Management Decision Knowledge management implementation in NTPC: an Indian PSU Alok Kumar Goel, Geeta Rana Sharma, Renu Rastogi,
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Article information: To cite this document: Alok Kumar Goel, Geeta Rana Sharma, Renu Rastogi, (2010) "Knowledge management implementation in NTPC: an Indian PSU", Management Decision, Vol. 48 Issue: 3, pp.383-395, https:// doi.org/10.1108/00251741011037756 Permanent link to this document: https://doi.org/10.1108/00251741011037756 Downloaded on: 26 February 2018, At: 22:16 (PT) References: this document contains references to 11 other documents. To copy this document:
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Knowledge management implementation in NTPC: an Indian PSU Alok Kumar Goel, Geeta Rana Sharma and Renu Rastogi
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Department of Management Studies, Indian Institute of Technology, Roorkee, India Abstract Purpose – The purpose of this article is to analyse the extent, strategy and imperatives of knowledge management (KM). Design/methodology/approach – The investigation was carried out with the aid of a case study of NTPC, a navratan PSU of the government of India. This paper discusses components of the knowledge management implementation plan and the KM imperatives to achieve its strategic business objectives. Information technology has been accorded an important role in much of the contemporary knowledge management literature. When these assumptions are challenged, the role of information technology in knowledge management processes also comes into question. The paper outlines this perspective of knowledge management and examines the way it characterises knowledge sharing processes and role of information technology in creating a virtual organisation for knowledge sharing purposes. Findings – The research findings indicate that KM could improve organisational and managerial as well as the financial aspects of an organisation. The KM helped the organisation to manage and institutionalise knowledge management processes and to create organisational culture for managing and motivating knowledge workers. Practical implications – This is a qualitative study that could be further enriched by empirically measuring KM, person-organisation fit and its impact on the level of engagement. What emerged from the analysis is the importance of the concept of knowledge sharing. This KM study will help other organisations as they embark on their KM journey. Originality/value – The paper highlights the impact of KM and the approaches for competitive advantage, which can facilitate knowledge generation and knowledge sharing processes by means of a case study. Keywords Knowledge management, Competitive advantage, Virtual organizations, Knowledge sharing, India Paper type Case study
Introduction One of the hottest areas in industry right now is that of knowledge management (KM). Driven by tremendous pressures for service quality, speed to market, and innovation, and by the availability of a new generation of exciting information management tools, companies are employing new technologies to leverage the intellectual assets of knowledge workers. Knowledge management can contribute significantly to the evolution and application of knowledge for implementing strategies and practices that are more environmentally and socially sustainable. The development of sustainable competitive advantage is a vital management function, and an important requirement is the nurturing of a knowledge creating and learning environment to enable the organisation to exploit and develop resources better than competitors, and create sufficient knowledge to address the industry’s future success factors. Knowledge
Management Decision Vol. 48 No. 3, 2010 pp. 383-395 q Emerald Group Publishing Limited 0025-1747 DOI 10.1108/00251741011037756
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management can play a critical role in the strategic management of its human capital and to leverage its knowledge base for business performance improvement. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organisations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organisations. Before proceeding, we must first define what knowledge is. Knowledge is best defined in terms of three related but not interchangeable concepts. Data are a set of discrete, objective facts about events. Information is organised data presented in context. Data becomes information when its creator adds meaning or value. Similarly, knowledge is derived from information as information is derived from data. Knowledge can be viewed as information in context, together with an understanding of how to use it (Davenport and Prusak, 1998). Since knowledge can be found in many forms, the interlocking of data and information sources when combined with human assets, produces an evolving learning environment. This is evident in the building block approach of data to information to knowledge. The infinite number of sources (i.e. databases, policies, and procedures, etc.), when organised, can enable an organisation to better manage the learning process. In organisations, it becomes embedded in documents and repositories, in organisational routines, in processes, practices, and norms. There is a slightly different definition given by Alavi and Leidner (1999). They see knowledge as a “justified personal belief that increases an individual’s capacity to take action”. Knowledge is a very important resource for preserving valuable heritage, learning new things, solving problems, creating core competencies, and initiating new situations for both individual and organisations now and in the future. The popularity of knowledge management has increased rapidly, particularly since 1995, and it has become a central topic of management philosophy as well as a management tool. There is no one simple definition of KM. One reason for this lack of agreement stems from the fact that people working in the KM field come from a wide range of disciplines, such as psychology, management science, organisational science, sociology, strategy, computer sciences, production engineering and so on. However, in the simplest term, knowledge management means exactly that: management of knowledge. It can be extended to management of organisational knowledge for creating business value and generating a competitive advantage. It consists of the processes required to effectively manage knowledge. It is a systematic, explicit and deliberate building, renewal and application of knowledge to maximise a firm’s knowledge-related effectiveness and returns from its knowledge assets (Wiig, 2002). As Drucker (1995) predicted, knowledge has become the key economic resource and the dominant source of competitive advantage today. In most cases, the term is used loosely to refer to a broad collection of organisational practices and approaches related to generating, capturing and disseminating knowledge relevant to the organisation’s business. In organisations, there are two types of knowledge, namely explicit and tacit knowledge (Nonaka and Takeouchi, 1995). Tacit knowledge is obtained by internal individual processes and stored in human beings. Such knowledge is sometimes described as experience, reflection, internalisation or individual talent.
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Explicit knowledge is stored in a mechanical or technological device, such as documents or databases. This knowledge would be more useful if it could be shared and used among the community that works together using collaborative technology at anytime, anyplace and anywhere, as shown in Figure 1.
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Real time KM scenario In contrast, tacit knowledge is stored only in the mind of an expert and is not available for inspection, so it cannot be captured, documented, verified, codified, and disseminated by a team of domain experts and knowledge intermediaries. Continuous reinvention of the organisation through learning is a key feature of knowledge management. An organisation’s distinctive competence is based on specialised resources, assets, and skills it possesses. Knowledge, whether explicit or tacit, is a distinctive competence that can be used to build competitive advantage and economic wealth. To harness the business value of tacit or explicit knowledge, an organisation must create an environment that enables management of knowledge. Knowledge management is an integrated, systematic approach to identifying, acquiring, transforming, developing, disseminating, using, sharing and preserving knowledge, relevant to achieving specified objectives. It is a process of creating, structuring and leveraging collective know-how, experience and wisdom of an organisation to improve business performance. Knowledge sources may include databases, documents, policies and procedures, as well as the un-captured tacit expertise and experience stored in individual workers’ heads. One of the difficulties in knowledge management systems is that knowledge sources are widely distributed and exist in many forms. As diverse sources of knowledge accumulate in the company, it becomes more difficult for the knowledge seeker to locate and access the desired knowledge. The knowledge seeker may be unaware of knowledge sources and may not have the software necessary to access the knowledge. Since knowledge is widespread and varied (in type) in an organisation, a means of keeping track of the knowledge stored by the organisation and accessing is paramount. In reviewing the literature, it appears that many government organisations do not have a strong KM strategy and an associated KM implementation plan. KM has proven
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Figure 1. Collaborative technology
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to be a strategic and value-added endeavour for improving an organisation’s effectiveness. For example, according to the American Productivity and Quality Center (2002), Chevron had a US$2 billion reduction in annual operating costs through its communities of practice and transfer of best practices. The KM focuses on processes and knowledge flows. In addition, these processes are often supported by shared databases, and document management systems. For example, Hewlett Packard has documented a very large number of their business processes with knowledge management systems. Other examples include Pacific Gas and Electric Company, Texaco, and British Petroleum, all of whom have knowledge management systems that focus on storing their businesses’ best practices. Schlumberger used their technical communities of practice, intranet, and portal to save US$75 million in their first year of knowledge management activities, with US$100 million projected customer savings. Hence, there is a culture in these organisations that emphasises sharing of knowledge between employees in the organisation. This article will discuss components of the knowledge management implementation plan and KM imperatives to achieve its strategic business objectives. NTPC, a leading navratan government organisation (PSU), considered these case examples while developing its KM system. Case NTPC, the largest power company in India, was set-up in 1975 to accelerate power development in the country. It is among the world’s largest and most efficient power generation companies. In the Forbes list of the world’s 2,000 largest companies for 2007, NTPC occupies 411th position. It has diversified into hydropower, coal mining, power equipment manufacturing, oil and gas exploration, power trading, and distribution. NTPC is now in the entire power value chain and is poised to become an integrated power major. NTPC has set new benchmarks for the power industry both in the area of power plant construction and operations. NTPC has more than 30 years of accumulated knowledge, which emerged from the recommendations of the Disha Project conducted in 2004 for NTPC’s transformation in consultation with AT Kearney (a MNC consulting company). NTPC developed and deployed an enterprise wide knowledge management portal “Lakshya” as a means of cataloguing, tracking, and accessing knowledge in the organisation. It offers a one-stop knowledge sharing in a familiar, easily created environment. Lakshya makes all of the knowledge available to the company, accessible from an integrated central source. Since various types of knowledge differ in their completeness and accuracy, the design of the portal is used to influence the user to use the most accurate source. In order to create a knowledge management system in NTPC, a framework needs to be built. The basic building blocks consist of a lower tier involving knowledge management (KM) benchmarking, KM strategy, KM awareness, and KM target areas. KM benchmarking consists of seeing what others are doing in the KM area that relates to NTPC. Once NTPC learns what their competitors, or other global utility companies like British Petroleum, Texaco, Chevron are doing, then it can best determine the KM strategy that fits in with the NTPC culture. Part of the KM strategy is to educate employees on KM and create an awareness of KM throughout NTPC. The strategy then targeted specific areas where KM can best be applied in the organisation for proof-of-concept and for addressing critical knowledge gaps in the organisation where knowledge is “at risk” of being lost. NTPC followed a codified approach of developing a
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best practices/lessons learned repository. NTPC’s divisions decided to collect trouble shooting knowledge from engineers through emails, and categories according to technical product line and make it accessible through the web. It built thousands of technical tips and frequently asked questions (FAQ) problem resolution time. A team of CKO/domain leader/affinity groups were then formed from the existing workforce. The KM initiative began with an awareness programme conducted across NTPC, explaining the importance of KM at all levels. Before the KM initiative, technical training was provided on the basis of the requirement of individual divisions, mostly through instructor lead classroom programmes. The KM learning team worked out a common framework of access, identify and build, for the whole of NTPC. Recently, an e-learning approach with the online portal “Lakshya” introduced, provided learning resources, and this is reducing training costs and increasing flexibility. Competencies of all the employees are available and the competency map acts as a guiding force for competency development for competitive advantage. Three critical aspects NTPC’s knowledge management system is focused on three critical aspects: (1) External knowledge: . subscription/membership to domain specific industry reports; . subscription/membership to domain specific technology journals; and . capturing trends in the external environment (international and national). (2) Internal knowledge: . capturing and assimilating explicit and tacit knowledge residing within NTPC; . making the captured knowledge available to employees for re-use; and . updating internal knowledge. (3) Collaborative tools: . chat; . message boards; and . polls. The initiative started with a knowledge needs identification workshop conducted for business units, wherein groups of people performed an exercise and identified critical knowledge needs for their businesses. The seeds of an enterprise wide KM system were sown. Road maps for individual business units were also drawn up. Templates were created and used as knowledge capturing mechanisms. Using the existing IT infrastructure and network, a web based KM repository was introduced to store knowledge and enable people to have quick access. Essentially, KM is about accessing expertise and enabling people to access experts from distant places with ease. Managing organisational expertise through an expert system that enables the right knowledge at the right time by connecting the knowledge need to the knowledge node is valuable for KM. Channels were established for knowledge collection, through which contributions from people started coming (generally, knowledge sharing is easier through informal chats rather than formal rules. Efforts should be made to identify as many informal
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channels as possible and make them part of the KM strategy). Right at the beginning, a taxonomy was created to store and access the content in a standard way across business units. All employees were able to access the knowledge repository using their desktops and laptops. Top items of the knowledge repository were packaged and disseminated for immediate consumption on a frequent basis. So far, we have seen some kind of a cultural transformation taking place within NTPC, and KM being accepted as a vital work enabler, and the flow of knowledge collection and dissemination has started. Knowledge management is not an end but a journey in itself. As they progress, the need for an advanced KM system is being felt, and this is being evolved using the IT and e-business consulting expertise available within the organisation. KM imperatives of NTPC NTPC’s knowledge management imperatives are derived from its strategic objectives and HR vision of becoming a “learning organisation” (Table I). KM technologies and tools were used as an enabler for knowledge sharing, through NTPC’s web based portal Lakshya. Since technology is just a small piece in developing a knowledge management capability, the processes, culture, and people components were considered carefully in order to become a learning organisation. Following issues have been considered while designing the NTPC KM system: (1) What are the knowledge processes that are critical to creating value and competitive advantage? (2) What are the characteristics of the relevant knowledge? (3) What mechanisms are needed for the generation and application of relevant knowledge? (4) What organisational conditions need to be in place in order for knowledge management mechanisms to work? . Organisation structures. . Incentives for contributions and users. . Behavioural norms and values. The next phase involved developing and measuring KM pilots and instilling a change management program in NTPC, in order to transform individual learning into organisational learning. KM processes are to be embedded into the employee’s daily
Table I. KM imperatives of NTPC
Strategic objectives of NTPC
Knowledge management imperatives
Plan and expeditiously implement power projects
Improve engineering and project construction lead time and reduce costs through efficient re-use of past knowledge and experience
Operate power stations economically and efficiently
Reduce operations and maintenance costs and improve work practices by sharing ideas and best practices across plants
Diversify and grow into new areas
Capture external knowledge of the regulatory environment, competitive environment, leverage experiential knowledge for commercial purposes
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work activities so they are seamless and interwoven throughout the fabric of the organisation. NTPC’s KM did not system cost any extra funding, as it was customised during the ERP implementation through SAP (Table II). Once the KM pilots achieved success and a change management process underway, full implementation of these pilot projects will occur, given the necessary resources. A kind of virtual organisation has been set-up to deploy the KM system in NTPC headed by a Chief Knowledge Officer (CKO). CKO is being assisted by a full time core group. Knowledge domains are formed based on specific areas. Further, affinity groups are formed to support domain leaders in updating and archiving the knowledge base. To develop the KM organisational infrastructure, critical elements needed include: the establishment of a full-time core group; assigning domain leaders to projects in a part-time capacity; reassigning existing roles of affinity group members to help achieve KM goals; and embedding knowledge management processes into the daily working activities of NTPC employees. The roles and responsibilities of some of these individuals are given in the appendix. The KM process at NTPC consists of the following steps, comprising assimilation of knowledge from various locations and uploading on the KM intranet for dissemination: (1) Identify and appoint domain leaders. (2) Identify and appoint affinity groups in each plant. (3) Seek and assimilate knowledge in the respective domains. (4) Submit knowledge capture documents to affinity groups in their respective locations. (5) Electronically submit captured knowledge to domain leaders. (6) Capture knowledge from all locations. (7) Classify knowledge, create categories. (8) Approve documents uploaded in the KM portal. (9) Facilitate and assist domain leaders. (10) Users download knowledge documents at all locations.
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In the first year (2007), NTPC tried to create an awareness of KM at all levels in the organisation, and educated people on KM, set up the technology infrastructure as an enabler for knowledge sharing, and provided some quick-wins to show the value of KM. In the second year, the goal was to create the organisational infrastructure to Date
Event
2004 2004 2005 2005 2005 2006 June 2007 July 2007 onwards
Project Disha recommendation Benchmark study and visits to MUL, GE Discussions with Plumtree Software, USA Discussions with IBM, Satyam Benchmark visit to USA ERP contract awarded to SAP Enterprise portal based KM Launch of KM portal at CC Company wide awareness program about KM
Table II. Key dates during the NTPC KM journey
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infuse KM throughout NTPC (KM organisation), and expand various KM pilots and activities into full-fledged projects (KM implementation). Following are significant challenges for NTPC in effectively managing its accumulated knowledge base: (1) Capture and structure knowledge: . One of the difficulties in knowledge management is that knowledge sources are widely distributed and exist in many forms. To support different types of knowledge sources, a common interface is required that allows access to many types of knowledge. . Learning and experiences are not captured and summarised; referring to past documents makes re-use of past experiences cumbersome. . Tacit knowledge residing with individuals is not documented. . Experiences by addressing various stakeholders interests (government agencies, NGOs etc.) for project approvals have not been documented. . Inadequate communication across functions, levels and geographies inhibits knowledge updation. . No formal process for classification and codification of knowledge resulting in difficulties in knowledge retrieval. . Past knowledge not adequately used to develop and update methodologies and guidelines for improving work efficiency. (2) Create knowledge sharing environment and IT enablers: . Lack of enabling IT systems to enable speedy retrieval of knowledge across levels, functions and geographies. . Conversion of past documents from hard formats into soft formats requires significant efforts. . Inadequate communication across functions inhibits knowledge sharing. . No processes to create awareness about the existing knowledge base across functions and geographies. . No recognition and rewards for contributions to knowledge management. (3) Disseminate and apply knowledge: . Knowledge and experience resides with individuals; sharing is relationship based. . Project completion reports that capture the learning of each project are not adequately shared across plants. . Past documents (proposals, project reports etc.) are stored manually, or on local PCs, making it difficult for them to be shared across functions, levels and geographies. (4) The knowledge management system provides several benefits to NTPC: . Develop NTPC into a learning organisation by creating a culture of knowledge sharing. . Build an environment of trust and openness.
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Prevent “re-inventing the wheel” – reduce employee efforts to seek knowledge and experience. Improve efficiency – employees spend more time in analysing rather than in searching for information. Reduce lead time in business processes and day-to-day activities. Reduce costs through sharing of ideas and best practices across plants. Capitalise on external knowledge for identifying revenue enhancement opportunities for NTPC.
The most important use for the KM portal Lakshya is to facilitate knowledge reuse by providing an integrated portal for all knowledge sources. This portal organises knowledge assets by topic and type, and contains the necessary software to access all of the knowledge sources. The user searches the available knowledge sources by context, and is shown listings of appropriate knowledge grouped by knowledge type. The KM portal obtains the user’s request, loads the appropriate data and software, and displays the knowledge to the user. The other uses of this KM portal are to evaluate the depth and breadth of knowledge management within NTPC. This portal is an inventory of knowledge assets that users can search by context, thereby determining the availability of knowledge sources for specific domains. This KM portal may also be used as a planning tool for knowledge management by locating knowledge and expertise for future knowledge efforts.
Conclusions This article presents some important elements of a KM implementation plan that may be used as a role model for other project-based, technically oriented organisations to follow. This article also provides a mechanism for organisations to benchmark their knowledge management activities and to develop a knowledge management strategy. Without incorporating KM into the human capital strategy of an organisation, there may be some major knowledge gaps resulting putting the organisation at risk in the near future. This article also developed a framework for building the KM system in organisation. NTPC is used as a case study in applying this framework. One of the most difficult parts of implementing the KM framework is the change management component – that is, how to embed knowledge sharing activities into everyone’s daily work life without asking that something extra to be done. In NTPC, the new project and program management policies and guidelines required that lessons learned be captured and applied during all phases of a project lifecycle. This study is carried out as the first step in the process towards not only improving understanding of KM, but also proposing valid management alternatives to enhance an organisation’s value and competitiveness. It has produced a number of interesting and informative findings. The results highlight the relevance of the KM framework, which can be used to guide organisations in establishing a systematic KM approach. KM is used to facilitate knowledge sharing roles, and government organisations can take advantage of this study in developing a KM strategy and linking it with an organisation’s mission and vision.
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Implications Knowledge management systems are dedicated to retaining and leveraging knowledge. What emerged from the analysis is the importance of the concept of knowledge sharing. This knowledge management system study will help other organisations as they embark on their KM journey. Organisations should be able to induce the requisite behavioural change among people who are contributors and users of knowledge. It requires strong leadership to bring in cultural changes, set the right direction, and continuously monitor progress. Using appropriate rewards and recognition programmes is also necessary. This framework encourages both bottom-up and top-down approaches to accelerate culture change. References Alavi, M. and Leidner, D. (1999), “Knowledge management systems: issues, challenges, and benefits”, Communication of AIS, Vol. 1, Article 14. American Productivity and Quality Center (2002), “Carla O’Dell’s knowledge management presentation”, APQC knowledge management conference, Crystal City, Virginia. Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA. Drucker, P. (1995), Managing in Time of Great Change, Truman Talley Books, New York, NY. Nonaka, I. and Takeouchi, H. (1995), The Knowledge-creating Company, Oxford University Press, Oxford. Wiig, K. (2002), “Knowledge management in public administration”, Journal of Knowledge Management, Vol. 6 No. 3, pp. 223-39. Further reading Hislop, D. (2005), Knowledge Management in Organisation: A Critical Introduction, Oxford University Press, Oxford. Huotari, M.-L. and Iivonen, M. (2004), Trust in Knowledge Management and Systems in Organisations, Idea Group Publishing, London. Newell, S. and Swan, J. (2002), Managing Knowledge Work, Palgrave Press, London. Rao, M. (2005), Knowledge Management Tools and Techniques-practitioners and Experts Evaluate KM Solutions, Elsevier, Amsterdam. Thite, M. (2004), Managing People in the New Economy – Targeted HR Practices that Persuade People to Unlock their Knowledge Power, Sage Publications, Thousand Oaks, CA. Web sites www.kmworld.com www.knowledgecommission.gov.in www.ntpc.co.in Appendix Role of CKO One time (during implementation):
. . . . . .
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Manage setting up of core group. Create the virtual organisation (domain leaders and affinity groups). Manage prioritisation of knowledge domains. Validate design of KM processes and systems. Monitor implementation of IT system for KM. Monitor KM implementation across the organisation. Develop employee motivation and rewards strategy for seeking employee commitment to knowledge sharing and contribution.
In steady state (after implementation): . Manage and monitor internal knowledge collection and management process through domain leaders and core group. . Manage external knowledge collection and assimilation with the support of the core group. . Manage transition between domain leaders in case of change (transfers/promotions etc.). . Manage employee motivation and rewards process for KM. . Monitor benefits to organisation from the KM system; plan continuous improvements. Role of core group External knowledge management: . Assimilate external knowledge requirements from all domain leaders; identify user needs. . Scan the external environment and identify potential sources of information / knowledge. . Manage external knowledge procurement (managing subscriptions, memberships, negotiations, payments, renewals, etc.). . Manage/upload external knowledge/links on the knowledge portal. . Respond to user queries/needs. Internal knowledge management: . Manage the overall design and structure of the knowledge base in consultation with domain leaders. . Support CKO, domain leaders in knowledge collection, categorisation and uploading process. . Manage indexing and archiving of knowledge. . Respond to user queries. . Interface with IT to manage the KM technology, system maintenance and plan upgrades. Role of domain leader . Create affinity groups in each plant for his domain. . Validate and implement KM process for his domain. . Initially develop a detailed knowledge map and categories for his domain through a workshop with other domain leaders. . Continuously update the knowledge map in consultation with affinity groups and domain leaders of other regions.
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Conduct communication with affinity groups for KM systems, knowledge map updating and identification process for contributors. Manage identification, collection and assimilation of knowledge; approve knowledge collected for uploading. Manage archiving and updation of knowledge base with the help of a core group. Manage access to KM system for his domain. Identify external knowledge required and potential sources and communicate to core group. Suggest and manage motivational process for KM.
Role of affinity groups . Identify potential sources of knowledge (individual employees) for internal knowledge capture. . Capture knowledge in their domain. . Seek contribution from other employees. . Manage digitisation of documents. . Submit knowledge to domain leader. . Support domain leader in managing and responding to user queries. . Support domain leader in updating and archiving the knowledge base. Criteria for selection of affinity group members . Four to five per location. . Must have worked in the domain area for some years. . Should possess knowledge in the domain or sub domain. . Should possess communication and documentation skills (electronic medium). . Good networking ability – identify and motivate other executives to contribute knowledge. . IT savvy and enthusiastic about knowledge sharing.
About the authors Alok Kumar Goel is presently working as Technical Officer (training) with HRD Centre, Council of Scientific & Industrial Research, Ghaziabad, India. He is a BE(Mech), MBA(HRM), LLB and presently pursuing his doctorate in the area of knowledge management and human capital creation from IIT Roorkee. He has a total experience of 17 years in Corporate and R&D in the area of production management and human resource development with various research papers published and presented at national and international conferences to his credit. He is also an editor of Training & Development Reporter, a bi-monthly publication of Indian Society for Training and Development and is presently working on a book on knowledge sharing. Geeta Rana Sharma is presently pursuing her doctorate in the area of human resource management from IIT Roorkee. She is a BSc(Bio-Tech) and MBA with specialization in HR and Finance. She is UGC-NET qualified and has several years of experience as faculty in management institutes. She has presented and published various research papers at national and international conferences.
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Renu Rastogi is Professor, Department of Humanities and Social Sciences and Joint Professor, Department of Management Studies, IIT, Roorkee, India. Dr Rastogi is a post graduate in Psychology and earned her PhD from Institute of Technology (IIT) Kanpur. Her area of specialization is psychology (organisational behaviour and women studies), group dynamics, individual dynamics and personal effectiveness. She has more than 25 years of experience in teaching and in handling various administrative as well as academic positions. She has to her credit over 31 papers published in national and international journals. She has supervised 15 thesis of Post Graduate Diploma in Industrial Management. She has supervised four PhD theses and presently four PhDs are in progress under her supervision. She is Honorary Counselor in Roorkee School for the Deaf, IIT Roorkee, and was Honorary Counselor in University of Roorkee from 2001-2002. She has presented many research papers at national and international conferences. She visited Japan to present her paper in 11th International Association of Cross Cultural Psychology, Japan.
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