Introduction
The article is defined in the knowledge management research, where it is a determining factor for the organizational structure, within the current globalization, technological advances, market diversity and the wide existing competition. Every organization must have the capacity to generate and transform information into knowledge, disseminate it and apply it, this being an added value.
Knowledge management currently has an impact on organizations and companies, becoming a determining platform in the development, compatibility and integration of its intangible assets, where they can relate (processes, technologies and people), generating impact and improves its production.
The knowledge of each person, their experience, their skills in the production processes, and other points, not only gives them a vision to interpret the environment, but more importantly, the possibility of acting. Knowledge is found in people, objects, but also in organizations.
Conceptualization
- Intellectual capital: It is the set of knowledge, information, applied technology, experiences, professional ability, as intangible assets that can be identified and measured, that give capacity to generate value in a company.Human Capital: It is knowledge (explicit or tacit) that helps the company, based on its personnel and equipment with the capacity to generate value. Knowledge: Facts or information acquired from a person, through their experience, theoretical and practical understanding, education of their environment. Knowledge management: It is a set of processes and systems that aims to convert the information of an organization into knowledge by staff, generating value.
Knowledge management today
History tells us that knowledge has always existed, since we can see that philosophers have treated these terms at the beginning of philosophy in Greece. Due to current globalization, the well-known knowledge economy, and the information economy, have made information and knowledge increasingly important as a resource and as a product. Companies are concerned about how to organize, the information and knowledge of each of the members of their organizational structure, since one of the problems is that when there is a change of personnel, or restructuring of a department, they realize that the personnel that he no longer works for his company, he took with him knowledge and experience of his work area, that possibly only he can solve this problem,This is why companies want all this knowledge capital of their employees to be integrated into a management apparatus that stores each of their knowledge.
Globalization, in addition to opening markets for companies, there is competition between their products, but it has also given the possibility of turning and clearly visualizing the need to manage knowledge that exists within their facilities. There are some companies that do not know capital. intellectual staff or have not exploited it, for your benefit.
A very important point that this globalization has brought is technology, which facilitates this generation, organization and management of knowledge, since there are methodological tools that help us capture or empty that knowledge. The use of technology has been the key to developing processes that can be structured and automated, promoting knowledge management.
Questions about knowledge management
Certainly the phrase "Knowledge management" immerses us in its meaning, and logically we can say in simple terms, that it is nothing more than being able to manage, organize, structure the knowledge of people and objects, but the question would be How to do it? Under what parameters? Can you really extract the knowledge of a person? And every time you read more about knowledge and its management, we ask ourselves these questions. Agustí Canals in his article “Knowledge management” mentions a metaphor about the transmission or flow of knowledge between people, and says that “we can hardly open a person's head and start managing the knowledge they have within them. And we can hardly say "what is in the head of this person I want to happen to that other person."It certainly does not work in this way, knowledge management is rather being able to develop the conditions of its environment, everything that makes it possible to open up to new knowledge, and for this knowledge to circulate in a better way. (Parera, 2003).
Who owns the knowledge?
Another question about knowledge management is knowing who owns the knowledge? Therefore, we can say that people, objects and organizations possess it. As an example I would like to be able to place a scenario within an organization where the problem is to redesign a process in some industry, in which the knowledge of the experts in the area is necessary, and each of the experts will contribute a part for this problem, Perhaps relying on technical documentation of the environment, acquired experiences, personnel from other areas, analysts, etc. This work involves integrating each of your knowledge for the solution, and acting according to what you see in your environment, this is managing knowledge. (Lopéz, 2005)
Fundamental processes of knowledge management
Figure 2. GC processes
As shown in the previous figure, in knowledge management there are two fundamental processes, which are the creation and transmission of knowledge, where each one plays a very important role, since the transmission of knowledge exists in a variety of ways. transmit it even in space and time. This is because the moment we deposit our knowledge in a database manager, this knowledge is stored, so that it can be consulted at any time, which is why it is said that it can be transmitted in time, and by The space refers to the way to be able to consult it from a private network, from another place in the company, through the Internet.
These processes are interconnected, since although we say that the creation of knowledge begins from nothing, it would be a lie, right or wrong we all have knowledge, and this knowledge was transmitted through the written, verbal, or visual form, it is For this reason, this interconnection with the creation and transmission of knowledge occurs by itself.
Instruments for knowledge management
Therefore, the task of knowledge management is to work on a series of instruments that allow the creation and dissemination of knowledge, such as relational or dynamic databases, which are a practical instrument today, of manipulating or manage the information, this is when each of the collaborators captures their technical and / or documentary knowledge, where we refer to explicit knowledge.
There are other common instruments, such as the collaborator's intranet and kiosks, that help communication for the work environment, and being easier to place documents clearly and easily. Other modalities are the use of expert directories, which can be transmitted over an intranet.
The directories of the experts are very useful, since this facilitates the search or advice for the solution of a problem, which when locating the expert, this in turn will provide us with guidance and support, which may be in another geographical location, and even have documented information, about a specific case of your area of expertise that may serve.
Certainly talking about knowledge management, and its creation and transmission processes, leads to talking about the culture of the collaborators, that this is the most important challenge of knowledge management, perhaps it has been thought that the most important thing was manipulation or management of the knowledge inserted by the collaborators, because this is not the case, the important thing is to change the mentality and culture of the collaborators, so that they realize the importance of being able to share that knowledge through their experiences and errors, it is for This must be fostered by work teams, for collaborative work, having a work flow, as well as participating in knowledge fairs, where all collaborators are invited to share their knowledge to bring a common benefit as a company.
Knowledge management in organizations
One of the methodological instruments to carry out the goals, objectives, growth, a mission, vision is to speak of strategic direction, where knowledge management is integrated as an important part of the knowledge generation and transmission process, impacting the productivity of directly and generating some interest in the life of each of the employees of the organization regardless of position or location in the organization. Managing the employees of an organization ensures optimal results in production and human resources, creating an ideal environment for the creation and transmission of results.
Knowledge management is the function that plans, coordinates and controls the knowledge flows that are produced in the organization in relation to its activities and its environment, in order to create essential competences, understanding as such the differentiating result of three classes of basic competences (personal, technological and organizational) (Bueno, 2000)
In a broad sense, knowledge management is the management of intellectual capital in an organization, in order to add value to the products and services that the organization offers in the market and to differentiate them competitively. (Nonaka, 2000).
An intangible asset is everything that can produce value in an organization but cannot be quantified. Based on the above, we can say that Knowledge Management is the management of intangible assets that generate certain value for an organization. Intangible assets have to do with staff training, structuring and transmission of knowledge. Thus, if you want to know where the raw material of knowledge management is, the answer would be in the staff of the entire organization.
Knowledge management is classified as a dynamic or flow concept, but it should be noted that in the middle of this knowledge management analysis there are three aspects that are important to mention as well as their differences: The data, these are located anywhere in the world. Knowledge is found in people and organizations. On the other hand, information is the intermediary between both concepts.
Knowledge management has grown tremendously, turning organizations' managers around this human capital, as they realize that trends and the flow of capital is in people and their organizations. Among its day-to-day objectives is to contribute to obtaining adaptable companies, as well as the creation of management processes and techniques that allow for an acceleration of learning, creation, transmission, and adaptation of knowledge within an organization.
Organizations today embrace the idea that knowledge and learning ability is the only source of sustainable competitive advantage, and that statement just five years ago was revolutionary in its approach.
Conclusions
Every organization today must worry about managing knowledge, since this intangible capital, in recent years has been increasing within the opportunities of generation, of new technologies, competition in its products, and better operation in processes. performing. The task is not easy, since this change contracts mentality changes in the members of the organization as well as being able to integrate the information and knowledge that are in their minds, translating them into technological tools, such as relational databases, in order to make use of from your searches for solutions within the organization.
Bibliography
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