ORIENTATION OF MMTC TOWARDS KNOWLEDGE MANAGEMENT PRACTICES

1|P a ge

TABLE OF CONTENTS

EXECUTIVE SUMMARY 04

ACKNOWLEDGEMENT05

INTRODUCTION 07

LITERATURE REVIEW.26

CASE STUDY ON NTPC..35

METHODOLOGY46

DATA ANALYSIS.48

LIMITATIONS91

RECOMMENDATIONS92

CONCLUSIONS..101 2|P a ge

ANNEXURES 103

REFERENCES113

INTRODUCTION

Today the post-industrial society is on the brink of change. There is a shift towards knowledge economy. It is being referred to as the industrial revolution of information by James Cortada of IBM Knowledge is emerging as a powerful economic resource and the source of competitiveness for a firm, an industry and even a country. While other sources of competitiveness is easily duplicated, human capital and the knowledge embedded in the people, and therefore in the organisation can be a focus area for sustainable competitiveness. The Importance of knowledge is well recognized by the Government of India. The Planning Commission of the Government of India produced a report in 2001 on India as a Knowledge Superpower which focused on IT and biotechnology, followed by a visionary paper titled India Vision 2020 in 2002. Erstwhile President of India, Dr. A. P. J. Abdul Kalams 2002 strategy India 2020: A Vision for the New Millennium also stressed on the importance of knowledge and ways to facilitate Indias transition to emerging as a knowledge economy. With this view, Prime Minister Manmohan Singh set up a knowledge commission in 2005 with the vision to develop India into a knowledge-leveraging 21st century society. For the purpose of the project, we define knowledge as a whole set of intuition, reasoning, insights, experiences related to products, technology, processes, customers, markets, competition etc so as to enable effective action. To undertake the research, a distinction has been made between the different yet inter-related concepts of data, information and Knowledge. While data is defined as a set of discrete, objective facts about events, interpretation and presentation of this data in a form which aids decision making and operations is termed information. In this context, Knowledge is defined as processed information embedded in routines and processes enabling action. Thus, Knowledge, by its definition, appears to reside within individuals as it is the people who can interpret and internalize knowledge .However, issues critical to companies today is
3|P a ge

concerned with the definition of Knowledge in context of organizations. Large volume of literature has emerged since 1990 from diverse fields of information science, Human resource Management and sociology etc. Terms of Organisational Knowledge and Knowledge Management also differs strongly across the vast literature on this subject. For maintaining homogeneity throughout the research, we define knowledge management as a systematic, organised and ongoing process of creating, disseminating, applying, renewing and updating the knowledge for achieving organizational objectives. Thus, we study Knowledge Management as a comprehensive concept consisting of three dimensions, namely process, Technology and most significant to this research, the people aspect.

PROFILE OF MMTC

MMTC today stands as the largest International trading company of India with a gross turnover exceeding 5 billion US $. MMTCs diverse trade activities include Third Country Trade, Joint Ventures, and Link deals. Its progressive trade activities utilize all modern day tools of international trading. Today MMTC claims a vast global trade network spanning almost all countries in Asia, Europe, Africa, Australia and America. MMTC has emerged as a true global player with its wholly owned international subsidiary in Singapore. BUSINESS OF MMTC It is engaged in the trading of minerals, metals, fertilizers, agriculture products, coal and hydrocarbon products, jewelry and other commodities. The company primarily operates primarily in the Indian subcontinent with its corporate office in New Delhi and 13 regional offices. The locations of the 13 regional offices include: East Zone : West Zone : Kolkata, Bhubaneswar Mumbai, Goa, Ahmadabad

North Zone : South Zone :

Delhi, Jhandewalan (Delhi), Jaipur Bangalore, Bellary, Chennai, Hyderabad, Vizag

Its wholly owned foreign subsidiary in Singapore is called MMTC Transnational Pt. Limited (MTPL)
4|P a ge

MMTC has to its merit, a series of achievements comprising of: It is the first Public Sector Enterprise (PSE) to be accorded status of Five Star Export House by Government of India (GOI) to mark its long-standing contribution towards Indian Exports. MMTC stands as the largest non-oil importer of India. MMTC is a leading exporter of minerals from India. MMTC has won the top export award from Chemicals and Allied Products Export Promotion Council (CAPEXIL) as the exporter of minerals from India for seventeen years consistently. It is a leading fertilizer marketing company of India. MMTC is the single largest importer of gold and silver and largest bullion trader in the Indian subcontinent It is the biggest importer of non-ferrous metals and industrial raw materials to India.

The growing interest of MMTC has spread to exports of commodities such as agro-products of rice, wheat, pulses, sugar, processed foods; plantation products like tea, coffee, jute etc and mulberry silk and textiles etc. Through joint ventures, MMTC is continuously entering lucrative business opportunities. A Bureau of Indian Standards (BIS) market survey of gold jewelry conducted in 2006 in 16 major cities found that 147 or 90.7 per cent of the 162 samples tested turned out to be short of the declared purity. Gold accounts for as much as 60 per cent of MMTC's turnover of Rs 45,100 crore during 2009- 10. To maintain purity of its gold, the public sector firm has roped in leading Swiss precious metals refiner Products Artistique de Metaux Precieux (PAMP) to set up a Rs 200- crore gold and silver refinery at Sona near Gurgaon. The company expects its turnover to exceed Rs 50,000 crore during 2010- 11 and the share of gold is expected to go up further with the new plans that are underway. Corporate Mission As the largest trading company of India and a major trading company of Asia, MMTC aims at improving its position further by achieving sustainable and viable growth rate through excellence in all its activities, generating optimum profits through total satisfaction of shareholders, customers, suppliers, employees and society. Corporate Objective To be a leading International Trading House in India operating in the competitive global trading environment, with focus on "bulk" as core competency and to improve returns on capital employed.

5|P a ge

To retain the position of single largest trader in the country for product lines like minerals, metals and precious metals. To promote development of trade-related infrastructure. To provide support services to the medium and small scale sectors. To render high quality of service to all categories of customers with professionalism and efficiency. To streamline system within the company for settlement of commercial disputes. To upgrade employee skills for achieving higher productivity.

Corporate Citizenship Contributing to the welfare of communities in which it operates is a natural element of MMTCs activities. MMTC continues its unstinted efforts to efforts clean environment and scientific development of mines as also support the government relief measures in natural calamities. The company and its employees have lived up to the responsibilities as Corporate Citizens and have playing their role in the times of crisis in the country.

ORGANISATION STRUCTURE IN MMTC

6|P a ge

HUMAN RESOURCES AT MMTC

The philosophy towards HR at MMTC is to ensure continuous development of human resource for fast changing global business utilizing individual freedom and flexibility. At MMTC, there is an increased recognition of employees as critical and indispensable assets of the organisation. Its HR policies are, therefore, designed in tandem with this organisational belief.

Significant HR policies of MMTC comprises of: Align Recruitment Process with needs of employees Recruitment in MMTC is now undertaken across the country where students are selected from reputed institutes keeping in view the specific requirements of the job and the region. This has reduced attrition as earlier students taken from Delhi would be placed in the regional offices of MMTC. MMTC also engages its new employees in a detailed induction programme where they are given the opportunity to interact with the CMD and directors of the company. Provide job enrichment opportunities to all employees Opportunities of job rotation are offered to employees to constantly motivate them. It also enables employees to gain knowledge and operational skills in different areas of company's operations. This exercise also prepares employees for managing higher positions more competently. To further enable job enrichment, incentives are considered for better performers in form of merit based promotions. Continuous training programmes are offered
7|P a ge

MMTC emphasises on technical as well as behavioural and self development training for its employees. This is done both in house seminars and training workshops organized by external agencies and institutions. Training programmes of ERP, IT and computer literacy is given due importance since MMTC was the first public enterprise realise the importance and potential of online trading. In 2009, over 400 employees of MMTC underwent training on ERP and computer literacy. Specialized management development programmes are arranged within India and outside India for higher management positions.LME training, hedging in metals, global bullion pricing, third country trading, offshore trading, and counter-trade mechanism are examples of such specialized trainings. General management training programmes for all categories of managers are periodically organized through reputed institutions like IIM, ASCI, IIFT, and MDI etc. Training programmes in MMTC has recently been decentralized and are conducted by their own experienced senior employees Periodical training programmes are also organized for the development of SC/ST/OBC employees and women employees. Examples of recently organized training programmes in year 2009 include: 1. 2 day training programme on Leadership and Motivation for Managerial levels. 2. 2 day in house training programme on Manage Self, Manage Life for enhanced Product 3. Training programme directed specially towards women are regularly organized by WIPS (Forum of Women In Public Sector) Focus on non-monetary incentives In MMTC, HR policies are fashioned with increased focus on job satisfaction, diverse learning opportunities and wider exposure to ever-changing global business environment. Welfare and social activities of MMTC MMTC's social and welfare activities promote welfare of the employees through various schemes such as sports activities, liberal loan facilities like house building advance,

8|P a ge

conveyance loan, house hold loan, marriage advance, etc. MMTC also takes care of employees' families through merit scholarship, tuition fee reimbursement, etc. Human resource development plays a significant role in MMTC. It, therefore, is a continuous exercise compatible with the change in business patterns and technological innovations in an era of diversification and search for new business opportunities.

HUMAN RESOURCE DEPARTMENT IN MMTC HR in MMTC is pursued through two separate yet interlinked departments of HRD (Human Resource Development) and P&A (Personnel and Administration). Human Resource Development (HRD ) Department The HRD department is concerned primarily with training and development opportunities for employees. It undertakes a wide variety of developmental and CSR activities on behalf of MMTC. Since human resources function is centralized in MMTC, the corporate office undertakes this task for the entire organisation, catering to training requirements of employees in all 13 regional offices also.

9|P a ge

Personnel Department The Personnel department of MMTC deals with Personnel affairs of recruitment, selection , promotion .It also entails tasks related to Corporate Social Responsibility (CSR) and Industrial Relations (IR) Administration Department One of the largest departments of MMTC, it handles a large number of activities and also includes an estate division .The responsibility allotted to estate division is to manage the large number of offices maintained by MMTC. MMTC rents most of its field offices and some of regional offices whereas its corporate office and a few regional offices are on plots owned by MMTC.

FIG : Functions of the three HR departments

10 | P a g e

SCOPE OF PROJECT The project was conducted as an exploratory research to identify existing need of Knowledge Management (KM) practices in MMTC. It explored the facets of work culture which can facilitate a culture for learning and information sharing in MMTC. The project would enable the organisation to gauge whether there are existing practices of Knowledge creation and how its usage can be formalized. Moreover, Knowledge Management practices can prove to be a huge investment (in terms of expenditure and time) for an organisation. Before further implementation of ERP, Intranet portal etc, the organisation can utilize the analysis of the project to ensure an organizational culture conducive for these practices. The usage of the project can be connected to regular HR practices such as recruitment also. MMTC is on the brink of facing a major loss of supervisory and managerial level employees due to superannuation. The wealth of knowledge taken away with them should be harnessed so that new employees would not have to reinvent the wheel. The project, through its focus towards Knowledge Management practices, would also explore this concern of HR department and of the organisation, as a whole.

11 | P a g e

Under the guidance of the industry mentor, three key areas have been further identified: Motivation (individual level)), Team building and information sharing (group and department level) and leadership &work culture (organizational level). The analysis of the project and thereby the recommendations would fit into the scope of this framework. As part of benchmarking efforts, an analysis of established KM practices of a navratna PSU , NTPC was undertaken through interviews and secondary research. This intended to broaden the horizon of the project as it entails a blueprint for successful implementation of Knowledge Management practices in diverse government owned corporations.

OBJECTIVE OF PROJECT

1. To study the present Knowledge creating and sharing practices in MMTC 2. To explore and understand the work culture within which Knowledge Management processes would be implemented in MMTC 3. To identify the strengths, shortcomings and opportunities of Knowledge Management practices for MMTC 4. To suggest measures to leverage Knowledge Management practices in MMTC and to secure support of employees towards these practices.

12 | P a g e

CHAPTER 2: LITERATURE REVIEW

This chapter is devoted to review of the vast literature on the fields of Knowledge Management and Learning Organisation.

LITERATURE REVIEW ON KNOWLEDGE MANAGEMENT

Knowledge has been practised and perceived in unique forms over the ages. Japanese philosophers proposed the concept of ba (place) which denotes a shared space where knowledge is created through ones own experience or understanding of others experiences. Ancient Indians considered knowledge as a path towards fulfilment of life, called Gyana Marga . Western philosophy has witnessed several movements which focus on scientific truth as basis of knowledge such as empiricism and rationalism. Thus, there appears to be an east-west dichotomy with western philosophy focusing on explicit knowledge with its aim towards short term gains through its management, Eastern philosophy tends towards tacit knowledge with its focus on creation of knowledge for long term sustainability through creation of knowledge cultures. The best manner to classify knowledge is a matter of contention, however, most of the detailed and significant classifications based on a combination of knowledge accessibility (i.e. where is the knowledge stored or located and in what form) and knowledge transformation (i.e. the flow of knowledge from one place to another and from one form to another). Knowledge gains its value when applied for social or commercial benefit. Thus, Knowledge Management encompasses creation, sharing and utilisation of knowledge whether at individual, group(or team) and organisational level. Knowledge has primarily been distinguished in two forms, namely : Tacit /Explicit Knowledge Individual /collective knowledge

13 | P a g e

Tacit knowledge is highly personal and difficult to formalise and even share with others. Subjective insights, individuals action and experience as well as the ideals and values are some examples of tacit form of knowledge. On the other hand, explicit knowledge is codified, impersonal and easy to communicate in an organisation. Rules, documents and manuals are certain manifestations of explicit knowledge. These classifications form the framework of the Knowledge spiral suggested by Nonaka and Takeuchi, popularly denoted as the SECI model. SECI model suggests four modes of knowledge conversion, namely Socialisation, Externalisation , Combination and Internalisation.

Sharing of tacit knowledge from individual to the group and then to the organisation level is called Socialisation. In Socialisation, individuals new to a particular context learn from their more experienced peers who share their learning and experience. This sharing could be explicit such as sharing of documents and could also be implicit, such as learning by observation. Externalisation focuses on conversion of tacit knowledge to explicit knowledge . The conversion occurs when the knowledge providers knowledge is understood by the knowledge user through metaphors , analogies and by relating it to ones own experiences. Combination is the process of knowledge sharing of explicit knowledge within organisations. It involves systematising and combining explicit knowledge through meetings, documents , telephonic conversations or computer networks. Internalisation is conversion of explicit knowledge available into tacit knowledge . This process is closely linked to the concept of organisational learning, in which individual learning is converted into the organisational Learning and memory. Thus, knowledge available through documentation, manuals and oral lessons register in the minds of the individual members. It not
14 | P a g e

only includes a process of learning-by-doing, but also sharing of experience and learning from others experiences. It is often difficult to uniquely distinguish between explicit and tacit knowledge . Nonaka and Takeuchi iterate that organisational knowledge creation is a continuous and dynamic interaction between tacit and explicit knowledge. The most imperative amongst the continuous interaction is the process of conversion of tacit into explicit knowledge. Tacit knowledge resides in an individual and cannot be converted into organisational knowledge without initiatives of the individual. Thus, experience-sharing, discussions, dialogue and peer observation can often disseminate individual knowledge, and thus create organisational knowledge. This is considered to be the objectivist perspective towards knowledge management with its focus on conversion of tacit into explicit knowledge instead of sharing of tacit knowledge.

Spender (1996) expands the Nonaka-Takeuchi idea of knowledge grid to speak of four generic knowledge types. INDIVIDUAL EXPLICIT TACIT Conscious Automatic SOCIAL Objectified Collective

Objectified Knowledge refers to documented system of rules, operating procedures or formalised organisational routines. Collective knowledge is knowledge possessed by a group but not codified . Example of Collective knowledge includes unwritten ,informal organisational rules and routine ways of working. In objectivist perspective towards knowledge management, focus lies on technology and its utilisation for organisation and codification of knowledge. Thus, following objectivist perspective towards knowledge management generally involves creation of intranet and implementation of decision making tools and groupware. Hislop terms the other perspective as the practice based perspective on knowledge. In this perspective, knowledge is embedded in practice and embodied in people. Tacit and explicit knowledge are considered to be inseparable and indistinguishable such as a textbook may appear to be a form of explicit knowledge but with tacit dimensions. Understanding of the language in

15 | P a g e

which textbook written and understanding of those aspects not explicitly written are some of the tacit dimensions. In practice based perspective, emphasis lies on social interaction. Thus, it involves development of knowledge sharing culture and providing forums which encourage knowledge sharing such as formalised mentoring system and communities of practice. Nonaka, Toyama and Konno (2002) provide a framework for firm-level model of knowledge creation. The framework includes process of knowledge creation as the SECI process (Socialisation, Externalisation, Combination and Internalisation) , ba or the shared context and space for knowledge creation and finally the knowledge assets which include the inputs, outputs and moderators of knowledge creating processes. They also discuss the significant role of leadership for creation and implementation of the knowledge vision of the company.

Shukla and Srinivasan (2002) identify three primary decisions involved in design of a knowledge management framework . 1. KNOWLEDGE ARCHITECTURE It consists of the process of knowledge mapping , which involves decisions regarding what knowledge objects are required for business and where these assets are located. It involves determination of the target groups and ways of creation of databases . Thus, the decision is concerned with what knowledge is required for the business. 2. KNOWLEDGE SYSTEMS AND TECHNOLOGY The decisions about systems comprises of implementation structures and systems for dissemination and knowledge usage. It involves decisions regarding virtual organisation, formation of positions such as CKO and type of intranet or groupware to be implemented. Thus, the decision is concerned with the required IT infrastructure. 3. PEOPLE ISSUES It involves decisions of motivation of people to participate in the knowledge management programs and creation of knowledge sharing culture through recognition and awards and alignment with performance appraisal and compensation processes. Thus, the decision is concerned with creation of awareness and evangelising the KM program. Thus, knowledge management architecture is defined in terms of three dimensions as described in the figure below:

16 | P a g e

KNOWLEDGE MANAGEMENT AND HUMAN RESOURCES STRATEGY In almost all jobs, management has realised an increased focus on soft and behavioural skills over technical skills. Behavioural skills are generally tacit in nature as they are engaged from personal experiences and social interaction. Thus, behavioural skills need to be internalised. Importance of tacit knowledge in almost all jobs has resulted in increased participation and importance of human resources to select the right person for the right job. Knowledge by its nature resides in individuals and therefore, the critical challenge of knowledge management involves persuading people to share knowledge. Only once the knowledge within individuals is unlocked, storing and institutionalising it using technology is possible. In a knowledge economy, knowledge workers themselves become the key resource and assets, instead of costs. In such a social condition, it is critical to understand IT as an enabler and messenger and not as the message or goal of knowledge management. Organisations often introduce complex intranet, data mining and warehouses to disseminate explicit knowledge .However, technology cannot replace people and their respective social interactions as a source of knowledge creation and dissemination. IT is largely limited when dealing with tacit knowledge and performs sound routine tasks. However, technology fails to cater to the mindsets of employees and to their judgement and experience. For knowledge management to cater to the strategic vision of the
17 | P a g e

organisation, the knowledge management architecture needs to be aligned with the people and the organisational culture and attitudes . Such a knowledge management system would prove to be a unique, difficult-to imitate competitive advantage. HR is put at the front mantle in the knowledge economy as Smith and Kelly iterate that future strategic advantage will rest with organisations that attract, develop and retain the brightest human talent in the marketplace. It is essential to introduce a knowledge management program which is closely aligned with knowledge management strategy adopted by the organisation. The knowledge strategy of a firm must in turn be closely linked to the business strategy and both the business and knowledge strategy together will have implications on the human resources strategy of the organisation. One of the most popular frameworks differentiate between two broad types of knowledge strategies namely, Codification and Personalisation .Codification strategy is primarily centred around creation of repositories for storage and easy use and retrieval of codified knowledge . Personalisation strategy on the other hand, is concerned with improving face to- face knowledge sharing with its focus on tacit knowledge possessed by different workers. The framework given by Hansen et al. Also iterates that different HRM strategies are required to fir with the two separate knowledge strategies. The following table explains two knowledge strategies KNOWLEDGE STRATEGY Business Knowledge Link CODIFICATION PERSONALISATION

Competitive advantage Competitive advantage through knowledge re-use through knowledge creation and dissemination

Relevant processes

knowledge Transferring knowledge Improving social processes from people to documents to facilitate sharing of tacit knowledge between people Motivate people to codify their knowledge Training should emphasise development of IT skills Motivate people to share their knowledge with others Training should emphasise the development of inter-

HRM Implications

18 | P a g e

Give rewards codifying knowledge

for

personal skills Give rewards for sharing knowledge with others

Table: From Hansen Et al. In Donald Hislop Pg 125

While there is unanimity amongst scholars regarding the importance of organisational culture in shaping employee attitudes towards knowledge sharing, there is varying opinions regarding whether an appropriate knowledge culture can be created at organisation level. Organisational culture, in context of the project, is defined as the collection of relatively uniform and enduring values , beliefs, customs, traditions and practices that are shared by an organisations members. (Huczynski and Buchanan, 2001)

COMMUNITIES OF PRACTICE (COP)

Within the vast literature on Knowledge Management, the concept of communities of practice has been very popular. Hislop defines Communities of Practice as informal groups of people who have some work related activity in common and as a consequence, have some common knowledge, a sense of community identity and an element of overlapping values. He cites the example of an informal IT group developed out of the social interaction that occurs as a natural part of work activities. However, these groups do not form a part of the formal organisation structure. Such informal groups are largely self-managed, non-hierarchical and voluntary in nature. The concept of Communities of Practice is based on two significant premises, which include: Such communities are based on learning-while-working/on the job learning. The work activities generally require interaction and coordination which allows these communities to form and thrive.

Communities of Practice are highly dynamic in nature with new members joining and old members leaving the community . The knowledge and processes of CoP also keeps changing and evolving. Learning and knowledge practices are therefore inherent in CoP and this concept is

19 | P a g e

found extensively in Organisational Learning literature. Apprenticeship and Learning-on-the-job is the way in which new members become socialised into the community. CoP provides a large number of benefits to the organisation. It enhances organisational knowledge processes by tapping organisational creativity and facilitating knowledge sharing within the community. An important debate within this concept arises out of the idea of managing Communities of Practice. Since CoP are largely self-managed and autonomous , there is a sense of conflict in explicitly managing CoP. Formalising such communities may result in rigid structures which hampers the innovation, creativity and free sharing of knowledge occurring in CoP. Suggestions for managing informal communities are based on the premise of reinforcing best attributes of CoP. This involves the following aspects: All knowledge need not be objectified as it takes away the significance of tacit knowledge which requires social interaction for sharing. Peer-based learning should be encouraged instead of classroom learning structures as it reinforces the free flow of knowledge which is characteristic of informal communities. CoP generally takes a long time to develop and its continuity must be ensured by its members and supported by others in the organisation. It takes a long period to develop a sense of identity and a common body of knowledge and learning. Mc Dermott suggests existing communities of Practice must be given adequate support in terms of allowing them autonomy to function and space and organisational processes which enable social interaction.

Although Communities of Practice facilitate knowledge sharing processes and are generally discussed in a positive light, there can also be disadvantages of initiating CoP for knowledge processes. Power conflict is a critical problem identified with CoP since there is unequal distribution of power with existing members possessing more knowledge than the new members. While newcomers may join with a peripheral participation, their increased participation would depend upon replacement of existing, experienced members. Organisational processes often inhibit the spirit of knowledge sharing within informal groups. In CoP, the emphasis may be on cooperation and collaboration; however processes of promotion, increment for same roles and work activities may result in competition. The concept of communities of Practice lays emphasis on a sense of shared identity within the group. However, if the sense of community becomes too strong, it may lead to a feeling of
20 | P a g e

exclusion amongst those not part of the group. Communities of Practice should develop a sense of shared identity but it should not lead them to dismissing others knowledge and becoming blinkered and with narrow focus.

BENEFITS OF ADOPTING KNOWLEDGE MANAGEMENT PROCESSES Management of Organisational Knowledge can provide competitive advantage to organisations. It can benefit organisations as : Embedding Knowledge in all the offerings of the organisation Enhancing the efficiency of processes, even the non-strategic ones Implementing a new strategy or more efficiently applying existing strategies Storing and sharing the knowledge which is at threat of loss due to attrition, superannuation or lack of knowledge and learning processes.

KNOWLEDGE MANAGEMENT IN INDIA World Bank (2004) emphasises that it is the opportune time for India to emerge as a knowledge economy. India has adequate scope to exploit the global knowledge revolution spurred by recent technological advances. The knowledge revolution can show India the path towards eradication of poverty as well as increased productivity of agriculture, industry and services. To enable the transition into a knowledge economy, India needs to focus on more skilled and educated workers and identify and implement efficient innovation system. Planning Commission Task Force (2001) recognises knowledge protection for a knowledge society as an important component of accelerated growth . Protection of knowledge is recommended through strengthened IPRs. This forms a part of the strategy leading to transformation of India into a knowledge superpower. Mukherji (2005) has studied the challenges faced by Indias leading software firm while establishing an enterprise wide Knowledge Management System . The firm had primarily introduced a codification Knowledge Strategy without giving due importance to the need of person-to person interaction in the firm. Firms which are able to strike a balance between the two strategies instead of choosing one over the other are able to successfully implement knowledge management systems in the company. In India, knowledge management continues to be considered a technology oriented strategy, instead of a human resources strategy. The organisational culture towards knowledge management is found lacking by Pillania (2006). Knowledge Management is still considered to
21 | P a g e

be a task of few designated ones and no requirement of knowledge sharing is felt. Communities of Practices are found rarely in Indian companies except of in software companies. Embedding knowledge sharing practices in HRM practices of appraisal and rewards and recognition/Pay systems .

The Literature Review highlights the following points : 1. The importance of emerging as a knowledge economy and using Knowledge as a competitive advantage is accepted by all nations, industries and firms. As pointed out by Peter Drucker, Knowledge and human capital are emerging as critical resources . 2. The literature produced on Knowledge Management is vast especially during early 21st century. However, the perspectives on Knowledge Management focuses on key decisions of deciding with whom to share ; deciding what to share ; deciding how to share and finally, deciding to share 3. There exists unanimity in the significance of Knowledge Management, yet there is critical differences in opinions with regard to conceptual framework and implementation of knowledge management in firms. 4. Research work done on knowledge management in India is limited . Moreover, knowledge management is still considered to be the task of few designated people. Knowledge sharing culture is under nourished in most firms, barring a few.

22 | P a g e

METHODOLOGY DATA SOURCES The research used both secondary as well as primary data. An extensive literature review was undertaken to frame the questionnaire on knowledge management for the primary data collection. The focus of the study was on primary data gathered through regular interaction with MMTC employees. The research approach is outlined as follows: Design: The design of the study undertaken is exploratory and descriptive in nature. The factors influencing employees orientation towards knowledge management and learning practices are extremely varied and subject to individual perception. To ensure reliable and valid representation of all relevant variables, it was essential for an exploratory research to be carried out. Sample: The sample consists of MMTC employees as the research primarily deals with the work culture specific to MMTC. Based on convenience sampling, employees of diverse departments and designations were included. However, the sample is restricted to employees at the managerial level only. The effective sample size is around 50 employees. Research Instrument: There are various tools of data collection that could be utilised while collecting data from the respondents. One such tool which is commonly used when sample size is large is a Questionnaire .Following are the points that were taken into consideration while designing the questionnaire(Questionnaire attached in Appendix 1): Length of the Questionnaire: The questionnaire was restricted to only 20 essential questions so as to avoid a lengthy questionnaire. Lengthy questionnaire can negatively impact the response rates as well as the reliability of responses given. While several questions were included to gauge the knowledge sharing practices and Knowledge resources available in MMTC, 10 questions were used for the purpose of factor analysis. Questions: Repetitive questions were avoided in the questionnaire so that the respondent enjoys filling the questionnaire without getting aggravated. The questions were framed such as to ensure representation of all important factors. A few questions were framed in a negative manner so as to secure unbiased response. Scale of the Questionnaire: A Likert scale was used for the questionnaire inclusive of a neutral/dont know stand. A five point scale was used for ease of

23 | P a g e

usage for respondents, consequently securing better and more accurate responses from them. Structure of the Questionnaire: The questionnaire used in the study was structured in a manner that it reflects a logical train of thought as if it is a logical conversation. Maintaining a proper order of questions so as to avoid the error of Habituation was another critical consideration while design of the questionnaire. To ensure accurate answers from the respondents, the questions pertaining to a particular factor are not asked in a series. The third important feature that was considered during the formulation of questions is avoidance of multiple concepts in a single question. Avoidance of Errors: While the questionnaire was designed, full attention was given to avoid all possible errors. There are two types of errors that could arise while constructing a questionnaire: o Errors of Commission, where the questions involved are worded poorly so that they are unclear and ambiguous. o Errors of Omission, where in some questions representing a factor are left out and hence omitted from the study.

Since the learning organisation assessment tool is standardised, no further changes were made in the seven point Likert scale questionnaire.

Data Analysis: The data analysis tool used in the study undertaken is Factor Analysis, through which we are trying to identify the factors which are most significant for a knowledge creating and sharing organisation. However, the project topic being subjective, interviews were conducted with many employees to gain a better understanding of the subject.

24 | P a g e

CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

DESCRIPTION OF FACTORS

The literature review discusses the differing perspectives on the link between implementation of knowledge management and organisational culture. While it is generally agreed that organisational culture can determine the success of a firms knowledge management program, whether a knowledge intensive culture can be created generates debate. While on one hand, scholars believe knowledge intensive culture can be created, others feel that knowledge management program should fit into the existing organisational culture. Erstwhile knowledge management programs would emphasise solely on creation and improvement of IT, yet today organisations all around the world understand that user uptake determines success of any and all IT infrastructure. It is important to secure the support of its employees towards knowledge management practices undertaken by organisations. The questionnaire administered on a sample of 50 employees of MMTC attempts to study the orientation of its employees towards knowledge creation, dissemination and utilisation processes. It also shows the feasibility of implementation of knowledge management system in MMTC by identifying the existing knowledge resources in MMTC. Identification of factors which have an impact on employee orientation towards knowledge management practices was performed after a detailed literature review and discussions with employees. Existing knowledge resources such as the intranet and library were explored and studied to gain further information. The results of the initial research resulted in identification of 10 factors, of which few were found to be repetitive and redundant. The final questionnaire was prepared on 7 broad factors, consisting to 3-5 questions under each factor.

25 | P a g e

The Factors captured in the initial research includes: 1. 2. 3. 4. 5. 6. 7. awareness of need to manage knowledge personal motivation towards knowledge management practices role of leadership in evangelizing knowledge management practices employee empowerment and development organisational culture and focus on teamwork effectiveness of knowledge transfer practices link of knowledge management with human resources management

8. EXISTING KNOWLEDGE RESOURCES The knowledge resources which exist in the organisation do not directly impact the orientation of employees towards knowledge management. However, knowledge resources form the framework within which organisation can establish the knowledge management program. In MMTC, knowledge is accessible through resources such as: Through paper documents Through extensive library materials Through emails , notices, detailed minutes of Meeting (MOM) Through MMTC intranet

While the above mentioned resources represent knowledge assets in the organisation, these resources do not alone result in implementation of knowledge management in an organisation. Knowledge Management in an organisation requires certain knowledge activities being undertaken. Processes of knowledge creation, generation and dissemination consist of knowledge intensive practices inclusive of: Implementation of ERP system - ERP often forms the backbone of a knowledge management system in which a knowledge management portal is included in the intranet. The intranet can be used for purpose of collaboration tools such as discussion rooms, tele and video conferencing also. Knowledge Management portal, or the intranet portal enables

26 | P a g e

employees to read on multiple knowledge domains, besides their own technical areas. Benchmark/Audit of current knowledge Practices Companies often seek examples of established knowledge management systems in firms which lie in their own industry or in competitor firms. This often provides firms with a roadmap on which they can proceed. Benchmarking also entails identification and examination of best practices which can be then aligned with company specific goals and strategy. Training /Awareness of Knowledge Management Practices- KM practices require widespread awareness and evangelization program before it can gain suitable acceptance. To cite an example, NTPC HRD division made extensive presentations in all its regional offices and conducted workshops to engage in knowledge domain identification. Separate presentations were made to top management to secure their support. Workshops on familiarity with technology and ERP were conducted for all employees in batches. Develop Knowledge and Learning Teams Learning Teams in the form of informal groups which come together for purpose of problem solving often result in knowledge sharing and new knowledge generation. Formation of informal groups , a way of sharing tacit knowledge from individual to collective , is often a common way of implementation of knowledge management initiative. Create Knowledge Database- A database with a list of identified employees and their key technical areas and knowledge expertise can lead to availability of information and knowledge at the right time and at the right place. Knowledge Database could also include articles and paper documents maintained and shared electronically. While collaboration and sharing becomes easier on one hand, there are less chances of data loss. In MMTC, a roadmap of knowledge activities needs to be designed and aligned with business strategy and objectives. ERP implementation has occurred in the year 2008 although the intranet is not utilized for knowledge sharing purposes.

27 | P a g e

DATA ANALYSIS

A part of the data generated has been used for factor analysis. To conduct factor analysis, the most significant question under each factor was identified and used. Some questions were not included due to repetition of same conclusions through them. FACTOR ANALYSIS Analysis Brief

Each Factor was closely examined and nine dimensions were identified to be pertinent to the analysis. These items were subjected to principal components analysis (PCA) using SPSS Version 14. Prior to performing PCA the suitability of data for factor analysis was assessed. Inspection of the correlation matrix revealed the presence of coefficients of .3 and above in most cases, although some had negative correlations also. The Kaiser-Meyer-Oklin value was .711, exceeding the recommended value of .6 (Kaiser, 1970, 1974). The Bartletts Test of Sphericity (Bartlett, 1954) reached statistical significance, supporting the factorability of the correlation matrix. Principal components analysis revealed the presence of three components with eigenvalues exceeding 1 (other components not very important), explaining 69.2 per cent cumulative (38.96 per cent, 17.75 per cent and 12.62 per cent of the variance respectively). An inspection of the scree plot revealed a clear break after the third component. The simple structure on being identified were further analysed by using Cronbach Alpha test to determine if sample size was sufficient. On being found to be adequate (.731), the three components were used for interpretation and recommendation.

28 | P a g e

FACTORS CONSIDERED

The questionnaire included 3-4 questions under each of the eight factors considered. For factor analysis, the most significant components of each factor were considered. Assessment of knowledge resources in MMTC was performed to identify the existing knowledge assets .Thus, questions under this factor was excluded from factor analysis. The initial factor analysis was performed with 12 factors but 3 of the factors were removed due to complex structure as well as communalities falling below acceptable level of 0.4. Following are the nine factors utilised for factor analysis: Organising available knowledge resources in MMTC can reduce duplication of work

Innovation in daily routine tasks is not encouraged /practiced in your job

Knowledge Management practices should be initiated by each department head

Knowledge creation groups such as Learning teams(Informal self organizing groups that share knowledge and use it to solve problems together) is encouraged in MMTC

A formal Mentoring program so that juniors can gain knowledge from their senior employees should be implemented in MMTC

MMTC possesses a participative work culture where employees of different departments interact and formally share their expertise and knowledge.

29 | P a g e

New practices related to the field of knowledge management cannot be implemented without support of top/senior management

Organising and sharing Knowledge should form a formal part of your daily work Sharing of expertise and knowledge with peers is recognized and rewarded in MMTC

RELIABILITY ANALYSIS TWO TAILED T-TEST

To ensure the reliability of the data considered, a two tailed T-Test was conducted on all 40 responses. The t-test reflects whether the factor was able to map the perception of the respondent such that he /she could agree or disagree clearly. Thus, the top and the bottom quartiles are considered to check if there is significant difference between them. Two-tailed T-test was applied to all the nine factors considered for factor analysis. Each of the nine factors was rejected at the 0.05 significance level. This reflects that there is significant difference between those who agree and disagree. Thus, the respondents to the questions could clearly agree/disagree without having to take a neutral/cant say stand. Further reliability analysis was done through calculation of Cronbach Alpha.

RELIABILITY ANALYSIS THROUGH SPSS

Item Statistics Mean available 1.61 3.02 1.91 2.18 1.64 2.11 Standard Deviation .841 .976 .960 .896 .613 .945 N 44 44 44 44 44 44
30 | P a g e

Organising knowledge Innovation practised Initiated by department head Learning Teams Mentoring Participative work

culture Top management 1.57 support Knowledge sharing 1.82 Reward 1.64

.545 .724 .917

44 44 44

Item-Total Statistics Squared Multiple Correlation organising knowledge available .323 Cronbach's Alpha if Item Deleted .724

innovation practiced

.272

.789 .681

initiated by department .465 head learning teams Mentoring participative culture top support .646 .477 work .647

.660 .698 .642

management .549

.717

knowledge sharing Reward

.580 .391

.698 .718

31 | P a g e

Scale: ALL VARIABLES

Reliability Statistics Cronbach's Alpha Based on Standardized N Items Items .746 9

Cronbach's Alpha .731

of

Scale Statistics Std. Variance Deviation 18.023 4.245 N Items 9 of

Mean 17.50

Thus, as Cronbach Alpha is more than 0.7 i.e. 0.731, we accept the sample size as adequate for further analysis.

32 | P a g e

FACTOR ANALYSIS

Factor Analysis is defined as a method in which a set of variables are represented as function of a small number of latent variables called Factors. Based upon the results of factor analysis, variables are grouped into factors, and these factors can be used for further analysis. This method is primarily used to reduce the number of variables. Since the classification of variables into independent and dependent is not possible, hence factor analysis is used which analyzes interdependent variables. The data used is metric in nature and this method helps in data reduction Factor analysis was conducted on the variables based on seven factors including need for awareness of knowledge, leadership role, employee empowerment, link between HRM and Knowledge Management, effectiveness of knowledge transfer processes, organisational culture and focus on teamwork and personal motivation and willingness towards knowledge sharing . The Factor analysis was conducted using principal axis factoring with Varimax rotation as an extraction method. The results shown below are after 2 iterations to remove complex structures as well as communalities below 0.30and therefore out of 23 variables, 9 have been identified to have a significant impact.

Descriptive Statistics Std. Deviation .841 Analysis N 44

Mean organising knowledge available 1.61

innovation practised

3.02

.976

44

33 | P a g e

initiated by department 1.91 head learning teams Mentoring participative culture top support 2.18 1.64 work 2.11

.960

44

.896 .613 .945

44 44 44

management 1.57

.545

44

knowledge sharing Reward

1.82 1.64

.724 .917

44 44

KAISER-MEYER-OLKIN (KMO) TEST

The Factor analysis is started by finding out the sufficiency of the test. This is indicated by the Kaiser-Meyer-Olkin Measure of Sampling Adequacy. If the value of this measure is more than 0.5 then we can carry on the test assuming that the factor test is sufficient. Bartlett's test of sphericity indicates whether your correlation matrix is an identity matrix, which would indicate that your variables are unrelated. A very low value of significance (nearly equal to 0.05) indicates that there could be very significant relationships between the variables taken.

KMO and Bartlett's Test Kaiser-Meyer-Olkin Adequacy. Bartlett's Sphericity Test Measure of Sampling .711

of Approx. Chi-Square Df

141.019 36

34 | P a g e

KMO and Bartlett's Test Kaiser-Meyer-Olkin Adequacy. Bartlett's Sphericity Test Measure of Sampling .711

of Approx. Chi-Square Df Sig.

141.019 36 .000

As seen from the table, the value exceeds 0.5 (KMO). Thus, we can carry on with the test. In case of Bartletts test of sphericity, a low level of significance 0.000 does indicate the variables are highly correlated.

COMMUNALITIES

Communalities indicate the amount of variance in each variable accounted for. Initial communalities are estimates of the variance in each variable accounted for by all components or factors. For principal components analysis, this is always equal to 1.0 (for correlation analyses) or the variance of the variable (for covariance analyses). Extraction communalities are estimates of the variance in each variable accounted for by the factors (or components) in the factor solution. Extracted communalities provide estimates of variance in each variable accounted for by the respective factors (in this case extracted factors are 3 in number). High extracted communalities indicate that extracted components represent variable well.
35 | P a g e

Communalities Initial Q5_inov_not 1.000 Q6_practice 1.000 Q8_knl_group 1.000 Q12_frml_mn 1.000 t Q13_wrk_cult 1.000 Q15_sprt_snr 1.000 Q16_daily_wr 1.000 k Q20_peer_shr 1.000 Q2_knl_org 1.000 Extraction .550 .654 .727 .621 .800 .799 .840 .667 .578

TOTAL VARIANCE EXPLAINED

This table gives eigenvalues, variance explained, and cumulative variance explained for factor solution. For the initial solution, there are as many components or factors as there are variables. The Total column gives the amount of variance in the observed variables accounted for by each component or factor. The percentage of Variance column gives the percent of variance accounted for by each specific factor or component, relative to the total variance in all the variables. The

36 | P a g e

"Cumulative %" column gives the percent of variance accounted for by all factors or components up to and including the current one. Here component 1, 2 and 3explain a lot of variance and rest explain a small amount of variance. The Extraction Sums of Squared Loadings group gives information regarding the extracted factors or components

Total Variance Explained Initial Eigenvalues Extraction Sums of Squared Rotation Sums of Squared Loadings Loadings

% of Cumulative % of Cumulative % of Cumulative Component Total Variance % Total Variance % Total Variance % 1 2 3 4 5 6 7 8 9 3.506 38.961 1.594 17.715 1.136 12.620 .850 9.441 .680 7.558 .421 4.681 .377 4.185 .254 2.827 .181 2.012 38.961 56.676 69.296 78.737 86.294 90.975 95.161 97.988 100.000 Principal 3.506 38.961 1.594 17.715 1.136 12.620 38.961 56.676 69.296 2.372 26.358 2.180 24.227 1.684 18.711 26.358 50.585 69.296

Extraction Method: Component Analysis.

In the table above, there are only three components listed in the right-hand section (as compared with seven, when all factors considered). Simple structures were then identified and applied factor analysis again on them. The three components now explain 70 per cent of the variance.

Scree Plot

This plot is used to determine the factors that have to be retained in the final solution.
37 | P a g e

From the scree plot it is observed that component 1, 2 and 3 lie on the slope of the curve while the other components lie on the shallow portion of the curve. Hence they can be excluded.

ROTATED COMPONENT MATRIX

Rotated Component Matrixa Component 1 Q6_practice Q2_knl_org .790 .718 2 .170 .188 .178 3 .006 -.167 .442
38 | P a g e

Q8_knl_group .707

Q16_daily_wr .117 k Q15_sprt_snr .150 Q12_frml_mnt .437 Q20_peer_shr .104 Q5_inov_not -.387 Q13_wrk_cult .587

.895 .881 .651 .033 -.113 .265

.162 -.035 -.078 .809 .622 .620

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 4 iterations.

The rotated component matrix follows varimax method and it is an orthogonal rotation. The purpose of rotation is to achieve simple structure. A simple structure is one where factor loading is balanced and well detectable/defined. The Rotated Component Matrix is used to find out which variables qualify under the respective categories. The rule which is used is to check the loadings of the different variables under each component and variables that have a large loading for a particular component are taken into account.

Extraction Method: Principal Component Analysis

In Rotated Component Matrix, Three components were extracted. The loadings of each of the variables on the three factors that were selected in the rotated component matrix are clearly observed. The highest loading variables on each of the component can be used to identify the nature of the underlying latent variable represented by each component. In our case, the main loadings on Component 1 include
39 | P a g e

 Organising available knowledge resources in MMTC can reduce duplication of work KM practices should be initiated by each department head Knowledge creation groups such as Learning teams(Informal self organizing groups that share knowledge and use it to solve problems together) should be formed and encouraged in MMTC This component can be labeled as Organisation of knowledge and knowledge initiatives. It reflects the PROCESS aspect of knowledge management. The main Loadings on component 2 include A formal Mentoring program would benefit juniors to gain knowledge from their senior employees New practices related to the field of knowledge management cannot be implemented without support of top/senior management Organising and sharing Knowledge should form a formal part of your daily work

This component can be labeled as Leadership and social interaction. It represents the PEOPLE aspect of Knowledge management system. The main Loadings on component 3 include Innovation in daily routine tasks is encouraged /practiced in your job MMTC possesses a participative work culture where employees of different departments interact and formally share their expertise and knowledge. Rewards and recognition could motivate employees to willingly adopt Knowledge Management practices

This component can be labeled as organisational culture. This reflects the key components of the work CULTURE required to implement knowledge management system effectively.

DISCRIMINANT ANALYSIS

40 | P a g e

Discriminant analysis is a technique for classifying a set of observations into predefined classes. The predefined classes are the dependant variable while the individual responses are the independent variables. Discriminant Analysis is significant for a study which takes into account peoples perceptions. It can be considered to be a confirmatory factor analysis since the factors considered in factor analysis should be able to reclassify the responses correctly according to the dependant variable. In case of this analysis, the dependant variable was taken to be Designation with four designations being considered , namely Deputy Manager(denoted by group 1), Manager(group 2), Senior Manager (group 3)and Deputy General Manager(group 4). Discriminant Analysis is significant in this research as the perceptions of these four groups should differ considerably. Classification Statistics

Prior Probabilities for Groups Designatio n Prior 1 2 dim ensi 3 on0 4 Total .725 .150 .025 .100 1.000 Cases Used in Analysis Unweighte d 29 6 1 4 40

Weighted 29.000 6.000 1.000 4.000 40.000

All 40 responses were processed for discriminant analysis. There were unequal numbers of responses according to designations with group 1, Deputy Managers forming a majority of the respondents. Managers, Deputy General Managers and senior managers were fewer in number.

41 | P a g e

Classification Resultsa Designatio n Original Count 1 dim 2 ensi on2 3 4 % 1 dim 2 ensi on2 3 4 Predicted Group Membership 1 28 3 0 2 96.6 50.0 .0 50.0 2 0 2 0 0 .0 33.3 .0 .0 3 0 0 1 0 .0 .0 100.0 .0 4 1 1 0 2 3.4 16.7 .0 50.0 Total 29 6 1 4 100.0 100.0 100.0 100.0

a. 82.5% of original grouped cases correctly classified. 82.5% of the data was reclassified correctly on the basis of the independent variables. This reflects that the factors considered for factor analysis is able to map perceptions across the groups/designations successfully. Thus, based on the responses, the designations were correctly predicted in all cases except group2 (Manager Designation).

42 | P a g e

LIMITATIONS OF PROJECT

The research was conducted on a small sample size due to restriction of time and access. It was also limited to the corporate office of MMTC and could not be extended to the various regional offices located in other cities of India. The primary data collected for learning organisation assessment was for the purpose of a pilot study. Therefore, the sample responses were small in size, with only 30 respondents. Knowledge Management was an unfamiliar term for many of the employees thereby securing fewer uptakes in terms of responses to interviews and questionnaires. Due to paucity of time and interest, research was restricted only to the people issues involved in implementation of Knowledge Management. Issues related to technology infrastructure or processes related to KM were not given equal consideration in the primary research.

43 | P a g e

CHAPTER 5: RECOMMENDATIONS

RECOMMENDATIONS FOR DEVELOPING KNOWLEDGE MANAGEMENT SYSTEM

Two broad categories of knowledge management strategies have been identified by many authors, namely Codification and Personalisation. In the framework given by Hansen et al, Codification strategy is primarily centred on creation of repositories for storage and easy use and retrieval of codified knowledge. Personalisation strategy on the other hand, is concerned with improving face to- face knowledge sharing with its focus on tacit knowledge possessed by different workers. In words of Hislop, it is difficult to choose one of the two only. Generally companies seek a balance between the two strategies with choosing one main strategy and allowing the other to supplement the strategy. The recommendations include knowledge initiatives keeping the two strategies in view. Knowledge Management practices following the personalisation strategy is highlighted first, followed by knowledge transfer initiatives suitable for codification strategy. A roadmap is prepared for the same based on the codification based knowledge management processes introduced in NTPC.

KNOWLEDGE MANAGEMENT PERSONALISATION STRATEGY

INITIATIVES

ACCORDING

TO

FORMAL MENTORING PROGRAM PEER ASSIST PROGRAM COMPETENCY BUILDING THROUGH TRAINING The HRD division of MMTC invests heavily in both technical as well as behavioural training. To ensure knowledge sharing attitudes amongst employees, MMTC would need to further invest in organising training sessions on the following: Risk Taking and Entrepreneurship skills Team Building and group work Communication and social skills

44 | P a g e

COMPETENCY BUILDING THROUGH JOB ROTATION In MMTC, Job Rotation as an option is open to employees although it is infrequently availed of. To initiate further skill development within MMTC, Job rotation at an intradepartment level can be undertaken. In Human Resources department, employees can increase their career profile to include both human resources development (training cell) and Personnel functions. This option would also enable career growth opportunities for employees of MMTC.

KNOWLEDGE TRANSFER ORGANISATION CULTURE Learning Teams and Community of Practice can be formed in which senior members of various teams can come together in informal settings for problem solving and guiding long term direction and goals of companies. In MMTC, all departments perform in isolation since MMTC is spread over different industries. However, best practices regarding performing routine work etc should be discussed so as to ensure overall goals of MMTC are aligned with its departmental objectives.

Knowledge sharing culture can only be facilitated with trust based relationships. Trust based relationships depend upon fairness and transparency in organisational practices. Thus, From Human Resources perspective, practise of Performance related Pay, Performance Appraisal should be discussed with all employees while giving feedback. Greater involvement in decisions of training and mentoring enables employees to feel valued in the organisation, thereby increasing their willingness to share knowledge. Knowledge generation, transfer and sharing should be embedded in employees formal work routine. To cite an example, innovation schemes would initiate knowledge generation, culture of sharing best practices via intranet /email would enhance knowledge transfer and sharing.

45 | P a g e

KNOWLEDGE MANAGEMENT INITIATIVES ACCORDING TO CODIFICATION STRATEGY As seen in case of NTPC, a clear roadmap needs to be prepared with equal focus on developing technology support as well as securing cultural transformation through change management practices directed towards creating knowledge sharing culture. CONCLUSIONS

MMTC has almost 40 years of organisational knowledge to its credit and is unique in its own sector. As a Public Sector Enterprise, it constantly records good profits. MMTC continues to diversify into various sectors, leading to both need and creation of new knowledge. Thus, these are some reasons which make Knowledge Management inevitable in MMTC. MMTC possesses several knowledge resources such as an elaborate library and ERP implemented intranet. Various processes such as Mentoring, Induction programme, competency based performance appraisal also can be utilised as knowledge initiatives. However, Knowledge management is an unknown concept so far in MMTC. It would need to conduct severe ground research and benchmarking to develop a knowledge management strategy tailored to its organisational needs and goals. MMTC would face hesitation, reluctance and maybe even resistance during the initiation of knowledge processes. It would be difficult to generate responses such as articles , documents and discussions unless MMTC employees are willing to share. Thus, awareness regarding need of Knowledge Management should occur in all MMTC offices with its entire employee base. A process of change management would also need to be initiated to ensure that knowledge sharing becomes a part of the organisational culture rather than a practice enforced upon the employees. This project is a brief and an introductory research into the possibility of knowledge management in MMTC. For future research, the following steps could be undertaken: (1). Knowledge Audit Assessment of knowledge resources including the assets, people and processes that enable knowledge transfer and knowledge creation. (2). Knowledge Mapping Knowledge map needs to be created which traces the people responsible for knowledge processes and also various knowledge domains within which knowledge is being continuously generated.

46 | P a g e

(3). Develop support of top management and decide upon a knowledge strategy which would be the foundation stone of the path ahead for knowledge processes. (4). Develop a system of assessment of the success of knowledge sharing initiatives. Knowledge Management is largely considered a subjective field of management and to determine its success in an organisation, objective evaluation measures would have to be determined.

REFERENCES 1. Cummings T. and Worley C. (2005) Organisation Development And Change. Cengage Learning(India Edition) 2. Drucker P.F.(1993) , Post Capitalist Society , Butterworth-Heinemann, London 3. Glazer, R. (1998) Measuring the Knower: Towards a theory of knowledge equity. California Management Review ,Volume 40, No. 3 4. Hislop D. (2002) Knowledge Management in Organisation- a critical introduction , Oxford University Press 5. Kalam, A.P.J (2001) in keynote address at Indian Economic Summit 2001- Transforming India into a Knowledge Society organised by World Economic Forum. 6. Mc Dermott R. and ODell C. (2001).Overcoming cultural barriers to knowledge sharing . Journal Of Knowledge Management Pg 76-85 7. Nonaka I. and Konno N. (1998) The Concept Of Ba: Building a foundation for knowledge creation. California Management Review , Vol 40 No3 8. Nonaka I. and Takeuchi H. (1995).The Knowledge Creating Company: How Japanese Companies create the dynamics of innovation, New York: Oxford University Press.

47 | P a g e

9. Nonaka, I., Toyama, R. and Konno, N. (2001), SECI, Ba and Leadership: United Model Of Dynamic Knowledge Creation in Nonaka. and Teece D. (ed) , Managing Industrial Knowledge , Sage Publications, London 10. Pillania R.K(2006), Study of knowledge management in selected knowledge intensive SMEs 11. R.K.Pillania (2006) State of Organisational culture for knowledge management in Indian Industry , Global Business Review , Vol 17, Issue I , 12. Prahalad,C.K (1998) ,Strategies for Growth Nicholas-Brealey Publishing 13. Shukla A. and Srinivasan R. (2002) Designing Knowledge Management Architecture :How to implement Successful Knowledge Management Programs, Sage Publications 14. The Economist, The data deluge and how to handle it, Feb 27 th march5th ,2010 edition(Pg3) 15. The Human Factor , HR transformation in PSEs , August 2009, Vol1 Issue 9 (Pg 17) 16. Thite M. (2004), Managing People in the New Economy : Targeted HR Practices that Persuade People to Unlock Their Knowledge Power , Sage Publications,

17. World Bank (2004) , India and The Knowledge Economy :Leveraging Strengths and opportunities (www.worldbank.org.in) in Pillania R.K ,Study of Knowledge Management in Selected Knowledge Intensive SMEs in Clusters in NCR Delhi WEBSITES www.mmtc.com www.citehr.com www.brint.com www.solonline.org www.kmworld.com www.ntpc.com GOOGLEBOOKS

48 | P a g e

49 | P a g e