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PG Department of Commerce and Management

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PG DEPARTMENT OF COMMERCE AND

MANAGEMENT

MOUNT CARMEL COLLEGE

EMPLOYEE COMPENSATION & KNOWLEDGE


MANAGEMENT

SUBMITTED TO: Mr. NARAYAN

SUBMITTED BY: ANKITA GHARAI

REGISTER NO: M18CO05

CLASS: 2ND M.COM – HR


INDEX

Sl. Title
No.

1. COGNITION & KNOWLEDGE MANAGEMENT –


IMPACT ON OPERATIONS OF A KNOWLEDGE
ORGANISATION: Introduction & Meaning

2. Modern cognitive solutions

3. Knowledge Management

4. Impacts

5. Conclusion
COGNITION & KNOWLEDGE MANAGEMENT – IMPACT ON
OPERATIONS OF A KNOWLEDGE ORGANISATION

Introduction
Meaning:

 Cognition: the mental action or process of acquiring knowledge and


understanding through thought, experience, and the senses.
 Modern consumers are more sophisticated and demanding in their buying
behavior than ever before. Whilst some might hesitate to say they are more
intelligent, they are certainly better informed and use smarter ways to buy.
Cognitive systems aim to provide a more natural and human-friendly means
for people to interact with software applications. They combine a range of
advanced technologies, including natural language understanding, predictive
analytics and machine learning.
 Cognitive solutions represent a reimagining of how people consume
knowledge and interact with the organizations they deal with on a day-to-
day basis. Companies often get too focused on creating the right process for
answering a customer’s question. They forget that, in most cases, the
customer would prefer not to have to ask the question in the first place.
 The goal of Cognitive Knowledge Management is to identify the
information a customer needs before they ask a question and deliver that
information to them in a concise, targeted way. One that can be easily
digested, without interrupting their original workflow.
 The term «cognition» refers to all the processes by which the sensory input
is transformed, reduced, elaborated, stored, recovered, and used. It is
concerned with these processes even when they operate in the absence of
relevant stimulation, as in images and hallucinations. Such terms as
sensation, perception, imagery, retention, recall, problem-solving, and
thinking, among many others, refer to hypothetical stages or aspects of
cognition.

 Modern cognitive solutions are brought to life through the mantra of –

UNDERSTAND IMPROVE

ANTICIPATE

1. Understand what the customer is doing by analysing their behaviour, the


pages they’re looking at, the journey they’ve taken or the question they’ve
asked.
2. Anticipate what information may be useful to them - based on comparing
their behaviour to previous customers, or on explicit triggers such as visiting
a contact page or starting to type in a search box.
3. Continually improve the quality of the knowledgebase through
understanding how it is (and isn’t) being used and providing actionable
guidance to the owner on how to maximize its effectiveness.
 This represents a revolutionary approach to knowledge management;
leveraging big data, content syndication and cutting-edge analytics to deliver
an excellent user experience.
 The applications are by no means limited to the world of web self-service.
Cognitive solutions are rapidly gaining traction within the contact centre as
an agent assisted technology and are changing the way in which larger
organizations manage their internal knowledgebase.
 To summarize, Cognitive Knowledge is about making knowledge
management intuitive, proactive, predictive, insightful and effortless.

Knowledge Management (KM):

Introduction
 Knowledge management is a process of acquiring, generating, accumulating
and using knowledge for the benefit of the organization to enable it to gain a
competitive edge for survival, growth and prosperity in a globalized
competitive economy.
 Knowledge management is any system that helps people in an organization
share, access, and update business knowledge and information.
 Knowledge is broadly classified into two categories, tacit and explicit.
 Knowledge management efforts typically focus on organizational objectives
such as improved performance, competitive advantage, innovation, the sharing
of lessons learned, integration and continuous improvement of the organization.
These efforts overlap with organizational learning and may be distinguished
from that by a greater focus on the management of knowledge as a strategic
asset and on encouraging the sharing of knowledge. KM is an enabler of
organizational learning.
 KM is a collection of systematic approaches to help information and knowledge
flow to and between the right people at the right time (in the right format) so
they can act more efficiently and effectively to create value for the
organizations.
 The purpose of the KM process is to share perspectives, ideas, experience and
information, to ensure that these are available in the right place at the right time
to enable informed decisions.
 In order to enhance organizational knowledge, KM must therefore be involved
across the entire knowledge spectrum. It must help knowledge development at
all levels and facilitate & promote its diffusion to individuals, groups, and/or
across the entire firm, in accordance with the organization's requirements. KM
must manage organizational knowledge storage and retrieval capabilities and
create an environment conducive to learning and knowledge sharing. Similarly,
it must be involved in tapping external sources of knowledge whenever these
are necessary for the development of the organizational knowledge resources.
 To a large degree, KM is therefore dependent on the understanding and
management of organizational learning, organizational memory, knowledge
sharing, knowledge creation, and organizational culture.
 KM consists of the following steps:
a. Identification of needs
b. Identification of knowledge resources
c. Acquisition, creation, or elimination of knowledge related
resources/processes/environments
d. Retrieval, application and sharing of knowledge
e. Storage of knowledge
Perception Individual Behavior Outcomes
Environment Cognition

Fig. Cognition, Perception, Behavior

IMPACT ON OPERATIONS OF ORGANISATION:


Cognitive approach and machine learning are going to transform knowledge
management. Chatbots, cognitive search, natural language processing (NLP), and
semantic technologies accelerate the ability of humans to find what they need to do
their jobs. It has equipped a smarter workforce, delivering the most relevant
answers, at the right time, to the right person.

 Work Groups and Teams: Interest in the cognitive basis of team functioning
has increased dramatically.
 Methodological Developments: Many important advances have occurred
within the current review period in respect of cognitive task analysis
methods and related cognitive mapping techniques for eliciting and
representing and collective knowledge.
 Personnel Selection and Assessment: there has been a shift of emphasis
toward the analysis of candidates’ reactions to the selection and assessment
process, informed by justice-theoretic perspectives. A longstanding problem
in the design of assessment and development centers concerns the lack of
consistent behavioral ratings across exercises designed to tap common
constructs.
 Computation and Interpretation: Metaphors Bridging the Traditions In sum,
five major theoretical perspectives drawn from cognitive experimental and
social cognition pervade contemporary research on cognition in
organizations, namely
a. Schema theory and related conceptions of mental representations
(especially the notion of mental models.
b. Behavioral decision theory (especially work on heuristics and biases.
c. attribution theory
d. social identity theory and related conceptions
e. Enactment and the related notion of sense-making.

 Organizational Decision Making: The manager and the organization


mutually influence one another. This mutual influence is what creates both
management and the organization. Cognition is the medium through which
this influence operates. Within this worldview, understanding either the
manager or the organization requires an understanding of the other along
with an understanding of cognition.
 Individual Differences: have routinely incorporated assessments of
individual differences, including attributional style.
 It dismisses important factors in human behavior: Those who believe in the
cognitive approach think that everything boils down to one thing, cognitive
processes. It doesn’t take into account other factors that may affect behavior,
such as individual experiences
 It is not that effective for all types of employees in the organization.
 It overlooks other behavioral factors: Another impact of this is that it tends
to ignore other essential factors towards behavior.
 There are multiple sources that influence the formation of cognitions.
Different beliefs managers hold guide their decisions in organizations.

Conclusion:
Manager’s interpretations of their organizational environment – both external and
internal – affect their actions and decisions. This finding or realization has turned
the attention towards the frameworks managers use for decision making in
organizations.

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