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The course has been designed keeping in mind the changing scenario of business models. The course talks about how knowledge management (KM henceforth) has evolved into ‘a must’ for any and all organizations. Starting from a road side retail shop to multinationals, KM has become the de facto tool for sustainable growth. Today KM has become an integral part of all businesses and has become more scientific and systematic in its design and implementation. This course would bring those aspects to the students.

Who should attend: - Those who have a flair for strategic management would benefit the most. The course would be useful who aspire to be business analysts and consultants.

Different KM models
How KM and strategy are integrated to derive maximum business objectives
Approaches for KM
Tools used during KM design and implementation

Mohapatra, Sanjay. “Knowledge Management”, Macmillan, New Delhi, 2012.

Dalkir, K, “Knowledge management in theory and practice”, Elsevier, New Delhi, 2008

Rajeev K et. Al.2009. “Knowledge Management Primer”. Routledge (Tayloer and Francis Group).

The course materials will be given to the class well in advance and there will be no discussion on the course materials in the class. Each class will have case study and the students are expected to read the course materials and apply the concepts to the case being discussed.

4. Tentative Session Plan

Session	MODULE	MODULE	Remarks
	NAME	CONTENTS
1 – 2 - 3	Introduction to	* What is KM
	KM Ch 1	* History of KM	Case Study HP
		* Why is KM Important
4 - 5	KM Cycle	* Major KM Cycles	Case Study in Healthcare – www.wsib.on.ca
	Ch 2	* Integrated KM Cycle
		* Strategic Implication of
		KM Cycle
5 - 6	KM Models	* Major KM Model	Case Study Monsanto
	Ch 3	* Strategic Implication
		of KM Cycle
		* Tacit Knowledge Capture
		* Explicit Knowledge Capture
7 – 8-9	KM in Communities	* Community of Practice	Show video Knowledge-based management and evolution of landscapes from Infy
	Ch 5	* Obstacles to KM, KM Business Alignment	Show Video Knowledge Eco System at MindTree - YouTube KM Department Scorecard
		* Organizational & Social Capital	Case Study on BP (from ISB)
10-11	Knowledge		Case Study – Infosys
	Application	* KA at individual Level	J P Morgan Chase
	Ch 6	* KA at group & organizational level
11 - 12	Role of organization		Discussion
	Culture in KM	* Culture at foundation of KM
	Ch 7	* Cultural Transformation
		* Organizational Maturity Model
13 - 14	KM Tools	* KM Capture tools	Case Study – Toyota (from ISB)
	Ch 8	* KM Sharing tools
15 - 16	KM Metrics	* KM Audit	Discussion
	Ch 9	* KM Metrics definition
17 - 18	KM Implementation	* KM roles & responsibilities	- FAO The elephant dances - Arvind Mills: ERP implementation - ITS Where did he go wrong - case study
	Ch 10	* KM Ethics
19 - 20	Future of KM	* Political Issues
	Ch 11	* Future Challenges
		* Research issues

5. Evaluation

End term – 40%

Major Assignment – 30% (Please see guidelines document for major assignment for details)

(i) Vision, Mission, business strategy
(ii) To define KM strategy (KM model which includes KM process architecture, business requirements, KM Cycle, Meta Data, KPIs for design and roll out of KM strategy based on (i), Balanced Score Card or CLASS (from Subroto Bagchi’s book)

(iii) To define approach for implementation (training, change management, monitoring and control, rewards and recognition scheme, ROI for your approach)

Class Participation – 10%

Quiz 1 – 10%

Quiz 2 – 10%

6. Academic Integrity

All decisions related to integrity issues will be decided as per the manual of policy.

Created By: Debasis Mohanty on 02/22/2016 at 10:48 AM
Category: BM-II 2015-17 T-V Doctype: Document