Professional Documents
Culture Documents
MANAGEMENT
BY
K.SOMESWARA CHARY
1
S. NO CONTENTS PAGE-NO
Research Objective
Research Methodology
Need for the study
3 Pharmaceutical industry 15 - 17
5 Company profile 19 - 50
Data Analysis
Observations
9 Appendix 95 - 98
10 Bibliography 99
2
Introduction of
HUMANRESURCE MANAGEMENT
3
A wonderful creation of man brought significant and paradigm shifts in our day-
to/day life. The people make or mar the organization. According to L F Urwick
“Business houses are made or broken in the long run not by markets or capital, patent
or equipment by men” managing men has become a task of trauma. As it is said, by
father of psychologist Sigmund Freud that, “beats are better than some men”.
Sometimes we find such men in the organization and managing these men is a task.
Managing this task is Human Resource Management.
The employees of a company i.e. its Human Resources are understood in and
used in such a way that the employer obtains the greatest possible benefit from their
abilities and the employees obtain both material and psychological rewards from their
work. Human Resource Management sees employees as assets to be used strategically
through their close involvement with the organization and by raising employee’s
levels of commitment to the aims and requirements of the firm’s. Now a day’s
employees are encouraged to welcome change, to be innovative, quality conscious
and flexible.
4
As a central subsystem, HRM interacts closely and continuously with all other
subsystem of an organization. The quality of people in all subsystem depends largely
upon the policies, programmes and practices of the HRM subsystems. The quality of
Human Resource determines in turn the success of the organization.
HRM become very significant in recent decades due to the following factors:
5
• Proactive system wide intervention, with emphasis on fit linking HRM with
strategic planning and cultural change (old assumption reactive, piecemeal
intervention in response to specific problem)
Commitment
Competence
Congruence
Cost-effectiveness
Commitment
Concerns employee’s loyalty to the organization personal motivation and linking for
their work. The degree of employee commitment might be assessed via attitude
surveys labor turnover and absenteeism statistics and through interview with the
workers who quit their jobs.
Competence
Relates to employees skills and abilities, training requirements and potential for
higher work. These may be estimated through employee appraisal system and the
preparation of skills inventories. HRM policies should be designed to attract, retain
and motivate competent.
Congruence
Congruence means that management and workers share the same vision of the
organization goals and work together to attain them. In a well-managed organization,
employees at all levels of authority will share common perspectives about the factors
that determine its prosperity and future prospects.
Cost-effectiveness
Concerns operational efficiency. HR should be used to the best advantage and in the
most productive ways. Outputs must be maximized at the lowest input cost and the
organizational must be quick to respond to market opportunities and environmental
changes.
6
Knowledge Management: An Eye Opener
The changes taking place in the world economy have made knowledge
management a business necessity, at least for large multinationals that operate on a
global scale, or hope to. Managing your company’s knowledge more effectively and
exploiting it in the market place is the latest pursuit of those seeking competitive
advantage.
The organizations that are driven by knowledge are the ones that will succeed.
The combination of global reach and speed compels organizations to ask themselves,
“what do we know, who knows it, what do we not know that we should know?”
This paper describes in a nutshell, that the organizations can attain maturity in
KM only through healthy coexistence of technology, processes and people.
“ If money is your hope for independence, you will never have it. The only real
security a man will have in this world is a reserve of knowledge, experience and
ability”.
Henry Ford
To define knowledge management we have to pull apart the two parts of that term.
Knowledge
7
Management
“No amount of sophistication is going to allay the fact that all your knowledge is
about the past and all your decisions are about the future.”
E. Wilson
8
About the Study
• Research Objective
• Research Methodology
9
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 the pre-
10
RESEARCH METHODLOGY
Research design:
The research 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 Dr. Reddy’s Laboratories.
Sample size:
The total sample size of 50 respondents were taken, which includes all the employees
of Dr. Reddy’s Laboratories. They were interviewed personally.
Coverage:
Employee Level: All levels of people were considered for the survey (Senior
Managers, Assistant Managers, Head of the departments and workers).
11
METHODLOGY
Primary Data:
Interviews:
Questionnaire:
Motivation
Incentive System
12
Such questions help the organizations to work on establishing strong and effective
climate.
A well-structured questionnaire was developed to extract information about
the matters of relevance a primary questionnaire was developed and tested on
respondents it was revived and tested again. The Final Questionnaire is a result of
such interactions. The questionnaire was personally administered to people working
for Dr. Reddy’s Laboratories.
Secondary Data:
Internal sources:
To trace the origin, growth and performance of Sri Krishik Bharathi Agencies,
the respective annual reports and internal circulars were utilized. Even the official
records of human resource department and various printed materials were referred to
extract the information.
External sources:
Observation:
Data is analyzed and interpreted using statistical methods like pie diagrams
13
Pharmaceutica
l
Industry
14
PHARMACEUTICALS:
Bulk Drugs
Bulk drugs are medically effective chemicals. They are derived from 4 types
of intermediates (raw materials), namely
Synthetic chemicals
15
Bulk drug discovery requires intensive and expensive research. So new drugs
are patented one by the innovator to ensure commercial gains on his R & D
investment. When a drug goes off patent it becomes generic. Bulk drugs can be
broadly categorized as
• Under patent
Formulations
Topical i.e. ointments, creams, liquids, aerosols that are applies on the skin.
The Indian pharmaceutical industry today is in the front rank of India’s science based
industries with wide ranging capabilities in the complex field of drug manufacture and
technology. It ranks very high in the third world, in terms of technology, quality and
range of medicines manufactured from simple headache pills to sophisticated
16
antibiotics and complex cardiac compounds, almost every type of medicines is now
made in India.
The organized sector of the pharmaceutical industry has played a key role in
promoting and sustaining development in this vital field. International companies
associated with this sector have stimulated, assisted and spread headed this dynamic
development in the past 53years and helped to put India on the pharmaceutical map of
the world. The pharmaceutical industry in India provides excellent facilities. It has
quality producers and many units are approved by regulatory and authorities in USA
and UK. It has a pool of personal with high managerial and technical competence as
also skilled work force. Its track record of development, particularly in the area of
improved cost-beneficial chemical synthesis for various drug molecules is excellent.
It provides a wide variety of bulk drugs and exports sophisticated bulk drugs.
The Indian market has some unique advantages. India a 53year old
democracy. It has been work force and English is commonly used. It has a solid legal
framework and strong financial market. Professional services are easily available.
There is already an established international industry and business community. It has
good network of world-class educational institutions and established strengths in IT.
The country is now committed to a free market economy and globalization. Above all,
it has 70million middle class market which is continuously growing.
For the first in many years the international pharmaceutical industry is finding
great opportunities in India. The process of consolidation, which has become a
generalized phenomenon in the world pharmaceutical industry, has started taking
place in India. The pharmaceutical industry, with its rich, scientific talents and
research capabilities, supported by intellectual property protection regime, is well set
to mark its place as a sunrise industry.
17
COMPANY PROFILE
18
India’s first discovery led global pharmaceutical company. In fact, it is this spirit of
entrepreneurship that has shaped the company to become what it is today
19
The company’s system of values, in which values such as excellence and
integrity, transparency and honesty, collaboration and teamwork, are part of the
essential DNA of the company, ensure that the highest standards of quality are
maintained in all its activities to delight its customers.
Harmony and Social Responsibility are values which Dr.Reddy’s lives by. It is
an objective to make a difference to the communities, in which the company lives and
works. Being environmentally friendly and implementing sustainable environment
controls is part of the commitment.
Based on the nature of business each SBU (strategy business unit) is defined
as a separate entity on the lines of profit center concept.
The SBU bulk is having six units and the units are located at
DR.REDDY’S VISION:
To become a discovery-led global pharmaceutical company. Dr.Reddy’s will
achieve this vision by building:
Workplaces that will attract, energize and help retain the talent a available.
An organizational culture that is relentlessly focused on the speedy translation
of scientific discoveries into innovative products that makes a significant difference in
people’s lives.
A global marketing organization that understands and responds to the needs of
the customer.
20
Our Core Purpose is to help people lead healthier lives.
DR.REDDY’S MISSION:
Dr.REDDY’S VALUES:
Respect for the Individual: We uphold the self-esteem and dignity of each other by
crating an open culture conducive for expression of views and ideas irrespective of
hierarchy.
Harmony & Social Responsibility: We take utmost care to protect our natural
environment and serve the communities in which we live and work.
Our business practices are guided by the highest ethical standards of truth, integrity
and transparency.
Genesis:
Dr.Reddy’s foundation for human and social development was founded on 19th
October 1996 out of a social responsibility of Dr.Reddy’s, a scientist and a successful
entrepreneur.
21
Programs of the Foundation:
The program of the foundation operate at four levels all addressing the issues
related to urban poverty and sustainable livelihoods towards self-development.
Development new, sustainable community based models and enabling its own
models of reach scale.
Core Programs:
DR.REDDY’S CULTURE:
Customer Focused and performance Driven where both external and internal
customers are accorded the highest priority and where everyone is sensitive to
commitments, time and cost and focuses on delivering innovative affordable medicine
globally.
Entrepreneurial and Innovative where genuine mistakes are tolerated, intelligent risk-
taking is encouraged and people feel a sense of empowerment.
Egalitarian and Trusting where rank and status consciousness is low; leadership walks
the talk, where credibility and trustworthiness are championed and leaders provide
access to people, resources and information.
Flexible and Adaptive where change is welcome and initiatives are implemented with
sincerity and commitment, diversity is understood and accepted mutual respect for
diversity and various ethnic cultures coexist.
22
Dr.Reddy’s laboratories is committed to provide customers products,
meetings or exceeding expectations consistently in terms of specifications, delivery,
technical support, regulatory companies and competitiveness.
All employees are responsible for being aware about SHE needs in their areas
of work. Reddy’s expect the employees to actively participate in developing solutions
to fulfill these needs and establish a high level of SHE (safety health environment)
performance.
23
Business division
Bulk Activities.
Custom Chemicals.
Biotechnology.
Diagnostics.
Discovery Research.
Branded Formulation:
The branded formulation business has evolved from an Indian market player to
a global organization. Starting with brand on its own formulations, it has grown
through brand and company acquisitions, a valuable product mix, distribution
strength, and therapeutic area focus to become one of the country’s largest
players.
24
Generics:
The generic business gives Dr.Reddy’s a direct presence in first world market. It has
always had expert focus and has grown aggressively on the back of a few of profitable
products, successfully clearing inspections by USFDA, MCC, and the MCA.
Its path to value has taken the high risk. High return route, with a series of
patent challenge products.
Its focus: Innovate and built both technology and commercial skills to build
capabilities for specialty products.
Bulk Activities:
The bulk actives business caters to the needs of both innovators and Generic
Formulators worldwide.
At Dr.Reddy’s they manufacture about 100 bulk activities and several key
intermediates. They have 6 bulk actives manufacturing facilities, which are CGMP,
approved and USFDA inspected.
Their expertise in organic synthesis, process development and controlled
supply chain them to provide us with high quality bulk activities at competitive prices.
They are aggressively building their product portfolio to cater to the generic and
patent challenge formulators in regulated markets, and the generic players in
emerging markets.
Custom Chemicals:
Their custom chemical service business unit caters to the following needs of
pharmaceutical companies that wish to outsource their requirements:
Contract Synthesis
Custom Synthesis
Contract Manufacturing
CCS cutting edge lies in its experience and expertise spanning a range of
technology, talented scientific personnel, large manufacturing capacities, modern
infrastructure, speed and accuracy in response and customized and cost effective
solutions to a variety of chemistry problems
25
Biotechnology:
Diagnostics:
Critical Care:
In a short period of three years, the division has achieved a leading position in
the Oncology segment. The accelerated growth comes from its ability to face
challenges and achieve a paradigm shift. CCD has set new standards through
innovative product presentations focused customer approach and customized patient
service.
26
FINANCIAL POSITION
DRL the private pharmaceutical company started $40,000 in cash and $120,000 in
bank loan. Today the company with revenues of Rs. 1947 crores (US $446 million) is
India’s second largest pharmaceutical company and the youngest among its peer
group.
The following charts show the break-up of our revenues, for the fiscal 2005, by
business and by geography.
Pharmaceutical Products
Bulk drugs:
They are basic drugs produced in bulk to be sold subsequently processed in to
pharmaceutical preparations.
Formulation:
They are end products that are consumed by the masses. The formulation is in
the form of tablets, capsules, tonics, etc.
27
All the units of Dr. Reddy’s laboratories Ltd., have the prestigious United
States Food and Drug Administration (USFDA) approval. Today the company has the
distinction of manufacturing the following bulk drugs in volumes ranging from one to
six hundred tones per annum.
They are:
Ibuprofen
Raniditine
Norfloxcin
Ciprofloxcin HCL
Pefloxcin
Diltiazem
Omeprozole
Astemizole
Tefenadine
Fomotidine
Ketorolac Tromethamine
Domperidone
Enalapril-naleate
Sumitriplan Succinate
Certizine Dihydrochloride
We, at Dr. Reddy's, bank on the strength of our products. Not only are they the logical
results of our efforts, they are also our means of achieving our end purpose of
‘helping people lead healthier lives’. Products are the only aspect of our
pharmaceutical value chain, which directly touch people’s lives.
Our discovery centric philosophy, along with our internationally ratified facilities,
enables us manufacture a range of products that are known for their quality and
efficacy. Dr. Reddy’s product portfolio spans an impressive mix of Active
Pharmaceutical Ingredients, Generics and Branded Formulations as well as Biologics.
Discovery Research:
28
“The trajectory of innovation is unpredictable and there is risk involved to those who
undertake this journey. It takes courage & vision to look beyond today’s vicissitudes
& find hope. But if we don’t seize the moment and challenge your capacities we will
remain pygmies in the world of gains. The future belongs not to those who merely
seek opportunity but to those who create it…”
Dr. Anji
Reddy
Dr. Reddy’s laboratories have been one of the pioneers of R&D in India. Established
in late 1980’s the research & development division has acquired the status of full-
fledged research organization, develop proprietary processors for organic &custom
made intermediates. R&D plays an active role in selection of new products &non-
infringing routes to manufacture products. It also sets the pace for development &
launch of products at right time in the right form & at right place.
With over 950 scientists working across the globe, around the clock, the
company continues its relentless march forward to discover and deliver a
breakthrough medicine to address an unmet medical need and make a difference to
people’s lives worldwide. It is also planning to open a satellite research center at
Atlanta. This center will focus specially on target-based research that will be a step
ahead in its values chain of basic research that is currently analogue based.
2006:
2005:
As per WTO, from the year 2005, India will grant product patent recognition
to all new chemical entities (NCEs) i.e., bulk drugs developed then onwards. The
Indian Government, decision to allow 100 percent foreign direct investment into the
drugs and pharmaceutical industry is expected to aid the growth of contract research
in the country. Technology transfer to 100 percent Indian subsidiaries of MNC is
expected only in 2005. Indian pharmaceutical interests in making a mark on the global
scene got a boost when Dr.Reddy’s licensed two of its anti-diabetic molecules to
Novo Nordisk and when Ranbaxy Licenced its Novel Drug Delivery system (NDDS)
of ciprofloxacin to Bayer. MNCs in India faced the problem of having a very high
DPCO coverage, weakening their bottom lines as well as hindering their growth
through the launch of new products. DPCO coverage is expected to be diluted further
29
in the near future benefiting the MNCs. New Legislation is also expected in the OTC
segment increasing the number of brands in the over the counter (OTC) segment. The
Indian pharmaceutical industry is also getting increasingly U.S. FDA compliant to
harness the growth opportunities in areas of contract manufacturing and research.
2004:
Dr.Reddy’s launches Dutas for treatment of enlarged prostate, Hyderabad, India April
19, 2004:
Dr.Reddy’s has launched Dutas (generic name: dutasteride), for the treatment
of enlarged prostate. Dr.Reddy’s is the first company to launch this drug in India.
Symptomatic enlarged prostate affects around 55% of men over the age of 50
and almost 90% over the age of 70 worldwide. In India there are over 77 million men
over the age of 60 who are affected by this disease. It is a progressive disease with
obstructive urinary symptoms that worsen with age. Until about ten year ago, the only
treatment was surgery. The medical management of symptomatic enlarged prostate is
now well established and the convenience of oral treatment as opposed to surgery.
2003:
Withdraws paediatric dosage of Nimesulitde from the market. Launches
Ibuprofen- First product under Dr.Reddy’s label in the U.S.Market Unveils
Tolterodine Tartrate drug for the treatment of urinary incontinence. Novartis
discontinues trials on Dr.Reddy’s compound DRF-4158. Drops three new compounds
from its research pipeline that were undergoing or had completed preclinical
development or animal trials.
2002:
Dr.Reddy’s makes its first overseas acquisition of BMS Laboratories Limited
and Meridian Healthcare, UK.
2001:
On April 11, Dr.Reddy’s becomes the first Asia Pacific Pharmaceutical
Company, outside Japan, to list on the New York Stock Exchange.
Dr.Reddy’s out licenses DRF 4158 to Novartis for up to US $55 million up
front. It is a milestone payment for specific clinical and regulatory endpoints.
30
Dr.Reddy’s is the first Indian pharmaceutical company to obtain 180-day
exclusive marketing rights for a generic drug in the U.S market with the launch of
Fluoxetine 40mg capsules on August 3, 2001.
2000:
Dr.Reddy’s becomes India’s third largest pharmaceutical company with the
merger of cheminor Drugs Limited, and the acquisition of American Remedies
Limited.
Reddy US Therapeutics, a wholly owned subsidiary, is set up in the US.
1999:
Dr.Reddy’s acquires chennai-based American Remedies Limited.
1998:
Dr.Reddy’s licenses anti-diabetic molecule, DRF2725, to Novo Nordisk.
1997:
The co licenses anti-diabetic molecule, DRF2593, to Novo Nordisk. First
ANDA file.
1994:
Makes GDR issues of US$ 48 million when the foundation stone was laid for
a generic formulations facility to cater to highly regulated markets.
1993:
Dr.Reddy’s Research Foundation is established and becomes operational.
1990:
Dr.Reddy’s for the first time in India, exports Norfloxacin and Ciprofloxacin
to Europe and Far East.
1998:
Dr.Reddy’s acquires Benzex Laboratories Pvt. Limited to expand its Bulk
Activities business.
1987:
Dr.Reddy’s obtained its first USFDA approval for Ibuprofen and started
formulations operations.
1986:
Dr.Reddy’s goes public.
1986:
Dr.Reddy’s enters international market with exports of Methyldopa.
1984:
Dr.Reddy’s is established with an initial capital of Rs.25 lakhs.
31
Committees of board:
Dr. Anji reddy is the founder and the chairman of the Board of Directors of
Dr.Reddy’s laboratories. He is also founder of Dr.Reddy’s foundation for Human and
Social Development.
Dr. Anji Reddy is a member of both board of trade and the prime minister’s
task force on pharmaceuticals and knowledge based industries. Dr. Anji reddy was
recently bestowed the padmashri by the Government of India for his distinguished
service in the field of trade and commerce. Apart from the company subsidiaries, he is
a Director in Diana Hotels Limited, ICICI Venture Funds, Biotech Consortium India
Limited and Biomed Limited.
Mr. G.V.Prasad:
32
G.V.Prasad is the Executive Vice Chairman and Chief Executive Officer of
Dr.Reddy’s laboratories ltd. He leads the core team that has driven the company’s
growth and transformation from a formulations and bulk player to an emerging
discovery-led global pharmaceutical company. Prasad has a Bachelor degree in
Chemical Engineering from Illions institute of Technology, Chicago (1982), and a
Masters in Industrial Administration from Purdue University (1983).
As CEO, Prasad has championed the globalization of the company and has
played a key role in the company’s listing on the NYSE, the first pharmaceutical
company in Asia outside of Japan to do so. He has been the architect of the
company’s global generics strategy. He has helped create new platforms of growth for
Dr.Reddy’s in the custom chemicals services, Discovery Services and Specialty
Pharmaceutical segments. He has built a diverse, talented and experienced senior
management team in India and US and Europe.
Mr.Satish Reddy:
33
Arun has attended the European Generics Conferences in London in 1994,
1995 and 1996, and various Alliance Management programs conducted by
internationally renowned experts.
Audit Committee
Compensation Committee
Nomination Committee
Investment Committee
Management Committee
Strategy Committee
34
Audit Committee Investment Committee
Dr. Omkar Goswami (Chairman) Mr. G V Prasad (Chairman)
Mr. Anupam Puri Mr. Satish Reddy
Prof. Krishna G Palepu Mr. P N Devarajan
Mr. Ravi Bhoothalingam
Mr. P N Devarajan
35
Performance appraisal.
36
Develop and nurture leaders who shall bring out the best in themselves and
others who are builders and enablers of system’s and work culture.
Manpower Position
All together there are 239 employees in DRL’s unit 4. All belonging to management,
staff and contract labour.
S. NO DEPARTMENT NUMBER
1 FINANCE 1
2 HRD 1
4 MAINTENANCE 21
5 PRODUCTION 83
6 QUALITY ASSURANCE 7
7 QUALITY CONTROL 27
8 PDG 4
9 SH&E 3
10 PTSD 1
11 WARE HOUSE 9
TOTAL 160
37
API 160
IPD 78
TOTAL 239
Preamble:
38
1. Performance planning / Goal setting
2. Performance Coaching
3. Performance Reviews, half yearly / Annual review
4. Feedback and Consequence Management
1. Performance planning
Once the business/functional scorecard is frozen, the superior and the employee
should meet to clarity expectations from their key customers / stakeholders and each
other. This input should be converted into performance goals to be met during the
review period. To create a healthy balance, all goals should be classified into four
clear perspectives:
2.Performance coaching:
3.Performance Review:
A formal half-yearly review is important for the superior and employee to take
stock of the progress made and to make course corrections. The focus during the
review should primarily be on overcoming constraints and planning for the rest of the
performance cycle.
b) Annual Review:
Self- Review:
The annual review starts with a self-review.
Performance Review:
The superior while reviewing the performance of the employee shall try to take
feedback from as many sources as possible in order to arrive at a reasonably objective
conclusion. It would be ideal if the superior regularly gets this input from the relevant
39
stakeholders to avoid any bias. The superior then analyzes goal achievement data,
self- development efforts and the feedback from customers, suppliers or project
managers.
The Apex Review Committee (ARC) would constitute of a group of people who have
clear visibility of the employees they are reviewing. There can be multiple ARC’s for
a particular department or unit. The final assessment and overall rating is decided at
the ARC.
a) Superiors give feedback and review performance of their team at various times
during the year.
b) For the bottom 5% performance across the organization, a detailed 90 days rolling
Performance Improvement Plan (pip) is drawn up to provide them with an
opportunity to bring them to the desired level of performance. HR will facilitate this
process.
MAGAZINES
ASPIRE:
Aspire is your Magazine, our Magazine & belongs to each one of us as a medium to
express our thoughts, experiences and aspirations. It not only serves as a forum to
reflect, to share thoughts, ideas, events and happenings, both on the professional and
personal front, but also highlights the humane dimension of us all and works towards
providing a feeling of belonging to the organization. Aspire is an embodiment of our
cherished memories & our dreams for the future.
Snapshot of API Business: The API business is the core of Dr. Reddy’s operations.
The company started as an API company, and while it has expanded and grown in all
areas of the pharma on which everything else is based. Dr. Reddy’s manufactures
over 100 APIs at six different locations. All the locations are technologically well
equipped and have set systems in place. They also have approvals from most of the
world’s Regulatory authorities, like the FDA, MCC, TGA, MHRA etc. Our APIs are
sold in over 60 countries worldwide and also service a part of our internal
requirements for Formulations and Generics.
The current focus is on increasing the basket of high value products, and on getting
involved in new products with the customers from the starting stage itself. We also
40
intend to leverage our strengths in regulatory, intellectual property and formulation
technology to provided value added offering to our customers.
Happenings
cGMP celebrations were conducted for the first time on April 6, 2005, at API3. The
objective of this new initiatives was to motivate employees and create and awareness
of cGMP among all levels of people across the plant.
Six events were conducted : Case study, Quiz, Essay writing, Written test and
a cartoon & Slogan contest with respect to cGMP. Guidelines, regulatory guideline,
and on in-house procedures.
World Environment Day, commemorated each year on 5 June, is one of the princpal
vehicles through which the United Nations stimulates Worldwide awareness of the
environment and enhances political attention and action.
The World Environment Day theme selected for 2005 was ‘Green Cities’ and the
slogan was ‘Plan for the Planet!’ the agenda was to give a human face to
environmental issues: empower people to become active agents of sustainable and
equitable development; promote an understanding that communities are pivotal to
changing attitudes towards environmental issues; and advocate partnership, which
will ensure that all people enjoy a safer and more prosperous future.
KNOWLEDGE SPACE:
API GLOSSARY:
Knowledge space as a place where you can share your expertise on a particular area
which helps in improving understanding of all others with regards to that function or
domain. This would not only help in our individual learning endeavors, but serve as a
forum where ideas from varied areas can get cross-pollinated.
Acceptance Criteria
Active Pharmaceutical Ingredient (API)
Analytical Methods Validation
Batch
Biologic Active Pharmaceutical Ingredient
Biologic Product
Chemical Reaction
Containment
41
Drug
Drug Products
Expiry/Expiration Date
Impurity
Impurity Profile
Intermediate
Manufacture, Processing, Packing, or Holding
Mother Liquor
New Molecular Entity
Pilot Scale
Polymorphism
Process Validation
Quality Assurance
Quarantine
Retest Period
Solvent
Working Standard
ELIXIR
The first-ever ELIXIR correspondent’s workshop was a huge success and has
helped lend direction to this issue. A need was felt to ELIXIR less formal and
extend its readership to our families. The Young sparks of Dr. Reddy’s now have
an entire page to themselves. Elixir is also open to receiving contributions from
families of employees. A ‘Quiz Corner’, maintained by the Chakravyuh team,
makes its debut in this issue, giving you a chance to win exciting prizes. ‘Elixir
Recommends’ is another interesting newcomer. The regulars, like the ever-
popular ‘Travelogue’, ‘slice of Life’ and ‘In First Person’, continue to make their
presence felt.
Such Knowledge-sharing symposia are being planned for every year, to address key
issues in the management of lung cancer. Dr. Reddy’s brands Cytogem, Docetere and
Mitotax are well established in the lung cancer chemotherapy segment.
Market Verve
• Brand new
42
• Social initiative
• Caring for special children
• Promoting hygiene
• Aiding poor students
A decade Life
Training Academies
Outbound training for CFT
Rewarding excellence
Reaching for stars
TEJAS
TEJAS is a Quarterly magazine.
Anonymous:
“ Make each day magnificent adventure,
Accept the challenges that come your way,
Seize each opportunity that you find,
Without concern for what others might say,
Experience each day with open arms,
Savoring both victory & strife,
Welcoming the good & bad together,
For only then will you know the joy of life.”
43
PHARMACEUTICAL NEWS
The pharmaceutical news contains the news of their acquisitions and the press
releases.
ANKUR
.
Ankur stands for SPROUT, which means beginning of growth or germination
from a bud. Ankur , the learning center of Dr. Reddy’s group aims at providing
learning resources for self development & potential in folding through shared learning
& self learning. Vision of Ankur is to involve people to enable Dr. Reddy’s family to
be the best learning organization.
Training Academies:
The BPO sector is growing phenomenally in India, and is likely to employ over a
million people in the next five years. In associated with ICICI one source, LABS
trained a pilot batch of 21 BPO students at Hyderabad in September. All of them
have been successfully placed in reputed organizations. Plans are underway to set
up training centers at other places in India.
Micro-irrigation academy:
Micro-irrigation has a huge potential for rapid growth in India, with over 400,000
ha of agricultural land already covered by it. In technical collaboration with Jain
irrigation systems and sudhakar with pipes, Labs has trained 20 students for
44
positions such as field surveyors, filters, plumbers and electricians. The trainees
have been absorbed by the collaborators.
Retail sales management academy:
In association with Food World, LABS has set up a retail sales management
academy, which will be piloted in Hyderabad.
LABS have set up this academy in association with TATA projects, to train
students for various entry-level positions.
Strategic Goals:
Create a learning climate, wherein each employee takes onus for personal
development, and enhance his/her knowledge & skills
Strengthen leadership skill base across levels in Dr. Reddy’s
Build strategic capabilities & scale- up the talent pools in the area of IPM, PM,
RA etc
Facilitating transition towards the desired culture, by creating a shared
understanding on the core values & promoting value based functioning
Contribute to employee growth by offering higher education opportunities.
Towards realizing vision and roadmap, L&D is working on the following main focus
areas:
45
• Advanced Leadership program
Certification Courses
• Project management
Training Programs
• Training on quality
• 360-Degree Feedback
Learning Resources
• Library
• E-campus
• Technical conclaves
• Cutting Edge
46
Family programs
• Stress management
In the years to come, L&D aims to emerge as a Corporate University of Dr. Reddy’s
by offering strategically important learning services to its stakeholders.
Rewarding excellence
Transport facility
Bonus
47
Knowledge Management
-An Overview
48
49
Knowledge Management
At
Dr.Reddy’s Laboratories
50
Knowledge management – an overview
Preamble
Ryle, in one of his works, has explained the different categories of knowledge.
First knowledge is referred to what is gained through the understanding of concept
and frameworks, generally referred to as ‘knowing why’ another classification of
knowledge, what Peter Senge
51
Termed as capacity for action, refers to an understanding of the facts and procedures
required for making things happen. Knowledge also refers to the codification of
factual knowledge based on prior experience, which is
The field of knowledge management has gained currency in recent times due to
a wide variety of reasons. Some of them are
• The speed of change in the market place has become so rapid that the time
available for organizations to gain experience and acquire knowledge has
diminished. Organizations are required to differentiate their product or
produce them in fastest possible time and the lowest possible cost.
• Competition in the market place has forced organization to reduce costs. One
of the methods followed is reduction in manpower. This has led to early
retirements and increasing mobility of work force resulting in a loss of
knowledge.
• Organisations are forced to compete on the basis of knowledge
• Market place is increasingly competitive
52
• Reduction is staffing create a need to replace informal knowledge with formal
methods
• Reduction in work force due to competitive pressure
Business
transformation
Learning Innovation
Organisation
Roots of
Knowledge
Intellectual Management Information
assets management
Knowledge
based systems
Learning organization
If an organization conforms to the required norms and can be termed as a learning
organization, then it becomes one of the start points of knowledge management.
Intellectual assets
The intellectual assets in an organization are the people having gained expertise
through years of work experience and are tacit in nature. This knowledge has to made
explicit and manage in order to leverage on it and gain competitive advantage.
Information management
Information is the core of knowledge management, since information combined with
experience and intuition leads to knowledge. Hence, proper information management
system can result in an effective knowledge management system.
Innovation
53
Creativity and innovation are methods by which new knowledge is created.
Innovation comes out of increment changes to existing products or processes and a
radical change, which is different from the original process or product. Radical
changes give a new dimension to the existing knowledge base and incremental
changes result in changes in perception and line of thinking leading to new knowledge
insights.
Business transformation
Knowledge
New focus on customer intimacy.
Revolution
Realizing the benefits from raw data, which goes through a number of stages as
depicted in the following figure.
54
Data
Information
Each data element is a component of a transaction and does not provide much
information unless they are presented in conjunction with other data elements. The
accumulation of data into a meaningful context provides information.
Analytic
The information gathered in the previous stage, although provides much insight,
separate or regrouping this information and analysis extends the value of the
information. Applications with analytical processing capabilities provide users with
the ability to analyze information and determine relationships, patterns.
Knowledge
55
Knowledge is different from data, information or analysis. Knowledge can be created
from any one of those layers or it can be created from existing knowledge using
logical inferences.
Wisdom
An example would help in understanding the distinction better. Mere numerals like
41, 42 are termed as data. This data, if read in the context of temperature would give
an indication of the weather in that part of the world. The fact that these numbers
indicate the temperature is information. Knowledge refers to the understanding that
this temperature indicates summer. The decision to venture out or not in this weather,
or an understanding of the effects of this weather is wisdom.
There are as many definitions for Knowledge management as there are people
who are working on this subject. Given below, are some of the most commonly used
definitions.
KM is to understand, focus on and manage systematic, explicit and deliberate
knowledge building, renewal and application- that is manage effective knowledge
processes.
56
Powerful environment forces are reshaping the world of the manager of the 21st
century. These forces call for a fundamental shift in organization process and its
strategy. This is knowledge management.
Taylor
The crux of the issues is not information, information technology. The answer turns
out to lie more with psychology and marketing of knowledge within the family than
bits and bytes.
Peters
Source: Broadbent
(1998)
The ultimate corporate resource has become information – the ultimate competitive
advantage is the ability to use it – the ultimate competitive advantage is the ability to
use it – the sum of the two is knowledge management.
Source: Oxbrow & Abell
(1998)
57
KM is concerned with the exploitation and development of the knowledge assets of an
organization with a view to furthering the organizations objectives . The knowledge to
be managed includes explicit, documented knowledge and tacit, subjective
knowledge. Management of this knowledge entails all the processes associated with
the identification, sharing and creation of knowledge. This requires systems for the
creation and maintenance of knowledge repositoreries, and to cultivate and facilitate
the sharing of knowledge and organization learning. Organizations that succeed in
knowledge management are likely to view knowledge as an asset and to develop
organizational norms and values, which support the creation, and sharing of
knowledge.
These types of models categorize knowledge into discrete elements. Nonaka and
Takeuchi look at the process of Knowledge management as a Knowledge creation
process.
TO
Tacit Explicit
Socialisation Externalization
Tacit
Internalisation Combination
58
From
Explicit
Articulated
Knowledge
Tacit
Knowledge
This model assumes four different carriers of knowledge in the process of knowledge
creation. This is an improvement over the previous model in that it identifies the
carriers of knowledge, but assumes that the carriers can be segregated and identified.
c. Boisot model
59
Codified
Proprietors Public
Knowledge Knowledge
Personal Common
Knowledge Sense
Uncodified
Undiffused Diffused
Critiques of this model point to the limitation in that codified and uncodified
are two distinct and discrete categories of knowledge, which is generally not as
distinct as portrayed. Diffused knowledge is rather general and is not clear if it
includes incorporating knowledge within the organization, as well as spreading it.
This model views knowledge as intrinsically linked within the social and learning
processes within the organization. These models portray a more holistic approach to
the process of knowledge creation.
60
Knowledge
construction
Knowledge
Use
Embodiment
Knowledge
dissemination
Types of knowledge
Knowledge can be classified into various types. Authors have classified into
various categories and are presented below
61
Tacit knowledge Knowledge that cannot be articulated
Implicit knowledge Knowledge that can be articulated but has not been
articulated
Explicit Knowledge Knowledge that is articulated and more often than not,
captured in the form of text, tables, diagrams etc.
Procedural knowledge Knowledge that manifest itself in the doing of something.
Declarative Knowledge that consists of description of facts and things or
knowledge of methods and procedures.
Strategic knowledge Knowing when to do something and why to do it.
Effective use of people and computers are required to manage knowledge. Computers
could be used to capture, transform and distribute highly structured knowledge that
changes rapidly and people are used to understand the created knowledge, interpret it,
synthesize various unstructured forms and data and analyze it. So an effective systems
requires a hybrid knowledge management environment in which both the human and
computers in complementary ways.
62
Knowledge is power and hence is associated with money, success, lobbying,
back-room deals which manifest power. People who manage knowledge would lobby
for its use and broker deals between those who have the knowledge and those who use
it.
Knowledge management benefits more from maps than models. More from
markets then from hierarchies effective knowledge management it more to do with
providing maps for exiting knowledge rather than creating hierarchies of knowledge.
They should be able to connect the employees needs with the required information
from database.
63
The process of knowledge management does not mean having access to
knowledge. In addition to access knowledge management requires attention and
engagement. In order for knowledge consumers to pay attention to knowledge, they
must be active recipients through summarizing and reporting to others through role
playing based on the usage of knowledge and receiving the knowledge through close
interaction with the providers of knowledge, more so, in the case of tacit knowledge.
One reason that knowledge management never ends is that the categories of
required knowledge are always changing. New technologies, management
approaches, regulatory issues, employee concerns and customer concerns are always
emerging.
*Knowledge creation
Nonaka and Takeuchi have mapped the knowledge creation process from the
tacit and explicit knowledge available in an organization.
*Knowledge capture
Most of the knowledge in organizations exists as tacit knowledge gained and built-up
through years of experience. This knowledge has to be captured and sorted in
databases.
*Knowledge application
The knowledge created and captured through would then need to be applied to
achieve competitive advantage.
*Knowledge measurement
64
The knowledge created, captured and applied to competitive Advantage can be
measured by seeing the outcome of the applied knowledge.
*Measuring the value of knowledge assets and the impact of knowledge management
Knowledge
Adoption
Knowledge
Review&
Revision
65
The knowledge creation process involves the creation of new knowledge in the
organization. This also includes activities like research and development, consulting,
education etc. The knowledge adoption process involves the adoption of created
knowledge and adapting the knowledge.
Obstacles to KM Implementation
Many companies focus their attention on the KM pilot project and forget about
the roll out. Organizations need to make the plan the rollout and the pilot plant
simultaneously to avoid of focus on the mail roll out.
Lack of accountability
Lack of customization
66
67
Analysis
&
Interpretation
Data Analysis
Observations
68
1.The generation of new ideas and knowledge is highly valued.
Percentage
04 2
Strongly Disagree
Disagree
Mildly Disagree
38
56 Mildly Agree
Agree
Strongly Agree
4% of the respondents mildly disagree stating that new ideas and knowledge aren’t
valued.2% of the respondents mildly agree, but majority of the survey reveals that
generation of new ideas and knowledge is encouraged by the fact that 38% agree and
56% strongly agree.
This is a clear indication that in Dr.Reddy’s new ideas and knowledge activities are
highly valued.
69
Responses Respondents Percentage
Strongly Disagree 0 0
Disagree 0 0
Mildly Disagree 3 6
Mildly Agree 7 14
Agree 36 72
Strongly Agree 4 8
0 Percentage
0
8 6
14 Strongly Disagree
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
72
6% of the respondents feel that job analysis is to some extent performed and they
mildly disagree with the question. 14% of the respondents mildly agree, in this survey
also majority of the respondents i.e. 72% agree with the fact that job analysis is
performed, 8% strongly agree about the job analysis.
There is a clear indication that most employees agree that job analysis is
performed frequently to determine the employees job requirements and job duties.
70
3.An electronic knowledge base exists to store new ideas, knowledge, solutions
and best practices.
Percentage
0
0
4
24 Strongly Disagree
24
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
48
4% mildly disagree that an electronic knowledge base exists to store new ideas, 24%
mildly agree with the question, but majority of the employees i.e. 48% agree with the
fact and 24% strongly agree which is a clear indication that electronic knowledge base
exists in their company to store new ideas.
71
4. Documents are proactively shared with employees
0 Percentage
0
6
24 Strongly Disagree
24 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46
6% of the respondents mildly agree that documents are proactively shared, 24%
mildly agree and 46% of the employees agree with the statement, 24% employees
strongly agree.
We can clearly observe that majority of the respondents agree with the fact
that documents are proactively shared with employees.
72
5.The collective experience of employees is an integral part of decision making.
Percentage
0
4
6
6 Strongly Disagree
30
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
54
The survey states that 4% disagree, while 6% mildly disagree with the statement. 6%
mildly agree and 54% agree that the collective experience of employees is an integral
part of decision-making, 30% strongly agree with the statement.
By the above responses we can clearly analyze that majority of the employees
feel that collective experience helps them in making decisions.
73
6.Experience is highly valued.
Percentage
4 2
6
Strongly Disagree
12 Disagree
Mildly Disagree
56 Mildly Agree
Agree
20
Strongly Agree
74
7.An organizational intranet portal exists where information and knowledge relevant
to job requirements may be retrieved.
Percentage
0
4
14 0
Strongly Disagree
28 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
54
4% of the employees show their disagreement with the fact that there is an intranet
portal where they could retrieve information when and where required.
28% of the employees mildly agreed with the fact, while 54% agree and 14% strongly
agree with the fact that there exists an intranet portal.
The above analysis shows that majority of the respondents agree that intranet
portal exists in the organization.
75
8.The information and knowledge u receive is accurate and up-to-date.
0 Percentage
2
6
30 Strongly Disagree
18
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
2% of the employees are disagreeing with the fact that the information they receive is
up to date and accurate, while 6% mildly disagree with the statement.
18% of the respondents mildly agree with the above statement, 44% of their fraternity
agrees and 30% strongly agree with the statement.
The above analysis indicates that majority of the employees agree that the information
they receive and the knowledge is up to date and accurate.
76
9.New ideas and knowledge are frequently applied and recorded for future use.
0 Percentage
0
4
20 Strongly Disagree
32
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
4% of the employees mildly disagree with the fact that ideas generated are recorded
for future use. 20% of the employees agree with the fact, 44% agree and 32% strongly
agree with the statement.
We can say that majority of the employees agree with the fact that new ideas are
stored.
77
10.Brainstorming and other similar techniques are often used to generate and
record new ideas and knowledge.
0 Percentage
0
8
30 Strongly Disagree
16
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46
78
11.Information from many sources is stored in an integrated manner and cross –
referenced facilitating better communication and decision-making.
Percentage
0
4
4
24 Strongly Disagree
Disagree
28 Mildly Disagree
Mildly Agree
Agree
Strongly Agree
40
4% of the respondents disagree when asked about the manner in which the
information is stored in the organization for better communication, 4% mildly
disagree with the statement and 28% mildly agreed to it.
40% agreed to the fact that information is stored for easy retrieval and 24% strongly
approved the declaration.
We could therefore say that in the organization the information from different sources
is stored and cross-referenced in such a manner that it’s facilitates better
communication and easy decision making.
79
12.Electronic and / or non-electronic collaboration, teamwork and cooperation
are a part of doing business.
Percentage
0
4
18 4
Strongly Disagree
18
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
56
4% of the entire respondents surveyed disagree with the fact that there is electronic or
non-electronic collaborations, teamwork and cooperation are part of the business
process.
4% mildly disagree and 18% mildly agree with the statement.
While 56% of the employees agree and 18% strongly agree with the above fact.
We can analyze that, the most employees have the cooperative attitude among
themselves, which is a good sign for the organization as it reflects its organization
climate.
80
13.Information is stored and organized in a way that makes it intuitively easy and
quick
to locate.
0 Percentage
0
6
20
Strongly Disagree
Disagree
30
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
6% mildly disagree with the statement that information is stored and organized in a
way that makes it intuitively easy and quick to retrieve.
30% mildly agree and 44% agree with the above fact.
20% of the employees strongly agree with the statement. Majority of the respondents
agree with the fact and feel that everything around them is organized.
81
14. Advanced technologies, such as data warehousing, mining and modeling are used
to leverage data and information for strategic and operational decision-making.
0 Percentage
14 8
Strongly Disagree
20 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
58
8% of the people mildly disagree with the fact that in the organization they use and
utilize advanced technologies to solve problems and make decisions.
20% of the employees mildly agree, where as 58% of the employees agree with the
statement.
14% of the employees strongly agree to the fact of using advanced tools.
The above analysis shows that the organization takes help of advanced tools in
decision-making as majority of the people responded.
82
15.Document stored on an organizational server or intranet contains timely and
useful knowledge for our job responsibilities.
0 Percentage
0
6
30 18 Strongly Disagree
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
46
When asked whether the organization’s servers contain timely and useful knowledge,
6% mildly disagreed with the query, while 18% mildly agreed with the fact. 46% of
the employees agreed that the server does provide some information and 30% strongly
agreed with the statement.
This survey shows that 76% of the respondents agree with the fact that the
organization’s servers contain timely and useful knowledge.
83
16.Incentives are in lace that motivates staff to share knowledge.
Percentage
2
0
8
22
Strongly Disagree
18 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
50
2% of the employees strongly disagree and 8% mildly disagree when asked if there
are any incentives available to motivate the staff.
18% of the employees mildly agree with the fact, while 53% agreed and 22% strongly
agreed with the above statement.
We can analyze that majority of the employees accept that incentive plan is
the one that motivates the employees, so it should be implemented.
84
17. Expert systems and knowledge bases are used to aid in decision-making.
Percentage
0
2
12
30 Strongly Disagree
Disagree
20 Mildly Disagree
Mildly Agree
Agree
Strongly Agree
36
20% of the employees accept that expert systems and knowledge bases are there to aid
decision-making. 36% agree with the fact and 30% strongly agree.
When coming to the other side of the scale 2% disagree and 12% mildly disagree with
the statement.
Majority of the responses say that there is an expert knowledge system, which is used
to aid decision-making process.
85
18.Knowledge based helps in creative products, growing new ideas and applying
new technologies.
0 Percentage
0
0
26 Strongly Disagree
32
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
42
26% of the employees mildly agree with the statement, 42% agree and 32% strongly
agree with the statement.
The above analysis shows that entire respondents agree with the fact that knowledge
based helps in creative products, growing new ideas and applying new technologies.
86
19.Knowledge management is useful for change management.
0 Percentage
2
4
8
26 Strongly Disagree
Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
60
87
20.Knowledge management focuses on customers and business strategy.
Percentage
0
18
Strongly Disagree
38 Disagree
Mildly Disagree
Mildly Agree
Agree
Strongly Agree
44
18% of the respondents mildly agree with the query, while 44% agree and 38%
strongly agree with the fact.
From this survey we can clearly see that entire respondents agree with the fact that
knowledge management focuses on customers and business strategy.
88
Conclusions
&
Suggestions
89
Conclusions and suggestions
90
An electronic knowledge base exists to store new ideas, knowledge, solutions
and best practices.
The employees feel that collective experience, expert system and knowledge
bases help them in making decisions.
Most employees strongly agree that experience is highly valued and incentive
plan is the one, which motivates the employees.
The employees agree that the information they receive and the knowledge is
upto date and accurate and is stored and organized in a way that makes it
intuitively easy and quick to locate.
Team members are not getting token of appreciation for success of project and
one observes lack of effective communication within the department.
Lack of recognition for the work done by the employees and personal bias
towards the employees is demoralizing employees satisfaction to a certain
extent.
Information sharing with the shop floor people is not satisfactory and decision
making is not delegated clearly depending upon time.
91
Exit interview is not properly conducted and because of this knowledge drain
is not being properly interpreted
ELIXIR
ASPIRE
TEJAS
It also provides the Pharmaceutical news only for the higher cadre employees (HR
Manager and Head of the Departments).
Suggestions
Frequent interactions among the team leaders and team members have to be
adopted. Transparency in the organizational matters provides the employees
needed and necessary information for performing their jobs in the desired
manner, which leads to the ego satisfaction of the employees resulting in
congenial relations.
92
Given the necessary Knowledge training, workers can also unbundle and
rebundle their skills
Appendix
Questionnaire
93
QUESTIONNAIRE
You are a part of a selected group chosen to respond to this questionnaire. Please
respond freely with your views on the prevalent atmosphere of knowledge
Management activities in your work atmosphere, this would help us in obtaining a
clear picture of the organization and in planning for a better future.
6 5 4 3 2 1
2. Job analysis are frequently performed to determine job duties and requirements.
6 5 4 3 2 1
3.An electronic knowledge base exists to store new ideas, knowledge, solutions
and best practices.
6 5 4 3 2 1
94
4.Documents are proactively shared with employees.
6 5 4 3 2 1
6 5 4 3 2 1
6 5 4 3 2 1
6 5 4 3 2 1
6 5 4 3 2 1
9.New ideas and knowledge are frequently applied and recorded for future use.
6 5 4 3 2 1
10.Brainstorming and other similar techniques are often used to generate and
record new ideas and knowledge.
6 5 4 3 2 1
6 5 4 3 2 1
6 5 4 3 2 1
95
13.Information is stored and organized in a way that makes it intuitively easy and
quick to locate.
6 5 4 3 2 1
14. Advanced technologies, such as data warehousing, mining and modeling are
used to leverage data and information for strategic and operational decision
making.
6 5 4 3 2 1
6 5 4 3 2 1
6 5 4 3 2 1
17. Expert systems and knowledge bases are used to aid in decision making.
6 5 4 3 2 1
18.Knowledge based helps in creative products, growing new ideas and applying new
technologies.
6 5 4 3 2 1
6 5 4 3 2 1
6 5 4 3 2 1
96
Bibliography
PerfECT
Elixir
Tejas
Aspire
Pharmaceutical news
Knowledge management-
ICFAI Journal
Websites
www. HR-guide.com
www.drreddys.com
www.myreddys.com
97