENCE'

rom the analysis it is observed that -R of the associates were mainly concentrates on

mechanistic approach. 1hey felt that this approach are relatively easy to implement for

corporate 7political reasons8, and about #3R of the associates shows interest on

0ulturalLbehaviorist approach as they were not sure that the positive results achieved by

culturalLbehaviorist strategies may not be sustainable, measured, cumulative or replicable.

"bout R of the associates in were involved in the systematic approach, as they

!now that cultural issues are important but they too must be evaluated systematically and

about #R of the respondents concentrate on above all three approaches as they felt that

these three approaches are important for the growth of the organization.

Chart :.2

The I&*orta!t a**roaches o K!o"#e$%e Ma!a%e&e!t i! Ga!$hi&athi A**#ia!ces

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Ta(#e :.0

The ro#e o K!o"#e$%e Ma!a%e&e!t is (eco&i!% &ore a!$ &ore i&*orta!t i!

#i(rar- a!$ i!or&atio! ce!ters

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"gree 3- -E

trongly "gree D 3E.D

=isagree C -.

Tota# 1 1

INFERENCE'

rom the analysis it is evident that most associates were able to !now the importance

of !nowledge management in library and information centers. "bove 3CR of the

respondents strongly agree to the above said fact. 1he associates have the confident that

Knowledge Management promotes Knowledge 5nnovation which is the core of!nowledge economy society. More than -CR of the respondents agreed to this fact.

"ssociates above -R of them disagreed that Knowledge Management has traditionally

conjured up too close an association with information centers.

Chart :.0

The ro#e o K!o"#e$%e Ma!a%e&e!t is (eco&i!% &ore a!$ &ore i&*orta!t i!

#i(rar- a!$ i!or&atio! ce!ters

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Ta(#e :.:

Is K!o"#e$%e Ma!a%e&e!t is a Ce!tra#i+e$ Data(ase

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Oes -- #C.D

%o #-E EC.

Tota# 1 1

INFERENCE'

rom the analysis it is evident that most associates believe that !nowledge management

is not a centralized database, wherein the associates can get all information !nown by the

organizations wor!ers. "bout E/R of the associates did not accept that Knowledge

Management is a centralized database and only #/R of the respondents strongly accept

the above fact.

Chart :.:

Is K!o"#e$%e Ma!a%e&e!t is a Ce!tra#i+e$ Data(ase8

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Ta(#e :.

A## I!or&atio! is !ot K!o"#e$%e a!$ a## K!o"#e$%e is !ot /a#)a(#e

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Oes $E /C.

%o C- 3.D

Tota# 1 1

INFERENCE'

rom the analysis, we infer that the most associates had the capability to !now that

the challenge of Knowledge Management is to determine what information within an

organization ?ualifies as valuable. "bove /CR of the respondents believe the above

situation and only 3R of the associates deny the fact and hence they felt that it tends to

be as broad and vague as to have little meaning.

Chart :.

A## I!or&atio! is !ot K!o"#e$%e a!$ a## K!o"#e$%e is !ot /a#)a(#e

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Ta(#e :.B

K!o"#e$%e Ma!a%e&e!t is a tech!o#o%- (ase$ co!ce*t

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Oes #D D#

%o 3 -$

Tota# 1 1

INFERENCE'

rom the analysis it is evident that most associates believe that !nowledge management

is technology based concept, wherein the associates can learn through technologies

existing in the company. "bout D#R of the associates accept that Knowledge

Management is technology based and only -$R of the respondents didn:t accept the

above fact.

Chart :.B

K!o"#e$%e Ma!a%e&e!t is a tech!o#o%- (ase$ co!ce*t

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Ta(#e :.

The i&*orta!t as*ect o K!o"#e$%e Ma!a%e&e!t to i&*ro/e Or%a!i+atio!a#

Peror&a!ce

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INFERENCE'

rom the analysis it is observed that all the three aspects that is recognizing,

documenting, and distributing are very useful to improve the organizational performance.Most of the associates of about C-R agreed to the fact. "bout #DR of the associates

believe in recognizing and #CR of the respondents concentrate on =ocumenting and

more that #/R of the associates show interest on =istributing which shows that all

aspects are e?ually important to improve organizational performance.

Chart :.

The i&*orta!t as*ect o K!o"#e$%e Ma!a%e&e!t to i&*ro/e Or%a!i+atio!a#

Peror&a!ce

57


Hecognizing -C #/.D=ocumenting - #C.

=istributing -3 #/

"ll of the above DE C-

Tota# 1 1


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Ta(#e :.

Trai!i!% a!$ De/e#o*&e!t is i&*orta!t to $e/e#o* K!o"#e$%e


"gree D -3./

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trongly "gree E- C3.D

=isagree # -.D

Tota# 1 1

INFERENCE'

rom the analysis it is observed that training and development have been a great

boost to the associates to bac! them up and also enhance organizational performance.

"bout CCR of the respondents strongly agreed to the above said fact and about -CR of

the associates agreed to it and only -#R of the respondents disagreed on this thought as

training and development was not the only factor for the organization:s recovery.

Chart :.

Trai!i!% a!$ De/e#o*&e!t is i&*orta!t to $e/e#o* K!o"#e$%e

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Ta(#e :.

Whe! $i$ K!o"#e$%e Ma!a%e&e!t e!a(#e i! or%a!i+atio!

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INFERENCE'

rom the analysis it is observed only after action review the !nowledge management

enabled well in the organization. Most of the associates about C$R agreed to this fact.

"bout #DR of the respondents believe that KM enables before the action review itself

and about -CR of the respondents accept that KM enabled well during the action review.

Chart :.

Whe! $i$ K!o"#e$%e Ma!a%e&e!t e!a(#e i! or%a!i+atio!

61


efore action review -C #/.D

"fter action review EE CE.D

=uring action review D -3./

Tota# 1 1


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Ta(#e :.1

Is there a!- tar%et assess&e!t $ata i! the or%a!i+atio!J

V

tate&e!t

No o


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Oes #-/ E3

%o -3 #/

Tota# 1 1

INFERENCE'

rom the analysis it is evident that most of the associates of about E3R felt that they have

a target assessment data in their organization as the associates are very confident that the

target assessment provides valuable data feedbac! that enables the administrators to

assess productivity. "nd only #ER of the associates deny to the above fact as theythought that it assess the potential impact of various contingencies or failure scenarios to

help maximize availability and sustain business continuity.

Chart :.1

Is there a!- tar%et assess&e!t $ata i! the or%a!i+atio!J

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Ta(#e :.11

Is there *roce$)res to tra!ser 4!o"#e$%e o e5*erie!ce$ e&*#o-ees #ea/i!% the

co&*a!-J

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tate&e!t

No o


Oes #D D#.

%o 3 -E.D

Tota# 1 1

INFERENCE'

rom the analysis it is clear that the most of the respondents are well aware that the

experienced employees share their !nowledge when they are leaving the company and it

shows that !nowledge management system is well defined in the company. ;nly about

-$R of the respondents didn:t accept the above fact as they are not may be well aware

about the KM system.

Chart :.11

Is there *roce$)res to tra!ser 4!o"#e$%e o e5*erie!ce$ e&*#o-ees #ea/i!% the

co&*a!-J

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Ta(#e :.12

Witho)t *ro$)ctio! 4!o"#e$%e7 K!o"#e$%e Ma!a%e&e!t "i## (e /er- $iic)#t

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"gree C C.

trongly "gree /E 3C.

=isagree -$ #$.3

1otal 1 1

INFERENCE'

rom the analysis it is observed that most of the associates believe that production

!nowledge is very important to improve the Knowledge Management system. "bout 3CR

of the associates strongly agree to the above fact and CR of the associates agreed to the

situation and only #$R of the associates disagreed to the fact.

Chart :.12

Witho)t *ro$)ctio! 4!o"#e$%e7 K!o"#e$%e Ma!a%e&e!t "i## (e /er- $iic)#t

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Ta(#e :.10

For&a# K!o"#e$%e Ma!a%e&e!t s-ste& is )se$J

68

tate&e!t

No o


Oes #D $#.

%o # E.D

Tota# 1 1


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INFERENCE'

rom the analysis it is evident that most of the associates of about $#R say that they have

ormal !nowledge management system in their organization which shows that KM is

carried out in systematic manner and only $R of the associates deny to the above fact.

Chart :.10

For&a# K!o"#e$%e Ma!a%e&e!t s-ste& is )se$

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Ta(#e :.1:

K!o"#e$%e i!$)ctio! *ro%ra& )se$ i! or%a!i+atio!

tate&e!t No o Perce!ta%e

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Res*o!ses

tructured 1ype D/ C#

ormal 1ype CE $

5nformal 1ype #3 $%one of the above - #

Tota# 1 1

INFERENCE'

rom the analysis it is observed that C#R of the associates felt that in their

organization they have structured type program which is used to provide information that

will aid in evaluating and rating the Knowledge management system. "bout $R of the

associates confirm that they have a formal type program and about $R of the associates

concentrate on 5nformal type and only #R of the associates do not believe in above three

types of program as they have some other different type of program in their organization

to enhance their organization growth.

Chart :.1:

K!o"#e$%e i!$)ctio! *ro%ra& )se$ i! or%a!i+atio!

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:.2 WEIGHTED A3ERAGE METHOD

Ta(#e sho"i!% that "hat sho)#$ (e the *ri&ar- e&*hasis o a KM e$)catio!a#

*ro%ra& (e i! or$er to (e as re#e/a!t a!$ )se)# to -o) as *ossi(#eJ

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Ta(#e :.1

Garticulars %o of

Hespondents(2)

Salue(T) 2WT

# KM strategies #C 3 /

- KM technologies E ##3

KM tools and methods E/ - #D-

3 KM metrics ## # ##

Tota# 1 0

Wei%hte$ A/era%e @ W?=W @ 0=1 @ 2.0 2

INFERENCE'

rom the analysis, it is evident that the most of the associates about CDR

feel that KM tools and methods should be the primary emphasis of KM educational

program which will be easy to implement by the employees. "bout -CR of respondents

opted KM technologies as primary emphasis for KM program and only #R associates

have gone for KM strategies and metrics respectively.

Chart :.1

Chart sho"i!% that "hat sho)#$ (e the *ri&ar- e&*hasis o a KM e$)catio!a#

*ro%ra& (e i! or$er to (e as re#e/a!t a!$ )se)# to -o) as *ossi(#eJ

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:.0 CHI;UARE ANALI

E/a#)ati!% the a(i#it- to ra!4 the #e/e# o e5*erie!ce "ith %e!$er

N)## H-*othesis H' 1here is no significant relationship between the ability to ran! the

level of experience and gender.

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A#ter!ati/e H-*othesis H1' 1here is significant relationship between the ability to

ran! the level of experience and gender.

Ta(#e sho"i!% co&*ariso! (et"ee! the a(i#it- to ra!4 the #e/e# o e5*erie!ce a!$

%e!$er

Ta(#e :.1B

A(i#it- to ra!4 the

#e/e# o

e5*erie!ce=Ge!$er

Ma#e Fe&a#e Tota#

5ntroductory # -/ CD

5ntermediate 3 #E C-

"dvance -# E -$

;thers E 3 #-

Tota# : B 1

Ta(#e sho"i!% ca#c)#atio! o E5*ecte$ Fre>)e!c-

Chi s>)are ta(#e

O E O E ?@O E2 ?=E

75

$3WCDL#CXC.D C/WCDL#CX-#.

$3WC-L#CX-./ C/WC-L#CX#$.3

$3W-$L#CX#E.# C/W-$L#CX#.$

$3W#-L#CXD.C C/W#-L#CX3.C


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# C.D 3.D --.$ ./#E

-/ -#. 3.D --.$ #.D

3 -./ #.3 #.$/ ./

#E #$.3 #.3 #.$/ .#

-# #E.# -.$ E.3# .3/

E #.$ -.$ E.3# .DDE D.C .C .-C .

3 3.C .C .-C .C

Ca#c)#ate$ Chi >)are

/a#)e is 0.10

De%ree o Free$o& @ r1c1

2here rX %o of rows

cX%o of columns

=egree of reedom X (3#)W(-#) X

'evel of ignificance X CR

Y CR level of significance & =egree of reedom is , 0hart Salue is .1

0alculated 1able value is 0.10

INFERENCE6

1he calculated value if chi s?uare is lesser than the table value so the null hypothesis

(>) is accepted and the alternative hypothesis (>#) is rejected. 1herefore there is no

significant relationship between the ability to ran! the level of experience and gender.

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Chart sho"i!% the co&*ariso! (et"ee! the a(i#it- to ra!4 the #e/e# o e5*erie!ce

a!$ %e!$er

Chart :.1B

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E/a#)ati!% the &ost )se)# "a- o shari!% 4!o"#e$%e "ith *roessio!a# e5*erie!ce

N)## H-*othesis H' 1here is no significant relationship between the ability of sharing

!nowledge with professional experience.

A#ter!ati/e H-*othesis H1' 1here is significant relationship between the ability of

sharing !nowledge with professional experience.

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Ta(#e sho"i!% co&*ariso! (et"ee! the a(i#it- o shari!% 4!o"#e$%e "ith

*roessio!a# e5*erie!ce

Ta(#e :.1

A(i#it- o shari!%

4!o"#e$%e=Proessio!a#

e5*erie!ce -ears 1 -ears A(o/e 1 -ears Tota#

@mail 3D -# #$

5ntranet #E $ C 02

@xtranet - C 1

=atabase $ # - 21

Tota# B : 2 1

Ta(#e sho"i!% ca#c)#atio! o E5*ecte$ Fre>)e!c-

Chi s>)are ta(#e

79

D/WEDL#CX33.E 3CWEDL#CX-/.# -$WEDL#CX#/.E-

D/W-L#CX#/.-# 3CW-L#CX$./ -$W-L#CX/.#E

D/W#L#CXC./ 3CW#L#CX -$W#L#CX#.$

D/W-#L#CX#./ 3CW-#L#CX/. -$W-#L#CX3./


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O E O E ?@O E2 ?=E

3D 33 $ .-

-# -/.# C.# -/.# #

#$ #/.E -.- 3.E3 .-E

#E #/.- #.E .-3 .-

$ $./ ./ ./ .DC

C /.# #.# #.- .#$/

- C $ #.E

C - 3 #.

#.$ #.# #.-# .//

$ #./ #./ -.C/ .-3

# /. .D #./$ -.#D

- 3 - 3 #

Ca#c)#ate$ Chi s>)are /a#)e @ .

De%ree o Free$o& @ r1c1

2here rX %o of rows

cX%o of columns

=egree of reedom X (3#)W(#) X /'evel of ignificance X CR

Y CR level of significance & =egree of reedom is /, 0hart Salue is 1.:

0alculated 1able value is .

INFERENCE6

5n chi s?uare the calculated value is lesser than the table value so the null hypothesis

(>) is accepted and the alternative hypothesis (>#) is rejected. 1herefore there is no

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significant relationship between the ability of sharing !nowledge with professional

experience.

Chart sho"i!% co&*ariso! (et"ee! the a(i#it- o shari!% 4!o"#e$%e "ith

*roessio!a# e5*erie!ce

Chart :.1

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SUMMARY OF FINDINGS,

SUGGESTIONS

AND

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CONCLUSION

CHAPTER

.1 UMMAR OF FINDING

1he following is the summary of findings derived from the study on the effectiveness of

Knowledge management system in +andhimathi "ppliances 'imited,

#. 5t is evident that in the organization !nowledge is often embedded not only in

documents and repositories but also in organizational routines, process, practices

and norms which help in ma!ing awareness to the employees and hence most of

the associates of about ER strongly believe in the above said fact and only #DR

of the respondents deny the fact.

-. 5t is observed that -R of the associates were mainly concentrates on mechanistic

approach. 1hey felt that this approach are relatively easy to implement for

corporate 7political reasons8, and about #3R of the associates shows interest on

0ulturalLbehaviorist approach as they were not sure that the positive results

achieved by culturalLbehaviorist strategies may not be sustainable, measured,

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cumulative or replicable. "bout R of the associates in were involved in the

systematic approach, as they !now that cultural issues are important but they too

must be evaluated systematically and about #R of the respondents concentrate

on above all three approaches as they felt that these three approaches are

important for the growth of the organization.

. Most of the associates were able to !now the importance of !nowledge

management in library and information centers. "bove 3CR of the respondents

strongly agree to the above said fact. 1he associates have the confident that

Knowledge Management promotes Knowledge 5nnovation which is the core of

!nowledge economy society. More than -CR of the respondents agreed to this

fact. "ssociates above -R of them disagreed that Knowledge Management has

traditionally conjured up too close an association with information centers.

3. 5t is evident that most associates believe that !nowledge management is not a

centralized database, wherein the associates can get all information !nown by the

organizations wor!ers. "bout E/R of the associates did not accept that

Knowledge Management is a centralized database and only #/R of the

respondents strongly accept the above fact.

C. Most of the associates had the capability to !now that the challenge of Knowledge

Management is to determine what information within an organization ?ualifies as

valuable. "bove /CR of the respondents believe the above situation and only 3R

of the associates deny the fact and hence they felt that it tends to be as broad and

vague as to have little meaning.

/. 5t is evident that most associates believe that !nowledge management is

technology based concept, wherein the associates can learn through technologies

existing in the company. "bout D#R of the associates accept that Knowledge

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Management is technology based and only -$R of the respondents didn:t accept

the above fact.

D. 1raining and development have been a great boost to the associates to bac! them

up and also enhances organizational performance. "bout CCR of the respondents

strongly agreed to the above said fact and about -CR of the associates agreed to it

and only -#R of the respondents disagreed on this thought as training and

development was not the only factor for the organization:s recovery.

E. Most of the associates of about E3R felt that they have a target assessment data in

their organization as the associates are very confident that the target assessment

provides valuable data feedbac! that enables the administrators to assess

productivity. "nd only #ER of the associates deny to the above fact as they

thought that it assess the potential impact of various contingencies or failure

scenarios to help maximize availability and sustain business continuity.

$. "bout D#R of the respondents are well aware that the experienced employees

share their !nowledge when they are leaving the company and it shows that

!nowledge management system is well defined in the company. ;nly about -$R

of the respondents didn:t accept the above fact as they are not may be well aware

about the KM system.

#. "bout C#R of the associates felt that in their organization they have structured

type program which is used to provide information that will aid in evaluating and

rating the Knowledge management system. "bout $R of the associates confirm

that they have a formal type program and about $R of the associates concentrate

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on 5nformal type and only #R of the associates do not believe in above three

types of program as they have some other different type of program in their

organization to enhance their organization growth.

.2 UGGETION AND RECOMMENDATION

1he training and development facility helps to ac?uire and develop !nowledge

and become more and more innovative.

@xcellent networ! within the company must be mandatory otherwise the 51

department in the organization should ta!e action to combine the data islands in

the organization.

=etermine whether the people who should ma!e decisions are e?uipped with the

information they re?uire to ma!e decision.

1he management may appoint trainer who !now the language of low level and

higher level employees

"ssociates can be given opportunities to switch over to other projects to groom

themselves professionally.

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@ligible associates who have performed exceptionally can be promoted to the

higher level.

1he organization can set up forums to address the grievances of the associates at a

regular basis.

;nce all issues are resolved, the organization must attempt to award monetary

benefits to the associates for the confidence and trust they had with the

organization.

.0 CONCLUION

Knowledge Management (KM) at +andhimathi "ppliances 'td. has truly come a long

way from the time when employees only shared information through body of !nowledge

documents. 1he company strongly believes that having a culture of !nowledge sharingand reuse is more critical than building a technology infrastructure. 1he company has

therefore embar!ed on a number of initiatives aimed at ta!ing the prevailing !nowledge

sharing culture to even greater heights. =emonstrating the business value of !nowledge

reuse and creating a system demand for !nowledge sharing L reuse are other means

designed to accelerate this culturechange. 1he +andhimathi "ppliances focuses on

lin!ing !nowledge management to overall business strategy and is holistic in character it

addresses people and processes, with technology tools playing the role of !ey enablers.

"ny new effort needs top management push in the early stages and the full

cooperation of the top executives of the company is of utmost importance. 1he top

management of +andhimathi "ppliances 'td. ably supported its KM initiatives, which is

ma!ing it a success, as the top brass was ?uiet early in recognizing that Knowledge is the

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currency of the new millennium, and Knowledge Management is a !ey survival

imperative.

BIBLIOGRAPHY

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ill.

-. Iames >. 0ortada, Iohn ". 2oods, the Knowledge Management Oearboo!-#.

. Knowledge management,www.wi!ipedia.com

3. Knowledge management system, www.!mworld.com

C. 1homas >. =avenport, 'aurence Grusa!, 2or!ing Knowledge, Cthedition.

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APPENDI?

;UETIONNAIRE

A TUD ON EFFECTI3ENE OF KNOWLEDGE MANAGEMENT TEM

IN GANDHIMATHI APPLIANCE P3T LTD

Knowledge Management is a system to facilitate learning, innovation and sharing

to achieve the strategic objectives of an organization. Knowledge Management

(KM) comprises a range of strategies and practices used in an organization to

identify, create, represent, distribute, and enable adoption of insights and

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experiences. uch insights and experiences comprise !nowledge, either embodied

in individuals or embedded in organizationalprocessesor practice.

#) %ame 6

-) =esignation 6

) +ender6

a) Male b) emale

3) "ge

a) #E to -C years

b) -/ to years

c) "bove years

C) @ducational ?ualification6

a) Gost graduation

b) Nnder graduation

c) #-th

or =iploma

/) Grofessional @xperience6

a) - to C years

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b) C to # years

c) "bove # years

D. =o you thin! that Knowledge is important for ma!ing awareness to the

employeesZ

Oes

%o

E. 2hat !ind of approach used in your organizationZ

Mechanistic approach

0ultural and ehaviorist approach

ystematic approach

"ll of the above

$. =o you thin! that the role of Knowledge Management is becoming more and

more important only in the library and information centersZ

"gree

trongly agree

=isagree

#. 5s Knowledge Management is a 0entralized =atabaseZ

Oes

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%o

##. =o you !now when the concept of Knowledge Management was first introduced

in your ;rganizationZ

#$Ds

#$Es

#$$s

-s

#-. =o you agree with the statement that 7"ll 5nformation is not Knowledge and all

Knowledge is not valuable8Z

Oes

%o

#. =o you thin! that Knowledge Management is a technology based conceptZ

Oes

%o

#3. 2hat is an important aspect of Knowledge Management to improve your

organizational GerformanceZ

Hecognizing

=ocumenting

=istributing

"ll of the above

#C. =o you thin! that 1raining and =evelopment is important to develop !nowledgeZ

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"gree

trongly agree

=isagree

#/. 5n your organization when did the Knowledge Management program enableZ

efore action review

"fter action review

=uring action review

#D. =o you have a target assessment data in your organizationZ

Oes

%o

#E. >ow would you ran! your own level of experience and familiarity with

Knowledge ManagementZ

5ntroductory

5ntermediate

"dvanced

;thers

#$. 5f you were to ta!e a Knowledge Management Grogram, would you want to

receive graduate college or university credit for itZ

Oes %o

-. 1he Knowledge 5nduction Grogram of your organization is of

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tructured type

ormal type

5nformal type

%one of the above

-#. 2hich of them is the most useful way in sharing KnowledgeZ

@mail

5ntranet

@xtranet

=atabase

--. =o you have procedures to transfer !nowledge of experienced employees leaving the

companyZ

Oes %o

-. 2hat should the primary emphasis of a KM educational program be in order to be

as relevant and useful to you as possibleJ

KM trategies

KM 1echnologies

KM 1ools and Methods

KM Metrics

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-3. =o you agree that without production !nowledge, the KM will be very difficultZ

"gree

trongly agree

=isagree

-C. 2ould you use a formal Knowledge Management systemZ

Oes %o

Study on effectiveness of Knowledge Management System

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