a study on knowledge management

8/8/2019 A Study on Knowledge Management

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A STUDY ON THE USAGE OF

KNOWLEDGE MANAGEMENT

WITH REFERENCE TOM/S LES ATELIERS DE PONDICHERRY PVT. LTD.

SUMMER PROJECT REPORT

Submitted by

S.SILAMBARASAN

REGISTER NO: 27348340

Under the Guidance of

Mr. G.BALA SENDHIL KUMAR, B.E, M.B.A, M.Phil

Faculty in the Department Of Management Studies

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

PONDICHERRY UNIVERSITY

PUDUCHERRY, INDIA

SEPTEMBER 2007


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SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

MADAGADIPET, PUDUCHERRY

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled A STUDY ON THE USAGE OFKNOWLEDGE MANAGEMENT WITH REFERENCE TO M/S LES ATELIERS DE

PONDICHERRY PVT. LTD. is a bonafide work done by S.SILAMBARASAN

[ REGISTER NO: 27348340] in partial fulfillment of the requirement for the award of Master

of Business Administration by Pondicherry University during the academic year 2007 2008.

GUIDE HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held on

EXTERNAL EXAMINER

ACKNOWLEDGEMENT


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This project deals with the A Study on the Usage ofKnowledge Management in les ateliers de

Pondicherry pvt ltd. The method adopted for collecting the data for this project is primary data. The

data mainly deals with the Usage of Knowledge Management towards employees in the organization.And also about new knowledge creation in the organization.

We have represented the collected data in the form of tables and diagrammatic representation. The

analysis part carried out in this project by using Chi-square test and Correlation through the statistical

package SPSS.


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TABLE OF CONTENTS

CHAPTER TITLE PAGE NO

LIST OF TABLES

LIST OF CHARTS

i

ii

I INTRODUCTION

1.1 Profile of Organization

1.2 Corporation Vision

1

3

II REVIEW OF LITERATURE 12

III OBEJECTIVES AND LIMITATIONS 17

IV RESEARCH METHODOLOGY 18

IV DATA ANALYSIS AND INTERPRETATION 26

VI FINDINGS OF THE STUDY 36

VII CONCLUSIONS AND SUGGESTION 37

VIII SCOPE FOR THE FUTHER STUDY 38

IX ANNEXURE 39


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LIST OF TABLES

Sl. No Table Name Page no.

01 Number of male and female in LADP.26

02 Age wise employee status in LADP.27

03 Current Status of Knowledge Management in LADP.28

04 Role of knowledge management in LADP.29

05Age vs. Time take for an employee to get the relevant knowledge

in LADP. 30

06 LADP with respect to new knowledge creation.31

07 Gender vs. Opinion about Leaving the organization.

32

08 Gender vs. facing difficulties in the company(Frequency)33

09 Gender vs. facing difficulties in the company(chi Square)33

10Frequency table of how employees can be motivated using

knowledge management in LADP.34

11Gender vs. Time takes for an employee to get the relevant

knowledge in LADP (Frequency table).35

12Gender vs. Time takes for an employee to get the relevant

knowledge in LADP (Correlation).35

i


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LIST OF CHARTS

Sl. No Chart Name Page no.

01 Number of male and female in LADP. 26

02 Age wise employee status in LADP. 27

03 Current Status of Knowledge Management in LADP. 28

04 Role of knowledge management in LADP. 29

05Age vs. Time take for an employee to get the relevant

knowledge in LADP.30

06 LADP with respect to new knowledge creation. 31

07 Gender vs. Opinion about Leaving the organization. 32

ii


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CHAPTER - 1

COMPANY PROFILE

1.1 ABOUT LOUIS VUITTON

Rich in paradox, contrasts and seeming opposites, Louis Vuitton continues to astonish

us a century and a half after the company's founding.

Traditional is a word that characterizes our company because of our long and proud

history. At the same time we have also proved extremely innovative, modern and

creative, updating our emblematic Monogram canvas with graffiti, for example.

Creative turmoil is underpinned by professionalism.

Industrial methods let us make luxury products for the entire world, thanks to the skills

of exacting professionals who retain the time-honoured values and savoir-faire of true

artisans.

French in our origins, we quickly became an international enterprise, opening our first

store in England over a century ago. Today, we are the leading luxury brand in the

world.

In 1987 Louis Vuitton became a subsidiary of LVMH, the world's leading luxury goods

group. Our company has taken full advantage of the many synergies generated within

the group while retaining our identity and remaining faithful to our distinctive

difference.

1.2 OUR BUSINESS

Right from our origins as a trunk maker, Louis Vuitton has always been a trend setter,

progressively developing a range of luxury products consistent with the brand's values.

This creativity entered an exciting new realm in 1998 when Marc Jacobs joined the firm

as Artistic Director.


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Leather Goods: Monogram, Damier, Epi leather, Taga & Nomade lines.

Ready-to-wear for men and women.

Men's and women's shoes.

Accessories: pens, textiles, ties, watches and jewellery.

Louis Vuitton also proposes its expertise for:

Special orders.

Product customization.

Louis Vuitton. LV. One name, two celebrated initials, plus a few figures to sum up our

company.

Some 13,000 peoplework at Louis Vuitton in 85 different job categories. We have19 production and development units and 378 stores in 56 countries around the

world.

Louis Vuitton is a fast-growing company and we have added over 1,000 jobs a year

since 1998. In 2001 more than 100 new graduates joined us. Today, 66 percent of our

employeeswork outside France. Louis Vuitton recruits talented people from outside

the company, but fills 40 percent of new management positions through internal

mobility. We offer an extremely varied range of jobs, with the following breakdown by

general category: 52 percent marketing and sales, 39 percent production, and 9 percent

support and headquarters staff.

1.3 HISTORY OF LOUIS VUITTON

In 1854

-Founding of Louis Vuitton Malletier in Paris

In 1885

-First foreign store opens in London

In 1987

Creation of LVMH group

In 1998

-Creation of ready-to-war and shoes by marc Jacobs


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In 2004

-150th Anniversary of Louis Vuitton launch of emprise jewellery collection

In 2005

-Opening of the worlds largest store the maison champs-elysees in Paris

1.4 MISSION AND VALUE

The mission of the LVMH group is to represent the most refined qualities of Western

"Art de Vivre" around the world. LVMH must continue to be synonymous with both

elegance and creativity. Our products, and the cultural values they embody, blendtradition and innovation, and kindle dream and fantasy.In view of this mission, five

priorities reflect the fundamental values shared by all Group stakeholders:

-Be creative and innovate. .

-Aim for product excellence

-Bolster the image of our brands with passionate determination

-Act as entrepreneurs

-Strive to be the best in all we do

Be creative and innovate

Group companies are determined to nurture and grow their creative resources. Their

long-term success is rooted in a combination of artistic creativity and technological

innovation: they have always been and always will be creators. Their ability to attract

the best creative talents, to empower them to create leading-edge designs is the lifeblood

of our Group. The same goes for technological innovation. The success of the

companies' new products - particularly in cosmetics - rests squarely with research &

development teams. This dual value - creativity/innovation - is a priority for all

companies. It is the foundation of their continued success.


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Aim for product excellence

Group companies pay the closest attention to every detail and ensure the utter perfection

of their products. They symbolize the nobility and perfection of traditional

craftsmanship. Each and every one of the objects their customers buy and use

exemplifies our brands' tradition of impeccable quality. Never should Group companies

disappoint, but rather continue to surprise their customers with the quality, endurance,

and finish of their products. They never compromise when it comes to product quality.

Their search for excellence go well beyond the simple quality of their products: it

encompasses the layout and location of our stores, the display of the items they offer,

their ability to make their customers feel welcome as soon as they enter our stores... All

around them, their clients see nothing but quality.

Bolster the image of our brands with passionate determination

Group brands enjoy exceptional reputation. This would not amount to much, and could

not be sustained, if was not backed by the creative superiority and extreme quality of

their products. However, without this aura, this extra dimension that somewhat defies

logic, this force of expression that transcends reality, the sublime that is the stuff of our

dreams, Dior would not be Dior, Louis Vuitton would not be Louis Vuitton, Mot would

not be Mot... The power of the companies' brands is part of LVMH's heritage. It took

years and even decades to build their image. They are an asset that is both priceless and

irreplaceable.

Therefore, Group companies exercise stringent control over every minute detail of their

brands' image. In each of the elements of their communications with the public

(announcements, speeches, messages, etc.), it is the brand that speaks. Each message

must do right by the brand. In this area as well, there is absolutely no room for

compromise.

Act as entrepreneurs

The Group's organizational structure is decentralized, which fosters efficiency,

productivity, and creativity. This type of organization is highly motivating and dynamic.

It encourages individual initiative and offers real responsibilities - sometimes early on in


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one's career. It requires highly entrepreneurial executive teams in each company. This

entrepreneurial spirit requires a healthy dose of common sense from managers, as well

as hard work, pragmatism, efficiency, and the ability to motivate people in the pursuit of

ambitious goals. One needs to share and enjoy this entrepreneurial spirit to - one day -

manage a subsidiary or company of the LVMH group.

Strive to be the best in all we do

Last but not least is our ambition to be the best. In each company, executive teams strive

to constantly improve, never be complacent, and always try to broaden our skills,

improve the quality of our work, and come up with new ideas. The Group encourages

this spirit, this thirst for progress, among all of its associates.

1.5 AN EXCLUSIVE NETWORK OF 378 STORES

(As of end of August 2007, there are 378 Louis Vuitton stores world-wide)

Europe 103 (including France: 17 stores)

North America 117 (including Hawaii: 6 stores)

Latin America 020 (including South Africa: 1 store)

Japan 054

Asia /pacific 067

China 017

1.6 A UNIFIED MANAGEMENT PHILOSOSPHY

Recruit the most talented people

Promote an enterprising spirit

Priority on training

Develop career mobility


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1.7 IN LOUIS VUITTON THEY BELIEVE AND PRACTICES

Respect for People

Respect for Process

Respect for Performance

- This will lead them to success and thats exactly how Louis Vuitton is ranks worlds

17th best brand among top 100 brands.

- Business week.


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CHAPTER - 2

REVIEW OF LITERATURE

2.1 KNOWLEDGE MANAGEMENT (KM)

Truthfully, KM doesnt have one meaning. Everyone defines it differently. But all the

varied opinions seem to agree on one thing-KM is capturing what everyone in your

department knows. And capturing what everyone in a legal department knows can make

the difference between winning and losing a case, or at the very least between spending

thousands of dollars and spending millions.

What KM boils down to is finding ways to minimize redundancy, in turn saving time

and cutting costs. How a legal department decides to follow through with this initiative

depends on a number of factors. But there are some clear steps you must execute well

to build a successful process.

- BY KEITH ECKER

Defining the concept of KM is difficult, since different perspectives of KM can yielddifferent dimensions and meaning. A good KM definition is given by Swan,

Scarborough & Preston (1999), who defined it as "any process or practices of creating,

acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance

learning and Performance in organization."

There are two types of KM

Explicit

Implicit

Explicit - also referred to as information, this is tangible knowledge.

Example: E-Mails, Status and case updates, Contract and policy templates, Audio

content.

Implicit also referred to as tacit knowledge, this is information stored inside peoples

heads.

Example: Expertise in a certain practice area, knowledge about a specific law,

knowledge about a specific case.


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Knowledge management brings to mind many things to many people. But in a business

setting, a practical definition prevails. The basic definition of knowledge management is

discussed, as well as those concepts critical to its effective deployment.

This section examines:

the effect of knowledge management;

how knowledge management is different from information management;

types of knowledge;

the knowledge chain and its role in measuring the success of knowledge practices;

and

the basic knowledge management applications.

2.2 THE GENERAL KNOWLEDGE MODEL

Knowledge Creation. This comprises activities associated with the entry of new

knowledge into the system, and includes knowledge development, discovery and

capture.

Knowledge Retention. This includes all activities that preserve knowledge and allow it

to remain in the system once introduced. It also includes those activities that maintain

the viability of knowledge within the system.


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Knowledge Transfer. This refers to activities associated with the flow of knowledge

from one party to another. This includes communication, translation, conversion,

filtering and rendering.

Transfer of Knowledge improves system quality by providing quick feedback, a variety

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

Knowledge Utilization. This includes the activities and events connected with the

application of knowledge to business processes.

Knowledge and Learning within a Project

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

their performance. In earlier theories it appeared under the guise of "technology."

Lately, theorists have given knowledge a more explicit role of its own.

This focus on knowledge derives from several key insights:

Environmental turbulence (e.g., regulatory and technology changes) has forced many

organizations to innovate faster and to operate more efficiently. This pressure requires a

focus on continual learning and renewal.

Specialist or distinctive knowledge embodied in products or services can be a source

of competitive advantage and therefore drive value creation.

The means by which organization is effected (lines of authority, integrating

committees, etc.) can be conceptualized in terms of knowledge and information

processing.

Knowledge and information have characteristics that distinguish them from other

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

and intangibility.

Protection Processes Using Knowledge Management

Security-oriented knowledge management processes are those designed to protect the

knowledge within an organization from illegal or inappropriate use or theft. For a firm

to generate and preserve a competitive advantage, it is vital that its knowledge be

protected . Similar to application-oriented processes, this has also received little


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attention in the literature. Many may assume that a firm can protect its knowledge via

patents, trademarks, copyrights, and so on. However, not all knowledge can be defined

according to property laws and property rights. Because protecting knowledge is

inherently difficult, it should not be abandoned or marginalized. Steps can be taken to

protect the asset, such as incentive alignment, employee conduct rules, or job designs. In

addition, an organization can develop technology that restricts or tracks access to vital

knowledge. Irrespective of the difficulty in protecting knowledge, it is a process that is

important for an organization. For an asset to be the source of a competitive advantage,

it needs to be rare and inimitable. Without security-oriented processes, knowledge loses

these important qualities.

2.3 KNOWLEDGE MANAGEMENT APPLICATIONS

The four key applications of knowledge management are based on a model that regards

knowledge managements primary role as the sharing of knowledge throughout the

organization in a way that each individual or group understands the knowledge with

sufficient depth and in sufficient context as to apply it effectively in decision making

and innovation.

These four applications of knowledge management are:

intermediation

externalization

internalization and

Cognition.

Intermediation

Intermediation is the connection between knowledge and people. Intermediation refers

to the brokerage function of bringing together those who seek a certain piece of

knowledge with those who are able to provide that piece of knowledge. It is a

fundamental step in internal and external responsiveness. Its role is to match a

knowledge seeker with the optimal personal source(s) of knowledge for that seeker.

Two types of intermediation are common, asynchronous and synchronous.


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Asynchronous intermediation occurs when externalization and internalization do not

occur simultaneously. In this case, an external knowledge repository stores the

knowledge while it is in transit. Knowledge is captured in the knowledge base, often

before a specific need for that knowledge elsewhere in the organization has arisen.

When a knowledge seeker requires that knowledge, the knowledge base can be searched

and the relevant knowledge extracted. This approach is typically best suited to explicit

knowledge.

Synchronous intermediation occurs when externalization and internalization occursimultaneously. Knowledge is not stored while being transferred. Knowledge provider

and knowledge seeker engage in direct communication. The challenge is to match

knowledge providers with knowledge seekers intuitively and in a timely manner. This

approach is far more common in tacit knowledge transfer.

Externalization

Externalization is the connection of knowledge to knowledge. It refers to the process of

capturing knowledge in an external repository and organizing the knowledge according

to some classification framework or ontology. A map or structure of the knowledge

collection is provided as a facilitator to knowledge discovery. It is focused on bringingorder to internal and external awareness.

Internalization

Internalization is the connection of knowledge to query. It is the extraction of

knowledge from an externalized repository, and filtering it to provide personal relevance

to the knowledge seeker. Closely tied to an externalized knowledge base, internalization

reshapes the knowledge base specifically to address the focal point of the query issuer.

Cognition

Cognition is the linking of knowledge to process. It is the process of making or mapping

decisions based on available knowledge. Cognition is the application of knowledge that

has been exchanged through the preceding three functions. It is a highly proactive form

of internal and external responsiveness. In its simplest form, cognition is achieved by

applying experience to determine the most suitable outcome to an unprecedented event,

opportunity or challenge.


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CHAPTER - 3

OBJECTIVES & LIMITATIONS

3.1 OBJECTIVES OF THE PROJECT

1. To study the best HR practices of Knowledge Management in LADP.

2. Understand the present status of Knowledge Management in LADP.

3. Identify the strengths and weaknesses of Knowledge Management in

LADP and also suggest for converting the weaknesses in to strength.

4. To study the employee satisfaction about the supervision in LADP.

5. To create awareness about Knowledge Management and its policies.

3.2 LIMITATIONS OF THE PROJECT:

1. Most of the respondents were uncomfortable in answering many questions in the

questionnaire as they were not aware of Knowledge Management.


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CHAPTER 4

RESEARCH METHODOLOGY

4.1 COLLECTION OF DATA

Collection means the assembling, for the purpose of particular investigation of entirely

new data, presumably not already available in published sources. The task of data

collection begins after a research problem has been defined and research design plan

chalked out. While deciding about the method of data collection to be used for the study,

the researcher should keep in mind two types of data viz., Primary data and Secondary

data.

The primary data are those, which are collected afresh, and the first time. And thus

happen to be original in character.

The secondary data, on the other hand, are those which have already been collected by

someone else and which have already been passed through the statistical process.

The method of collecting primary data and secondary data differs, since primary data

are collected originally while in case of secondary data the nature of collection work is

merely that of compilation.

According to Prof.J.Medhi, Data is termed primary when the data collected for the

first time by the investigation and is termed secondary when the data are taken from

records or data already available.

4.1.1 SOURCES OF PRIMARY DATA

There are several methods of collecting primary data particularly in surveys and

descriptive researches. Important ones are:

Observation method

Interview method

Through questionnaires

Through schedules


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In the words of Prof.C.B.Gupta the term primary data refers to the statistical material

which the investigator originates for the purpose of the inquiry in hand and the term

secondary data on the other hand refers to that statistical material this is not originated

by the investigator himself, but which he obtain from someone elses records.

4.1.2 ADVANTAGES OF PRIMARY DATA

It addresses the research question.

The collection method is known.

The exact data needed are collected.

4.1.3 DISADVANTAGES OF PRIMARY DATA

Collecting and analysing data can be expensive.

Researcher must have the necessary skills to conduct primary research.

4.1.4 SAMPLING METHOD

There are many methods sampling, In that the most widely used method is Convenient

Sampling Method.

CONVENIENT SAMPLING METHOD:

Convenience or opportunistic sampling is the crudest type of non-random sampling.

This involves selecting the most convenient group available.

Example:

Using the first 20 colleagues you see at work.

4.2 TABULATION

Tabulation is the process of representing the data collected through survey, experiments,

etc in rows and columns so that it can be more easily understood and can be used for

further analysis.


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A table is a systematic arrangement of statistical data in rows and columns. Rows are

horizontal arrangement, whereas columns are vertical ones. The purpose of a table is to

simply the presentation and to facilitate comparisons. The simplification results from the

clear cut and systematic arrangements, which enables the reader to quickly locate

desired information. Comparison is facilitated by bringing related items of information

lose together.

There are number of parts of a table may vary from case to case depending upon the

given data. They are number table, title of the table, caption, and body of the table, head

note, and footnote. There are two types of table. They are simple, complex tables and

general, special purpose tables.

4.3 BAR DIAGRAMS

Bar diagram is a popular form of diagrammatic representation. This diagram consists of

a series of rectangular bars standing on a common base. The bars are all of equal width

and equi spaced. The lengths of the bars are proportional to their magnitude. The

comparison among the bars is based only on lengths. This type of diagrams is called

one-dimensional diagram. Bar diagrams are of two types:

Vertical bar diagrams

Horizontal bar diagrams.

The bar diagrams can be classified as:

Simple bar diagram

Multiple bar diagram

Component or sub-divided bar diagram

Percentage bar diagram

4.3.1 SIMPLE BAR DIAGRAM

A simple bar diagram represents the magnitude of a single variable like sales,

production, profits, etc.

4.3.2 MULTIPLE BAR DIAGRAM


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the population completely then it is termed as a simple statistical hypothesis otherwise it

is called a composite statistical hypothesis.

For example,

If X1,X1,..Xn is a random sample of size n from a normal population with mean

and 2, then the hypothesis H0 : =2, 2= 0

2 is a simple hypothesis, whereas each of

the following hypotheses is a composite hypothesis:

(i) = 0 (ii) 2 =

02

(iii) < 0 , 2 =

02

(iv) > 0 , 2 = 0

2 (v) = 0 , 2 < 0

2 (vi) = 0 , 2 > 0

2

A hypothesis which does not specify completely r parameters of a population is termed

as a composite hypothesis with r degrees of freedom.

4.6.1 CHI-SQUARE DISTRIBUTION

The chi-square test is an important test amongst the several tests of significance

developed by Prof. Pearson. Chi-square symbolically written as 2 is a statistical

measure used in the context of sampling analysis for comparing a variance to a

theoretical variance. As a non-parametric test, it can be used to determine if categorical

data shows dependency or the two classifications are independent. It can also be used to

make comparisons between theoretical populations and actual data when categories are

used. Thus, the chi-square test is applicable in large number of problems. The square of

standard normal varieties is known as chi-square varieties with 1 degree of freedom

Thus if X~N (, 2) then Z=X-/ ~ N (0, 1) and Z 2=(X- /)2 is a chi-square variate

with n degrees of freedom.

In general if Xi (i=1, 2.n) are n independent normal varieties with mean and

variance i2 (i=1, 2.n) then

2 = (Xi-i/i)2 is a chi-square varieties with n degrees of freedom.


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where,

Oij- observed frequency of the cell in the ith row and jth column.

Eij- expected frequency of the cell in the ith row and jth column.

If two distribution (Observed and theoretical) are exactly alike, 2=0; but generally due to

sampling error, 2 is not to zero and as we must know the sampling.

Whether or not a calculated value of 2 is equal to or exceeds the table value, the different

between the observed and expected frequencies is taken as significant, but if the table

value is more than the calculated value of 2

. Then the difference is considered as notsignificant.


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Table 5.2 : Age wise employee status in LADP

Sl No Age Frequency Percentage

1 20-25 29 58

2 26-35 14 28

3 36-45 6 12

4 46-60 1 2

total 50 100

Chart 5.2: Age wise employee status in LADP

45 and above36-4526-3520-25

Age

30

25

20

15

10

5

0

C

ount

1

612.0%

1428.0%

2958.0%

INFERENCE :

From the above frequency table and bar diagram, we interpret that the most of the employees

belong to age group 20-25(58%).


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Table 5.3: Current Status of Knowledge Management in LADP

Stages Frequency Percent

1 Not inexistence

3 6.0

2 Growth stage 12 24.0

3 Introduction 35 70.0

Total 50 100.0

Chart 5.3 : Current Status of Knowledge Management in LADP

Count

40

30

20

10

current_status

introductiongrowth stage

0

not in existence

35

12

3

INFERENCE:

From the above frequency table and bar diagram, we interpret that the current status of the

knowledge management of LADP is in introduction stage.


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Table 5.4: Role of knowledge management in LADP:

About KM Frequency Percent

1 Never heard of it 6 12.0

2It is strategy part of

their business34 68.0

3

Something that could

be beneficial for the

organization

8 16.0

4 Others 2 4.0

Total 50 100.0

Chart 5.4: Role of knowledge management in LADP:

2

8

34

6

others

something that couldbe beneficial for theorganisation

it is strategy part ofthier business

never heard of it

think

INFERENCE:

From the above frequency table and pie chart, we infer that 34 out of 50 employees are

feeling that knowledge management is a strategy part of their business.

Table 5.5: Age vs. Time take for an employee to get the relevant knowledge in LADP


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To get relevant knowledge Total

Age A few days Week or More

1 20-25 15 14 29

2 26-35 4 10 14

3 36-45 3 3 6

4 45 and

above1 0 1

Total 23 27 50

Chart 5.5: Age vs. Time take for an employee to get the relevant knowledge in LADP

45 and above36-4526-3520-25

Age

14

12

10

8

6

4

2

0

Count

3

10

14

1

3

4

15

week or more

a few days

To_get_relevant_knowledge

INFERENCE:

From the above frequency table and bar diagram, we infer that the employee gets the

relevant knowledge in a week or more in the age group 20-25

Table 5.6: LADP with respect to new knowledge creation


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New Knowledge Creation Frequency Percent

1

They view it as everyone's

job and everybody

contributes to it

7 14.0

2

Top management takes

active interest in it and

supports it continuously

21 42.0

3

It's part of our

organisational philosophy

and culture

22 44.0

Total 50 100.0

Chart 5.6 : LADP with respect to new knowledge creation

it's part of our organisationalphilosopy and culture

top management takes activeinterest in it and supports it

continously

they view it as everyone's joband everybody contributes to it

new_knowledge_creation

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Perc

ent

44.0%42.0%

14.0%

INFERENCE:

From the above frequency table and bar diagram, we infer that 44% of the employee thinks

that the new knowledge creation is a part of the organizational philosophy and culture.


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Table 5.7: Gender vs. Opinion about leaving the organization

Leaving organisation Total

Gender No No opinion

1 Female 27 7 34

2 Male 11 5 16

Total 38 12 50

Chart 5.7: Gender vs. Opinion about leaving the organization

malefemale

gender

125.0%

100.0%

75.0%

50.0%

25.0%

0.0%

Percent

41.7%

58.3%

28.9%

71.1%

no poinion

noLeaving_org

INFERENCE:

From the above frequency table and bar diagram, we infer that most of the employees are

dont want to leave organization.

To test whether gender is independent of facing difficulties in the company.


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Table 5.8: Frequency table of Gender vs. facing difficulties in the company

Difficulties

Gender Yes,communication

no cantsay

Total

11Female

19 6 9 34

22 Male 8 3 5 16

Total 27 9 14 50

Table 5.9: To test whether gender is independent of facing difficulties in the company.

(Chi-Square Tests)

H0: Gender is independent of facing difficulties in the company.

Chi-Square Tests

Value

Degrees

of

freedom

Asymp. Sig.

(2-sided)

Pearson Chi-Square .166 2 .920

N of Valid Cases 50

INFERENCE:

From the above analysis, the chi-square value is .166, and asymptotic significant value is

above .05. Hence, there is no evidence to reject the null hypothesis. Thus we conclude that

Gender is independent of facing difficulties in the company.


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Table 5.10: Frequency table of how employees can be motivated using knowledge

management.

Count

Provided feedback

good 36

fair 14

poor 0

Led by example

good 42

fair 8

poor 0

Followed policies

good 40

fair 10

poor 0

Resolved complaints

good 38

fair 8

poor 4

INFERENCE:

From the above frequency table, we infer that the employees are motivated good using

knowledge management

Table 5.11: Frequency table of Gender vs. Time takes for an employee to get the

relevant knowledge in LADP.


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gender

To get relevant

knowledge

Total

a fewdays

week ormore

female 15 19 34

male 8 8 16

Total 23 27 50

Table 5.12: Gender vs. Time takes for an employee to get the relevant knowledge in

LADP (correlation)

H0: There is no significant difference between gender and Time take for an employee to get

the relevant knowledge in LADP

CORRELATION

ValueAsymp. Std.

ErrorApprox. T Approx. Sig.

1Pearson's

R-.055 .142 -.382 .704(c)

2

Spearman

Correlatio

n

-.055 .142 -.382 .704(c)

N of Valid Cases 50

INFERENCE:

From the above analysis, the correlation value is-.055, and asymptotic significant value is

above .05. Hence, there is no evidence to reject the null hypothesis. Thus we conclude that

There is no significant difference between gender and Time take for an employee to get

the relevant knowledge in LADP

CHAPTER-6

FINDINGS OF THE STUDY


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6.1 FINDINGS

There are more female (82%) workers when compared to male (18%).

Most of the workers belong to the age group 20-25(58%).

The current status of the knowledge management of LADP is in introduction

stage.

68% of the employees are feeling that knowledge management is astrategy

part of their business.

Employees getting relevant knowledge in a week or more in the age group 20-25

Most of the employees are dont want to leave organization.

44% of the employee thinks that the new knowledge creation is a part of

the organizational philosophy and culture.

In LADP, Gender is independent of facing difficulties in the company.

In LADP, Employees are motivated good using knowledge management


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CHAPTER - 7

CONCLUSION& SUGGESTION

7.1 CONCLUSION

Current status of the knowledge management of LADP is in introduction stage.

In LADP they think knowledge management as a strategic part of their

business

In LADP using knowledge management they satisfy their employees by

Providing all necessary facilities.

In LADP, employees are motivated good using knowledge management

In LADP, the new knowledge creation is a part of the organizational

philosophy And culture.

The only problem in LADP is communication because most of the higher

officials and trainers are French people.

7.2 SUGGESTION

The management can appoint trainer who know the language of low level and

higher level employees.


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CHAPTER - 8

SCOPE FOR THE STUDY

8.1 SCOPE FOR THE STUDY

Since the study is general one, it can be adopted by many organisations.

The Suggestion of the study can also be applied to similar project or

situation.

The study paves a way as a reference for the further study.


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CHAPTER - 9

ANNEXURE

9.1 BIBLIOGRAPHY

WEBSITES:

www.Louis Vuitton.com

www.Vuitton.lvmh/maison/stores.pdf

www.LVMH.com

Google search (Knowledge Management)

Google search (Harvard Business Review)

(Using Harvard Business Review)

International Journal of Management Vol. 24 No. 1 March 2007

The Effects of Knowledge Management Strategy and Organization Structure on

Innovation

Knowledge Management: An Organizational Capabilities PerspectiveANDREW H. GOLD, ARVIND MALHOTRA, AND ALBERT H. SEGARS

MANAGING KNOWLEDGE AND LEARNING IN IT PROJEGTS:

A CONGEPTUAL FRAMEWORK AND GUIDELINES EOR PRAGTIGE

BLAIZE HORNER REICH, Simon Fraser University, Canada.

The Effects of Web-based Technologies on KNOWLEDGE TRANSFER.

A STEP BY STEP GUIDE TO A SUCCESSFUL KM INITIATIVE.

MAGAZINES:

Business today (September-October,2007)

Business week (August,6,2007 )

BOOKS:

Human Resource Management, Dipak Kumar Bhattacharyya, 2nd edition

2006,Anurag gain Publishers, New Delhi. Statistical methods,S.P.Gupta, 1998, Sultan Chand & Sons Educational Publishers
http://www.louis/http://www.louis/http://www.vuitton.lvmh/maison/stores.pdfhttp://www.lvmh.com/http://www.harward/http://www.harward/http://www.louis/http://www.vuitton.lvmh/maison/stores.pdfhttp://www.lvmh.com/http://www.harward/http://www.harward/


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Fundamental of Mathematical Statistics, S.C.Gupta and V.K.Kapoor,2003,Sultan

Chand & Sons Educational Publishers.

Statistical Research Methodology by C.R. Kothari.

9.2 QUESTIONNAIRE

Name : _________________ Designation : __________________

AGE : 20-25 [ ] 25-35 [ ] 35-45 [ ] 45 & ABOVE [ ]

GENDER : FEMALE [ ] MALE [ ]

1. What is the current status of Knowledge Management in LADP?

a) Not in existence [ ] b) Growth stage [ ] c) Introduction stage.[ ]

2. Does LADP recognise knowledge as a part of their asset base?

a) Yes [ ] b) No [ ] c) Cant say [ ]

3. Is there any problem, like

a) Lack of Information [ ]

b) Information overload. [ ]

c) Poor sharing of knowledge in the organisation. [ ]

d) No idea [ ]

e) If any other, please specify ___________________________________________

4. What does LADP think of Knowledge Management?

a) Never heard of it. [ ]

b) It is strategic part of their business. [ ]

c) Something that could be beneficial for the organisation. [ ]

d) If any other, please specify __________________________________________

5. What do you think of stored knowledge in LADP?

a) Its quite important, relevant and latest. [ ]

b) Its quite important, relevant but not updated regularly. [ ]

c) Its just trivial, a part of formalities and of no use. [ ]

d) No idea [ ]

6. How much time does it take for an employee to get the relevant knowledge in LADP?

a) A few days [ ] b) A few hours [ ] c) Week or more [ ]

7. Which of the following best describes LADP w. r. t new knowledge creation?

a) They view it as everyones job and everybody contributes to it. [ ]

b) Top management takes active interest in it and supports it continuously. [ ]

c) Its part of our organisational philosophy & culture. [ ]


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d) If any other, please specify __________________________________________

8. What is the attitude of senior management w.r.t. KM?

a) Sees it as very important and provides full support. [ ]

b) Sees it as a waste and hardly bothers. [ ]

c) Was very supportive in the beginning but now lost interest. [ ]

d) No idea [ ]

9. Which one is the biggest cultural barrier in knowledge management in LADP?

a) Lack of participation. [ ]

b) Not willing to share knowledge. [ ]

c) Knowledge sharing not a part of daily work. [ ]

d) Lack of training. [ ]

e) No idea . [ ]

f) If any other, please specify ___________________________________________

10. What is the biggest hurdle in effective implementation of KM in LADP?

a) Changing peoples behaviour from knowledge hoarding to knowledge sharing. [ ]

b) Lack of understanding of KM and its benefits.

[ ]c) Determining what kind of knowledge to be managed & making it available. [ ]

d) Lack of top management commitment to KM.

[ ]

e) Attracting & retaining talented people.

[ ]

f) If any other, please specify ____________________________________________

11. Are you facing any difficulties in the company?

a) Yes [ ] b) No [ ] c) Cant say [ ]

If yes, please specify______________________-

12. Indicate how EMPLOYEES can be motivated using Knowledge Management

practices.

Good Fair poor

a) Provided feedback on my performance and recognition [ ] [ ] [ ]

b) Led by example. [ ] [ ] [ ]

c) Followed policies and practices and applied them fairly. [ ] [ ] [ ]

d) Resolved complaints and problems. [ ] [ ] [ ]


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13. Do you have the idea of leaving the organization? YES [ ] NO [ ] NO OPINION [ ]

14. Any suggestions______________________________________________________

Thank you

9.3 GLOSSARY

KM - Knowledge Management

LADP - Les ateliers de Pondicherry(Company Name)

a study on knowledge management

Documents