A

PROJECT WORK SYNOPSIS

ON

EMPLOYEE KNOWLEDGE MANAGEMENT

AT

TECUMSEH

Submitted in partial fulfilment of the award of the degree of

MASTER OF BUSINESS ADMINSTRATION

SUBMITTED BY

xxxxxxxxxxxxxxxxx
Under Guidance
S.NO CONTENTS OF A SYNOPSIS

1 TITLE OF THE SYNOPSIS

2 STATEMENT OF THE PROBLEM

3 INTRODUCTION

4 AIMS AND OBJECTIVES

5 HYPOTHESIS

6 RESEARCH METHODOLOGY

A. NATURE OF THE STUDY

B. SCOPE OF THE STUDY

C. DATA COLLECTION

D. TOOLS FOR ANALYSIS

E. CHAPTERISATION (NAME OF THE

CHAPTERS)
 1. TITLE OF THE SYNOPSIS
The organization being chosen to carry out such knowledge management process analysis is the
steel industry and the organisation company in focus is amicably regarding steel manufacture.
Thus, management processes in business organizations involves the reality behind every process
and is considered as a daily cycle in dealing to various issues and concerns of the organisation as
it depends on the managements actions and its respected change of nature in dealing with
effective knowledge management as directed at overcoming anger and resentment evolving into
a program that supports acceptance and internalization. As a consultant commenting on the
organizational management process choosing Tecumseh Products India Private Limited as the
focal point for discussion and analysis for this project, my role to the organisation is to have a
clear emphasis dealing to the external and internal changes drivers and other essential points
needed for the realization of purpose for this project for the senior management of the Tecumseh
Products India Private Limited providing factual information that will be able to give a better
substantive management models as well as concepts. Tecumseh Products India Private Limited
knowledge management initiative is driven by its corporate KM group which attempts to cover
all possible opportunities of knowledge generation in and outside the steel works. Tecumseh
Products India Private Limited defines its value chain as a connected series of internal and
external organizations, resources, and knowledge streams involved in creation and delivery of
value to end customers. It includes the organization‘s suppliers and customers. In fact, one of the
organization‘s strategic goals is to develop value-creating partnerships with customers and
suppliers
2. STATEMENT OF THE PROBLEM

In contemporary organizational landscapes, the effective management of employee knowledge has

become a critical factor for sustained competitiveness and innovation. However, several challenges
and issues persist in the realm of employee knowledge management, necessitating a focused
examination. The statement of the problem aims to articulate these challenges:
Organizations often face the issue of knowledge being confined to specific departments or
individuals, creating silos. This fragmentation hampers the seamless sharing and utilization of
valuable insights across the entire organization.The departure of experienced employees, often
through retirement or attrition, leads to the loss of tacit knowledge. Capturing and preserving this
informal knowledge, which is not documented, poses a significant challenge.
3.INTRODUCTION
Knowledge management is the explicit and systematic management of vital knowledge and its
associated process of creating, gathering, organizing, diffusion, use and explanation. It requires
turning personal knowledge into corporate knowledge than can be widely shared throughout an
organization and appropriately applied. In other words we can say that knowledge management
is the process to make the best use of the knowledge that is available to an organization creating
new knowledge, increasing awareness and understanding in the process. Knowledge
management can also be defined as capturing, organizing and storing knowledge and experience
of individual worker and groups with in an organization.
Knowledge management basically be done by two ways like:
1. Sharing existing knowledge better:- Making implicit knowledge more explicit and putting
in place mechanism to move it more rapidly to where it is needed.
2. Innovation:- Making the transition from ideas to commercialization more effective.
Enterprise knowledge management
Enterprise knowledge management is concerned with strategy, process and technologies to
acquire store, share and secure organizational understanding insight and core distinction.
Knowledge management at this level is closely tied to competitive advantage, innovation.
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—Emerging Perspectives40
Yes, knowledge management is the hottest subject of the day. The question is: what is this
activity called knowledge management, and why is it so important to each and every one of us?
The following writings, articles, and links offer some emerging perspectives in response to these
questions. As you read on, you can determine whether it all makes any sense or not.
Need of Knowledge Management

Why do we need to manage knowledge? Ann Macintosh of the Artificial Intelligence

Applications Institute (University of Edinburgh) has written a "Position Paper on Knowledge

Asset Management" that identifies some of the specific business factors, including:

 Marketplaces are increasingly competitive and the rate of innovation is rising.

 Reductions in staffing create a need to replace informal knowledge with formal

methods.

 Competitive pressures reduce the size of the work force that holds valuable business

knowledge.

 The amount of time available to experience and acquire knowledge has diminished.

 Early retirements and increasing mobility of the work force lead to loss of knowledge.

 There is a need to manage increasing complexity as small operating companies are

trans-national sourcing operations.

 Changes in strategic direction may result in the loss of knowledge in a specific area.

It‘s not just a Fortune 500 business problem. Small companies need formal approaches to

knowledge management even more, because they don‘t have the market leverage, inertia, and

resources that big companies do. They have to be much more flexible, more responsive, and

more "right" (make better decisions) — because even small mistakes can be fatal to them.
 4.AIMS AND OBJECTIVES

Objectives provide the purpose of the study. They are guiding assertions and form the basics of
any study. A proper and well-defined set of the objectives is one of the preObjectives for this work
are as follows:

• To study and analyze the Knowledge Management software practiced at Tecumseh

Products India Private Limited
• To know in which areas Knowledge Management is being implemented.
• To know the obstacles/problems in implementation.
• To understand the benefits of implementing Knowledge Management from the
Organization‘s point.
• To know the satisfaction level of employees in Tecumseh Products India Private
Limited

5.HYPOTHESIS OF THE STUDY

NULL HYPOTHESIS (HO)

1. do not operate in various cost centers and departments with efficiency and economy.

2. does not help in eliminating wastes and raises the profitability position of a business
enterprise.

ALTERNATIVE HYPOTHESIS

1. Does operates in various cost centers and departments with efficiency and economy?

2. Does helps in eliminating wastes and raises the profitability position of a business

enterprise? The information for the study is obtained from two sources namely.
1. Primary Sources
2. Secondary Sources
Primary Data Collection Methods for Rewards and Recognition Research:
Surveys and Questionnaires:
Develop surveys to gather quantitative data on employee perceptions of existing rewards and
recognition programs. Include questions about the effectiveness of current strategies, preferences
for types of recognition, and the impact on motivation and job satisfaction.
Interviews:
Conduct in-depth interviews with employees and organizational leaders to gain qualitative insights
into their experiences with rewards and recognition. Explore personal stories of impactful
recognition, challenges faced, and suggestions for improvement.
Focus Groups:
Organize focus group discussions with diverse groups of employees to encourage open dialogue
about rewards and recognition. Explore common themes, concerns, and innovative ideas for
enhancing existing programs.
Observations:
Observe workplace dynamics and employee reactions to specific recognition events or programs.
This can provide valuable real-time insights into the perceived effectiveness of different types of
recognition.
Employee Feedback Sessions:
Establish regular feedback sessions where employees can share their thoughts on rewards and
recognition directly with HR representatives. This real-time feedback can be instrumental in
making immediate adjustments to programs.
Secondary Data Sources for Rewards and Recognition Research:

Organizational Documents:
Review internal documents such as employee handbooks, HR policies, and company newsletters to
understand the formal structure of existing rewards and recognition programs.
Performance Metrics:
Analyze performance metrics, including employee turnover rates, productivity data, and
performance reviews. Evaluate whether there are correlations between recognition and positive
performance outcomes.
Employee Surveys and Feedback:
Examine results from past employee engagement surveys or feedback sessions related to rewards
and recognition. Identify common themes, areas of improvement, and success stories.
Case Studies:
Study case reports and success stories from other organizations that have implemented innovative
rewards and recognition strategies. Extract insights that can be applied or adapted to the current
organizational context.
Industry Reports and Benchmarks:
Explore industry-specific reports and benchmarks related to rewards and recognition practices.
Understand how similar organizations are approaching employee recognition and whether there are
emerging trends.
Financial Reports:
Review financial reports to assess the budget allocated to rewards and recognition programs.
Understand the financial impact of these programs on the organization and evaluate their cost-
effectiveness.
Regulatory Compliance Documents:
Investigate compliance documents related to rewards and recognition, ensuring that the
organization's programs adhere to legal and regulatory requirements.

Employee Testimonials and Stories:

Collect and analyze employee testimonials or success stories related to rewards and recognition.
These narratives can provide qualitative insights into the emotional impact of recognition.
Integration of Primary and Secondary Data:
The integration of primary and secondary data is crucial for a comprehensive understanding of
rewards and recognition in the organizational context. Primary data offers direct insights from
employees and leaders, while secondary data provides context, benchmarks, and historical
perspectives. The combination of both sources strengthens the validity and depth of the research
findings, enabling a well-rounded analysis and the development of actionable recommendations.

6.RESEARCH METHODOLOGY

Research Design:
The research design used for this study of Knowledge management is descriptive in nature. This
design is adopted to portray the attitude of the respondents regarding different dimensions of
Knowledge management.
Sample Design:
The respondents were selected by random sampling. The survey was conducted for a period of
45 days at Tecumseh Products India Private Limited, Hyderabad.
Sample Size:
The total sample size of 50 respondents were taken, which includes all the employees of
Tecumseh Products India Private Limited, Hyderabad. They were interviewed personally.
Coverage:
The respondents are from
• Department: Human resource, Finance, Quality Assurance, Quality control, R&D,
Security & Administration.
• Employee Level: All levels of people were considered for the survey (Senior
Managers, Assistant Managers, Head of the departments and Employees).
A. NATURE OF THE STUDY

Knowledge management is important because it boosts the efficiency of an organization‘s

decision-making ability. In making sure that all employees have access to the overall expertise
held within the organization, a smarter workforce is built who are more able to make quick,
informed decisions that benefit the company. Innovation is easier to foster within the
organization, customers benefit from increased access to best practices and employee turnover is
reduced.

The importance of knowledge management is growing every year. As the marketplace becomes

ever more competitive, one of the best ways to stay ahead of the curve is to build your

organization in an intelligent, flexible manner. You want to be able to spot issues from a distance

and respond quickly to new information and innovations.

 Companies begin the knowledge management process for many different reasons.

 A merger or acquisition could spur the need for codifying knowledge and

encouraging teams to share their expertise.

 The imminent retirement of key employees could demonstrate the need to capture their
knowledge.

 An upcoming recruitment drive shows the wisdom in using knowledge management to

assist in the training of new employees.

B.SCOPE OF THE STUDY

The scope of this study on rewards and recognition is designed to be inclusive, encompassing a
broad range of organizational, cultural, and individual factors. By taking a holistic approach, the
research aims to contribute valuable insights that can inform the design and implementation of
effective rewards and recognition programs, fostering positive and motivating workplace
environments.
C.DATA COLLECTON

SOURCES OF DATA

The project report is based on the source of data that is collected. The collection of data is an
important step to be followed. The process of data collection follows in two ways. They are
When conducting research on rewards and recognition, it's crucial to gather data from various
sources to provide a comprehensive understanding of the topic. Here are potential sources of data
for rewards and recognition
 • Primary data

• Secondary data

PRIMARY DATA

1. Primary Data Sources:

a. Surveys and Questionnaires:

Designing surveys to collect quantitative data from employees about their perceptions of existing rewards
and recognition programs. Questions may cover satisfaction levels, preferences, and perceived
effectiveness.

b. Interviews:

Conducting interviews with employees, managers, and human resources professionals to gather qualitative
insights. This approach allows for in-depth exploration of experiences, motivations, and challenges related
to rewards and recognition.

c. Focus Groups:

Organizing focus group discussions to facilitate open conversations among employees. This method is
useful for exploring shared experiences, identifying common themes, and generating qualitative data.

d. Observations:

Directly observing workplace dynamics, recognition events, and employee reactions. Observations provide
real-time insights into the actual implementation and impact of rewards and recognition programs.

e. Employee Feedback Sessions:

Establishing regular feedback sessions where employees can share their thoughts on rewards and
recognition. This allows for ongoing communication and the collection of real-time feedback.

2. Secondary Data Sources:

a. Organizational Documents:

Reviewing internal documents such as employee handbooks, HR policies, and organizational

communications to understand the formal structure and guidelines of existing rewards and recognition
programs.

b. Performance Metrics:
Analyzing performance metrics, including employee turnover rates, productivity data, and performance
reviews. These metrics provide quantitative indicators of the impact of rewards and recognition on
organizational outcomes.

c. Employee Surveys and Feedback:

Examining results from past employee engagement surveys or feedback sessions related to rewards and
recognition. Analyzing historical data can reveal trends and changes over time.

d. Case Studies:

Studying case reports and success stories from other organizations that have implemented effective rewards
and recognition strategies. Case studies provide insights into best practices and potential challenges.

PERIOD OF STUDY
The study is being planned for a period of 45-90 days
D.TOOLS FOR ANALYSIS
 1.Recognition Platforms:
 1.Employee Engagement Platforms
 2.Survey and Feedback Tools
 3.Performance Management Systems
 4.Communication and Collaboration Tools
E.CHAPTERISATION
1- CHAPTER

❖ Introduction

❖ Need of the study

❖ Scope of the study

❖ Objectives of the study

❖ Research methodology

❖ Limitations of the study

2- CHAPTER

❖ Review of literature

3- CHAPTER

❖ Industry profile

❖ Company profile

4- CHAPTER

❖ Data analysis &Interpretation

5 -CHAPTER

❖ Findings

❖ Suggestions

❖ Conclusion

❖ Bibliography