CHAPTER - I INTRODUCTION

INTRODUCTION
Knowledge Management is the explicit and systematic management of vital knowledge - and its associated processes of creation, organization, diffusion, use and exploitation. There are many definitions of knowledge management. We have developed this one since it identifies some critical aspects of any successful knowledge management programme: Explicit - Surfacing assumptions; codifying that which is known Systematic - Leaving things to serendipity will not achieve the benefits Vital Knowledge - You need to focus; you don't have unlimited resources Processes - Knowledge management is a set of activities with its own tools and techniques It is important to note that knowledge encompasses both tacit knowledge (in people's heads) and explicit knowledge (codified and expressed as information in databases, documents etc.). A good knowledge programme will address the processes of knowledge development and transfer for both these basic forms. Many programmes start by focusing on the thrust of better sharing of existing knowledge e.g. sharing best practices. However, our research indicates that it is the second thrust - the creation and conversion of new knowledge through the processes of innovation that gives the best long-term pay-off. Knowledge Management comprises a range of practices used by organizations to identify, create, represent, and distribute knowledge. Most large companies have resources dedicated to Knowledge Management, often as a part of 'Information Technology' or 'Human Resource Management' departments, and sometimes reporting directly to the head of the organization. As effectively managing information is a must in any business, and knowledge and information are intertwined, Knowledge Management is a multi-billion dollar world wide market.4 Knowledge Management programs are typically tied to organizational objectives and are intended to achieve specific outcomes; these can include improved performance,

competitive advantage innovation, lessons learnt transfer and the general development of collaborative practices. One aspect of Knowledge Management, knowledge transfer, has always existed in one form or another. Examples include on-the-job peer discussions, formal apprenticeship, discussion forums, corporate libraries, professional training and mentoring programs. However, with computers becoming more widespread in the second half of the 20th century, specific adaptations of technology such as knowledge bases, expert systems, and knowledge repositories have been introduced to further simplify the process. Knowledge Management programs attempt to manage the process of creation (or identification), accumulation and application of knowledge across an organisation. As such Knowledge Management is frequently linked to the idea of the learning organisation although neither practice encompasses the other. Knowledge Management may be distinguished from Organizational Learning by a greater focus on specific knowledge assets and the development and cultivation of the channels through which knowledge flows Frequent Knowledge Management practices include: enabling organizational practices, such as Communities of Practice and corporate Yellow Page directories for accessing key personnel and expertise enabling technologies such as knowledge bases and expert systems, help desks, corporate intranets and extranets, Content Management, wikis and Document Management The emergence of Knowledge Management has also generated new roles and responsibilities in organizations, an early example of which was the Chief Knowledge Officer. In recent years, Personal knowledge management (PKM) practice has arisen in which individuals apply KM practice to themselves, their roles and their career development. Most programmes will leverage value through knowledge by concentrating on just a few of these seven levers:

Customer Knowledge - the most vital knowledge in most organizations Knowledge in Processes - applying the best know-how while performing core tasks Knowledge in Products (and Services) - smarter solutions, customized to users' needs Knowledge in People - nurturing and harnessing brainpower, your most precious asset Organizational Memory - drawing on lessons from the past or elsewhere in the organization Knowledge in Relationships - deep personal knowledge that underpins successful collaboration Knowledge Assets - measuring and managing your intellectual capital.

KNO WLEDGE MANAGEMENT PRACTICES A wide variety of practices and processes are used in knowledge management. Some of the more common ones are shown in the table below: Creativity Techniques Data Mining Text Mining Creating and Discovering Environmental Scanning Knowledge Elicitation Business Simulation Content Analysis Sharing and Learning Communities of Practice Learning Networks Sharing Best Practice After Action Reviews Structured Dialogue Share Fairs Cross Functional Teams

Decision Diaries Knowledge Centres Expertise Profiling Organizing and Managing Knowledge Mapping Information Audits/Inventory IRM (Information Resources Management) Measuring Intellectual Capital Knowledge Management (KM) includes the process of discovery, creation,

dissemination, and utilization of knowledge. For successful implementation of KM program, executives and managers need to understand the various organizational aspects including organizational structure, culture, human resource, and technology. Especially, human resource became one of the critical factors for effective KM. Organizational knowledge must be created based on each employee's knowledge. That is, organizational knowledge is personal and building of organizational knowledge is unthinkable without employees. As numerous organizational studies have recommended, KM supportive human resource (HR) environment has been a key to success factor for KM program. However, little empirical research has been conducted on this issue. Moreover, there has been no investigation as to how organizations that have not been engaged in KM perceive success factors of KM differently than organizations that have implemented KM. Thus, there are two objectives of this study. First is to identify differences between the perceived importance (organizations without KM) and the actual importance (organizations with KM) attributes for successful KM implementation. The second objective is to develop and empirically examine the HR factors affecting the success of KM. Studies from various disciplines have identified several key HR variables for the success of KM The findings by leading KM researchers are major sources that can be used to identify the critical success factors of KM. Numerous studies point out the importance of training in KM. Training should provide employees and managers the skills and information to fulfill their responsibilities. One of the reasons for the failure in effective work behaviors would be insufficient training to support KM principles. Well-

engineered training initiatives help to retain knowledge within the organization. Employee involvement describes how all employees can contribute effectively to meeting the organization's objectives. Employee involvement is one of key factors in successful KM implementation because the nature of knowledge creation and sharing is unthinkable without employee involvement. The transformation to a knowledge-based organization requires peer-to-peer collaboration. That is, teamwork is an essential source of the knowledge generation process. Creating teams allows organizations to apply diverse skills and experiences towards its processes and problem-solving An organization's members must work together and build on each other's ideas and strengths. Anyone who has knowledge and interest in a problem should be included on the team. Employee empowerment is also a key factor for KM success because true empowerment can give the employees a sense of ownership in the overall aim of the organizational KM system. Employers can value their employees' expertise through empowerment (Martinez, 1998). Further, employers can tape into employees' knowledge and help them communicate their knowledge by creating ways to capture, organize, and share knowledge. For successful KM project, the visible leadership and commitment of top management must be sustained throughout a KM effort because effective knowledge creation is not possible unless leaders empower employees and show a strong commitment to the organization. That is, top management must be willing to communicate with employees to make knowledge realistic and coordinate KM implementation process. To exert their leadership and commitment in implementing a KM project: (1) they must have sufficient knowledge; (2) they must have realistic expectation of KM results; (3) they must communicate with employees; and (4) they must have the ability to coordinate the different interests of functional units involved in the KM implementation process.

APPROACHES TO KNOWLEDGE MANAGEMENT There is a broad range of thought on Knowledge Management with no unanimous definition. The approaches vary by author and school. Knowledge Management may be viewed from each of the following perspectives: Techno-centric: A focus on technology, ideally those that enhance knowledge sharing/growth. Organizational: How does the organization need to be designed to facilitate knowledge processes? Which organizations work best with what processes? Ecological: Seeing the interaction of people, identity, knowledge and environmental factors as a complex adaptive system. In addition, as the discipline is maturing, there is an increasing presence of academic debates within epistemology emerging in both the theory and practice of knowledge management. British and Australian standards bodies both have produced documents that attempt to bound and scope the field, but these have received limited acceptance or awareness.

KEY CONCEPTS IN KNOWLEDGE MANAGEMENT Dimensions of knowledge A key distinction made by the majority of knowledge management practitioners is Nonaka's reformulation of Polanyi's distinction between tacit and explicit knowledge. The former is often subconscious, internalized, and the individual may or may not be aware of what he or she knows and how he or she accomplishes particular results. At the opposite end of the spectrum is conscious or explicit knowledge -- knowledge that the individual holds explicitly and consciously in mental focus, and may communicate to others. In the popular form of the distinction, tacit knowledge is what is in our heads, and explicit knowledge is what we have codified. Nonaka and Takeuchi (1995) argued that a successful KM program needs, on the one hand, to convert internalized tacit knowledge into explicit codified knowledge in order to share it, but, on the other hand, it also must permit individuals and groups to internalize and make personally meaningful codified knowledge they have retrieved from the KM system. The focus upon codification and management of explicit knowledge has allowed knowledge management practitioners to appropriate prior work in information management, leading to the frequent accusation that knowledge management is simply a repackaged form of information management. [3] Critics have argued that Nonaka and Takeuchi's distinction between tacit and explicit knowledge is oversimplified and that the notion of explicit knowledge is selfcontradictory. Specifically, for knowledge to be made explicit, it must be translated into information (i.e., symbols outside of our heads). Another common framework for categorizing the dimensions of knowledge include embedded knowledge (knowledge which has been incorporated into an artifact of some type, for example an information system may have knowledge embedded into its design) and embodied knowledge (representing knowledge as learned capability of the bodys nervous, chemical, and sensory systems). These two dimensions, while frequently used, are not universally accepted. It is also common to distinguish between the creation of "new knowledge" (i.e., innovation) vs. the transfer of "established knowledge" within a group, organization, or

community. Collaborative environments such as communities of practice or the use of social computing tools can be used for both creation and transfer. Knowledge access stages Knowledge may be accessed at three stages: before, during, or after knowledge-related activities. Some people would argue that there is a life cycle to knowledge use. Starting with capture (although that word is itself contentious) or creation, moving on to use and reuse with the ultimate goal of enriching an organisation's capability. In counter to this many would state the that such a life cycle view is too linear in nature and reflects an information centric view. For example, individuals undertaking a new project for an organization might access information resources to identify lessons learned for similar projects , access relevant information again during the project implementation to seek advice on issues encountered, and access relevant information afterwards for advice on after-project actions and review activities. Knowledge management practitioners offer systems, repositories, and corporate processes to encourage and formalize these activities with varying degrees of success. Similarly, knowledge may be accessed before the project implementation, for example as the project team learns lessons during the initial project analysis. Similarly, lessons learned during the project operation may be recorded, and after-action reviews may lead to further insights and lessons being recorded for future access. Note: In this context recording knowledge relates only to those aspects of knowledge which can be codified as text, or drawings. Different organizations have tried various knowledge capture incentives, including making content submission mandatory and incorporating rewards into performance measurement plans. There is considerable controversy over whether incentives work or not in this field and no firm consensus has emerged.

Adhoc knowledge access One alternative strategy to encoding knowledge into and retrieving knowledge from a knowledge repository such as a database, is for individuals to make knowledge requests of subject matter experts on an ad hoc basis. A key benefit claimed for this strategy is that the response from the expert individual is rich in content and contextualized to the particular problem being addressed and personalized to the particular person or people addressing it. The downside of this strategy is that it is tied to the availability and memory recall skill of specific individuals in the organization. It does not capture their insights and experience for future use should they leave or become unavailable, and also does not help in the case when particular technical issues or problems previously faced change with time to the point where a new synthesis is required, the experts' memories being out of date. The emergence of narrative approaches to knowledge management attempts to provide a bridge between the formal and the ad hoc, by allowing knowledge to be held in the form of stories.

Drivers of Knowledge Management There are a number of claims as to 'drivers', or motivations, leading to organizations undertaking a knowledge management program. Perhaps first among these is to gain the competitive advantage (in industry) and/or increased effectiveness that comes with improved or faster learning and new knowledge creation. Knowledge management programs may lead to greater innovation, better customer experiences, consistency in good practices and knowledge access across a global organization, as well as many other benefits, and knowledge management programs may be driven with these goals in mind. Government represents a highly active area, for example DiploFoundation Conference on Knowledge and Diplomacy (1999) outlines the range of specific KM tools and techniques applied in diplomacy. Considerations driving a Knowledge Management program might include: making available increased knowledge content in the development and provision of products and services achieving shorter new product development cycles facilitating and managing organizational innovation and learning leverage the expertise of people across the organization

benefiting from 'network effects' as the number of productive connections between employees in the organization increases and the quality of information shared increases, leading to greater employee and team satisfaction

managing the proliferation of data and information in complex business environments and allowing employees rapidly to access useful and relevant knowledge resources and best practice guidelines

managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals) as individuals retire and new workers are hired

Knowledge Management Technologies The early Knowledge Management technologies were online corporate yellow pages (expertise locators) and document management systems. Combined with the early development of collaborative technologies (in particular Lotus Notes), KM technologies expanded in the mid 1990s. Subsequently it followed developments in technology in use in Information Management. In particular the use of semantic technologies for search and retrieval and the development of knowledge management specific tools such as those for communities of practice. More recently social computing tools (such as blogs and wikis) have developed to provide a more unstructured approach to knowledge transfer and knowledge creation through the development of new forms of community. However, such tools for the most part are still based on text, and thus represent explicit knowledge transfer. These tools face challenges distilling meaningful re-usable knowledge from their content. Knowledge mapping is commonly used to cover functions such as a knowledge audit (discovering what knowledge exists at the start of a knowledge management project), a network survey (Mapping the relationships between communities involved in knowledge creation and sharing) and creating a map of the relationship of knowledge assets to core business process. Although frequently carried out at the start of a Knowledge Management programme, it is not a necessary pre-condition or confined to start up.

Knowledge Management Enablers

Historically, there have been a number of technologies 'enabling' or facilitating knowledge management practices in the organization, including expert systems, knowledge bases, various types of Information Management, software help desk tools, document management systems and other IT systems supporting organizational knowledge flows. The advent of the Internet brought with it further enabling technologies, including elearning, web conferencing, collaborative software, content management systems, corporate 'Yellow pages' directories, email lists, wikis, blogs, and other technologies. Each enabling technology can expand the level of inquiry available to an employee, while providing a platform to achieve specific goals or actions. The practice of KM will continue to evolve with the growth of collaboration applications, visual tools and other technologies. Since its adoption by the mainstream population and business community, the Internet has led to an increase in creative collaboration, learning and research, e-commerce, and instant information. There are also a variety of organisational enablers for knowledge management programs, including Communities of Practice, Networks of Practice, before-, after- and during- action reviews (see After Action Review), peer assists, information taxonomies, coaching and mentoring, and so on.

KNOWLEDGE MANAGEMENT ROLES AND ORGANIZATIONAL STRUCTURE

Knowledge management activities may be centralized in a Knowledge Management Office, or responsibility for knowledge management may be located in existing departmental functions, such as the Human Resource (to manage intellectual capital) or IT departments (for content management, social computing etc.). Different departments and functions may have a knowledge management function and those functions may not be connected other than informally.

KNOWLEDGE MANAGEMENT REASONS OF FAILURE OR SUCCESS

There is no established evidence as to the reasons behind failure and success of Knowledge Management initiatives in organizations. Some argue that a failure to sustain investment is one factor, but it can equally be argued that if knowledge management delivered on its promises investment would continue. As with many management initiatives, particularly those with a heavy IT basis (as is the case in Knowledge Management), frequent questions are raised about the level of consultation necessary before a program is started; these questions are linked to issues of cultural change and a willingness to share and collaborate with colleagues. There is no evidence that Knowledge Management, in all these respects, is any different from other management initiatives.

CHAPTER - II COMPANY PROFILE

COMPANY PROFILE

Tata Teleservices Limited spearheads the Tata Groups presence in the telecom sector. The Tata Group had revenues of around USD 70.8 billion in Financial Year 2008-09, and includes over 90 companies, over 363,039 employees worldwide and more than 3.5 million shareholders. Incorporated in 1996, Tata Teleservices is the pioneer of the CDMA 1x technology platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It launched mobile operations in January 2005 under the brand name Tata Indicom and today enjoys a pan-India presence through existing operations in all of Indias 22 telecom Circles. The company is also the market leader in the fixed wireless telephony market. The companys network has been rated as the Least Congested in India for five consecutive quarters by the Telecom Regulatory Authority of India through independent surveys. Tata Teleservices Limited now also has a presence in the GSM space, through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA DOCOMO brand name. TATA DOCOMO arises out of the Tata Groups strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. TATA DOCOMO has received a pan-India license to operate GSM telecom servicesand has also been allotted spectrum in 18 telecom Circles. The company has rolled out GSM services in 17 of Indias 22 telecom Circles in the quick span of less than a year. The company plans to launch pan-India operations by the end of FY 201011. TATA DOCOMO marks a significant milestone in the Indian telecom landscape, and has already redefined the very face of telecom in India, being the first to pioneer the

per-second tariff optionpart of its Pay for What You Use pricing paradigm. Tokyobased NTT DOCOMO is one of the worlds leading mobile operatorsin the Japanese market, the company is the clear market leader, used by over 50 per cent of the countrys mobile phone users. Tata Teleservices operates under five different brands Tata Indicom (CDMA services), Tata DOCOMO (GSM services), Virgin Mobile, Tata Walky (which is the brand for fixed wireless phones), Tata Photon (the companys brand that provides a variety of options for wireless mobile broadband access) and T24. TTSL recently entered into a strategic partnership agreement with Indian retail giant Future Group to offer mobile telephony services under a new brand nameT24on the GSM platform. The exciting new brand was unveiled in February and it has commenced the GSM operations under the brand name T24 in Andhra Pradesh and will roll out services in other circles shortly. Today, Tata Teleservices Ltd, along with Tata Teleservices (Maharashtra) Ltd, serves nearly 70 million customers in more than 450,000 towns and villages across the country, with a bouquet of telephony services encompassing Mobile Services, Wireless Desktop Phones, Public Booth Telephony and Wireline Services. In December 2008, Tata Teleservices announced a unique reverse equity swap strategic agreement between its telecom tower subsidiary, Wireless TT Info-Services Limited, and Quippo Telecom Infrastructure Limitedwith the combined entity kicking off operations with 18,000 towers, thereby becoming the largest independent entity in this spaceand with the highest tenancy ratios in the industry. Today, the combined entity has a portfolio of nearly 35,000 towers. TTSLs bouquet of telephony services includes mobile services, wireless desktop phones, public booth telephony, wireline services and enterprise solutions. Over the last few months, Tata Teleservices industry-best and innovative offerings have gained industry-wide recognition and the Year 2010 saw TTSL add many notable

accolades to its name. TTSL was named The Best Emerging Markets Carrier by Telecom Asia, and received 8 awards at the World HRD Conference, including 5th Best Employer in India. The company also received 3 awards at the Telecom Operator Awards 2010 from Tele.net; Best Company, CEO of the Year and Best Quality of Service, and Business Standard award for Most Innovative Brand of the Year.

CORE VALUES OF TATA

Purpose At the TATA Group our purpose is to improve the quality of life of the communities we serve. We do this through leadership in sectors of national economic significance, to which the Group brings a unique set of capabilities. This requires us to grow aggressively in focused areas of business. Our heritage of returning to society what we earn evokes trust among consumers, employees, shareholders and the community. This heritage is being continuously enriched by the formalization of the high standards of behaviour expected from employees and companies. The TATA name is a unique asset representing leadership with trust. Leveraging this asset to enhance Group synergy and becoming globally competitive is the route to sustained growth and longterm success. FIVE CORE VALUES The TATA Group has always sought to be a value-driven organization. These values continue to direct the Groups growth and businesses. The five core TATA values underpinning the way we do business are: Integrity: We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny. Understanding: We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always work for the benefit of the communities we serve. Excellence: We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide. Unity: We must work cohesively with our colleagues across the Group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation. Responsibility: We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over.

KNOWLEDGE MANAGEMENT IN TATA TELESERVICES LIMITED

CHAPTER - III OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

To analyze the effectiveness of Knowledge Management at Tata Teleservices Limited. To know the factors affecting knowledge management Services at Tata Teleservices Limited. To analyze the employee participation in knowledge management services at Tata Teleservices Limited.

CHAPTER - IV RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
The Research is Exploratory Research in nature. SAMPLE DESIGN This project is special in nature and therefore method used for sample technique in convenient sampling method. SAMPLE SIZE 50 workers & 50 Officers. SAMPLING TECHNIQUE Non Probability Convenient Sampling Method is used. TOOLS OF ANALYSIS I have used Structured Questionnaire Method. Some of the softwares used for making this project will be Ms Word and Ms Excel. The Data collected is shown through Graphs and Pie Charts. DATA COLLECTION Primary Data Sources Through interaction with employees Through questionnaires filled from the employees Through internet, various official sites of the company. Through pamphlets and brochures of the companies. Journals & Magazine

Secondary data sources:

LIMITATIONS The respondents were limited and cannot be treated as the whole population. The respondents may be biased. Time was the major constraint. The accuracy of indications given by the respondents may not be consider adequate

CHAPTER - V DATA ANALYSIS & INTERPRETATION

DATA ANALYSIS & INTERPRETATION

1. Organization has Knowledge Management Department Workers 0 0 0 0 100 Officers 0 0 0 0 100

Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

100 % of the workers and Sr. Officers are strongly agreed with the statement that they have a separate department for Knowledge Management Services.

2.

Workers have right to visit and access Knowledge Management services. Workers 0 10 22 0 68 Officers 0 0 0 0 100

Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

68% of the workers are strongly agreed with the statement that Workers have right to visit and access Knowledge Management Services, 22% of the respondents are neither agree nor disagreed with the statement. As Far as Sr. Officers are concern, 100% of the Sr. officers are agreed with the statement.

3.

Knowledge management service helps you to improve your performance. Workers 10 16 8 2 64 Officers 2 10 0 0 88

Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

88% of the Sr. Officers say that the knowledge management service helps the workers to improve their performance. 64% of the workers believe that the knowledge management service at Tata Teleservices Limited is helpful to increase their performance.

4.

Employee Participation is their in improving Knowledge Management Services. Workers 0 12 20 0 68 Officers 0 2 0 0 98

Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

68% of the respondents say that they are Strongly Agreed with the statement that Employee Participation is their in improving Knowledge Management Services.

5.

The organizational structure allows and facilitates its people to accomplish their Workers 0 26 20 0 54 Officers 0 10 2 0 88

task according to the knowledge management services. Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

54% of the workers say that the organization structure allows them to accomplish their task according to the knowledge management services.

6.

Discussions / meetings are conducted on some new concepts gathered from Workers 0 28 10 10 52 Officers 0 12 8 2 78

Knowledge Management Services. Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

52% of the respondents say that the discussions / meetings are conducted on some new concepts gathered from knowledge management service, 78% of the Sr. Officers say that the discussions/ meetings are conducted on new concepts gathered from knowledge management service.

7.

There is free flow of relevant information in the organization. Workers 0 12 10 0 78 Officers 0 2 10 0 88

Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

78% of the respondents say that there is a free flow of relevant information in the organization but 88% of the Sr. officers say that there is a free flow of relevant information in the organization.

8.

Workers can influence the management decisions related to work. Workers 10 20 2 8 60 Officers 0 0 0 10 90

Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

60% of the workers say that they believe that workers can influence the management decisions related to work and 90% of the respondents say that Sr. officers say that the workers do influence the management decisions.

9.

If you face any problem related to your work how do you solve them ? Workers 60 40 Officers 50 50

Options With the help of Superiors With the help of Knowledge Management Services Interpretation:

60% of the workers say that if the face any problem related to the work they try to solve it with the help of superiors and 40% of the workers say that they use knowledge management services of the department. 50% of the Sr. officers say that workers use knowledge management services.

10.

Organization provides better environment for improving work knowledge of the Workers 0 22 10 0 68 Officers 0 2 10 0 88

workers. Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation: 68% of the workers say that the organization provides better environment for improving work knowledge of the workers and 88% of the Sr. Officers say that the organization provides better environment for improving work knowledge of the workers.

11.

Management of the Organization encourages people to reflect on information Workers 0 20 10 0 70 Officers 0 0 0 0 100

and data, and reframe them at the strategic level. Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation:

70% of the workers say that management encourages people to reflect on information and data, and reframe them at the strategic level and 100% of the Sr. officers say that management encourages people to reflect on information and data, and reframe them at the strategic level.

12.

Workers exchanges information for solving problems are encouraged in the Workers 0 12 0 0 88 Officers 0 4 0 0 96

organization. Options Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Interpretation: 88% of the workers say that exchange of information for solving problems is encouraged in the organization, 96% of the Sr. officers say that the exchange of information for solving problems is encouraged in the organization.

13.

Overall Rating for Knowledge Management Services ? Workers 48 36 10 6 Officers 50 40 10 0

Options Highly Effective Effective Average Poor Interpretation:

48% of the workers say that the knowledge management Services at Tata Teleservices Limited is highly effective and 50% of the Sr. officers say that the knowledge management Services at Tata Teleservices Limited is highly effective.

CHAPTER - VI

OBSERVATIONS & FINDINGS

OBSERVATIONS & FINDINGS

100 % of the workers and Sr. Officers say that they have a separate department for Knowledge Management Services. 68% of the workers say that they have the right to access these services. But 100% of the Sr. Officers say that the workers have full right to visit and access the Knowledge Management Database. 88% of the Sr. Officers say that the knowledge management service helps the workers to improve their performance. 64% of the workers believe that the knowledge management service at Tata Teleservices Limited is helpful to increase their performance. 88% of the workers say that there is employee participation in Improving knowledge management services, 98% of the Sr. Officers say that employee participation is their in improving knowledge management services. 54% of the workers say that the organization structure allows them to accomplish their task according to the knowledge management services. 52% of the respondents say that the discussions / meetings are conducted on some new concepts gathered from knowledge management service, 78% of the Sr. Officers say that the discussions/ meetings are conducted on new concepts gathered from knowledge management service. 78% of the respondents say that there is a free flow of relevant information in the organization but 88% of the Sr. officers say that there is a free flow of relevant information in the organization. 60% of the workers say that they believe that workers can influence the management decisions related to work and 100% of the respondents say that Sr. officers say that the workers do influence the management decisions. 60% of the workers say that if the face any problem related to the work they try to solve it with the help of superiors and 40% of the workers say that they use knowledge management services of the department. 50% of the Sr. officers say that workers use knowledge management services. 68% of the workers say that the organization provides better environment for improving work knowledge of the workers and 98% of the Sr. Officers say that

the organization provides better environment for improving work knowledge of the workers. 70% of the workers say that management encourages people to reflect on information and data, and reframe them at the strategic level and 100% of the Sr. officers say that management encourages people to reflect on information and data, and reframe them at the strategic level. 88% of the workers say that exchange of information for solving problems is encouraged in the organization, 96% of the Sr. officers say that the exchange of information for solving problems is encouraged in the organization. 48% of the workers say that the knowledge management Services at Tata Teleservices Limited is highly effective and 50% of the Sr. officers say that the knowledge management Services at Tata Teleservices Limited is highly effective.

CHAPTER - VII CONCLUSION & SUGGESTIONS

CONCLUSION
At the end of the project it can be stated that in order to bring best of business company should do certain amendments in its knowledge management services and organize Knowledge enhancing program time to time for their growth and development. In the present Study I have analyzed the knowledge management process at Tata Teleservices Limited. Tata Teleservices Limited is able to maintain & improving its production by using knowledge management services. It was found that Knowledge Management Process of Tata Teleservices is effective. Due to Participative environment knowledge management services of Tata Teleservices Limited is regularly updated. Technological change is also influencing Knowledge Management process of the company.

SUGGESTIONS

Knowledge management department must be properly managed. The Top Management should prioritize the activities and events that are of

strategic importance to the organization. More efforts should be made to make the employees aware about the

long-term benefits of staying in the organization and to bring about more commitment amongst them. Decision-making should be more decentralized and authority should be

delegated to make the employees own the action and decision taken by them. Information flow at all levels should be encouraged at all levels and should

be embedded in the organizational structure and formal processes existing in the system.

BIBLIOGRAPHY

BIBLIOGRAPHY
Books: Becerra-Fernandez, I., A. Gonzlez and R. Sabherwal (2004), Knowledge Management: Challengers, Solutions and Technologies, ISBN 0-13-101606-7. Aswathapa K. (1997) Human Resource and Personnel Management, Tata Mcgraw Hill, New Delhi. Diwedi, R.S. (1997): Managing Human Resource Galgotia Publishing Ltd, New Delhi. Kothari, C.R. (2000): Research Methodology Vishwa Prakashan, New Delhi. www.wikipedia.com www.tataindicom.com Website :

ANNEXURE

QUESTIONNAIRE Name Address Contact No. Designation Department Please Tick the Appropriate Column S.D. S.A. Strongly Disagree Neither Agree nor Disagree Strongly Agree S.D. has Knowledge D N.A.D. A S.A. D A Disagree Agree N.A.D.Age : Sex : M / F

Statement 1. Organization

Management Department 2. Employees have right to visit and access Knowledge Management services. 3. Knowledge management service helps you to improve your performance. 4. Employee Participation is their improving Knowledge in

Management

Services. 5. The organizational structure allows and facilitates its people to accomplish their task according to the knowledge management services. 6. Discussions / meetings are conducted on some new concepts gathered from Knowledge Management Services. 7. There is free flow of relevant information in the organization. 8. Employees can influence the

management decisions related to work. 9. If you face any problem related to your work how do you solve them a. b. With the help of Superiors With the help of Knowledge Management Services

Please Tick the Appropriate Column S.D. S.A. Strongly Disagree Neither Agree nor Disagree Strongly Agree S.D. provides for improving better work D N.A.D. A S.A. D A Disagree Agree N.A.D.-

Statement 10. Organization environment

knowledge of the employees. 11. Management of the Organization encourages people to reflect on information and data, and reframe them at the strategic level. 12. Employees exchanges information for solving problems are encouraged in the organization. 13. a. c. Overall Rating for Knowledge Management Services ? Highly Effective Average b. d. Effective Poor