The obsolete administrative theories that many of our companies still practice, in current times are allowing to be in some way intervened, modified, or restructured, by the new administrative models generated, of the need to be updated, and permanently forced to be in processes of continuous improvement, given the accelerated transformation we are undergoing in order to be more competitive every day.
This is how coaching, knowledge management, organizational learning, total quality, empowerment, among others, have as a central axis the development of human talent, the growth of the human being from himself to be transmitted to others, either in the family, social or cultural part; For this reason, it is important to highlight the great responsibility that trainers have in any area of knowledge, taking into account the importance of educating people first and then professionals.
The accelerated transformation and technological advances that we are undergoing, force companies to convert their production and information systems more efficient so that the products, goods and services they offer are competitive in today's markets that demand more and more and more quality.
This is obviously achieved by investing in technology, machinery, equipment, but nowadays there is also talk of investing in human resources that allows the company to “learn”, because yes, the word learning is no longer used only in school, college or university, now companies that wish to be competitive in all areas apply "Organizational Learning" which all that means is that those who learn are the people of the organization, sharing their individual knowledge and creating shared mental models to achieve highly effective organizations.
The current business context forces to speak of knowledge management models and management by competencies as a fundamental part to start creating and changing companies established in the valuation of human resources as an essential source of the competitive level of the organization, based on this, it is Conventional knowledge models are beginning to change, which consist in guiding the entrepreneur only to make his business profitable through optimization and cost reduction, and not in thinking that human talent may be more important when creating, producing and marketing the product, good or service offered to the end user.
Organizational learning
In accordance with the above and to delve into the concept of "Organizational learning", we must know what does he mean by what is learned in the organization? Or is it learned for the organization ?, then:
“ Organizational learning is a process by which entities, large or small, public or private, acquire and create knowledge, through their workers, with the purpose of turning it into institutional knowledge, which allows the organization to adapt to the changing conditions of its environment or transform it. There are two paths of organizational learning: from the individual to the organization and from the organization to the individual.
In the first case, key knowledge that is in the workers is identified, made explicit, documented and institutionalized. In the second case, existing organizational knowledge is facilitated so that it is internalized by the entity's workers "
Our questions begin to have answers, since in this definition we find the object-subject relationship, which determines what is learned in the company and for the company.
But will we be prepared to assume changes in our organizations, which have been exercising obsolete administrative practices for years, in which only tacit and selfish knowledge are generated, without generating explicit knowledge that allows competitiveness and continuous improvement?
This question allows us to reflect on the administrative experiences of many of our companies at the local, regional and national level, which get used to handling knowledge that is “untouchable, because they have always been done that way”, but where is the quality of life at work and the interaction of knowledge that allows the constant enrichment of companies ?; In times past this did not exist, this would have been a mockery of paradigmatic customs, which simply turned out to be pragmatic, and ultimately that was the important thing. For this reason, the new generations are willing to form work teams that allow the participation of all the tacit knowledge of a company,to improve them and make them explicit in a society that expresses dissatisfaction with the obsolescence and abuse of knowledge and human beings in our organizations.
From the above, it must be recognized that the intended cultural changes have not yet materialized, but yesterday's values continue to be imposed, which are indisputably not easy to change, but that with clear, argued and supported proposals, they will be able to improve production processes in one way or another., financial and human of an institution.
Peter M. Senge, in his book The Fifth Discipline, talks about mental models that are “the images, assumptions and stories that we carry in our minds about ourselves, others, institutions and all aspects of the world” in addition to “models mental are often tacit, and exist below the level of consciousness, they are rarely subjected to verification and examination. ".
In this context it is clear to ensure that everything would be carried out satisfactorily depending on the availability with which the mental models of each of the people who operate in the organization are transformed, this may sound impossible considering the misconceptions that the majority have of people who work in a company with respect to the work they perform, where they believe that they are not important in an organization, and that they only work to receive a salary in return.
But that is where the work of a good administration comes in, which can begin by seeking that the worker finds joy and satisfaction in the work he performs, letting him know that his knowledge and thoughts are valid when it comes to improving the processes and procedures of his job. work, and thus of the organization, is to create motivational and participatory strategies, and the most important to express clear messages that make the individual feel one more input in the organizational development of the company.
In this order of ideas, it can be concluded that an organization that intends to protect its capacities while exploring others, fosters new attitudes, carries new potentialities and involves its human resources in dynamisms that emerge from the knowledge process itself, achieving its support in the interconnection with smart grids of producers, buyers and institutions.
Knowledge management. Another look from organizational learning
Regarding the search for the concept of knowledge management, we find versions or definitions, where they state that:
Organizations long ago discovered that intangible assets, and not physical and financial ones, were the ones that gave them true value. These intangible assets are the resources or capabilities of the organization.
For example, intangible assets are the capabilities that are generated in the organization when resources begin to work in groups. The organization uses these assets to create value, although they are not valued from an accounting point of view.
Although it is thought that companies only produce goods or services, today's society requires active participation of the education sector in the formation and transformation of companies, since knowledge management is actually an activity that is aimed at managing the intangible assets of the company. organization, and in particular the ability to learn from individuals who are actually the ones who bring true value to organizations.
Saavedra, Verdugo & Lacruz (1997: 69) speak of the following stages to create a knowledge value chain among all the employees of the organization:
a) Location: refers to the discovery of information.
b) Storage: refers to the orderly and systematized treatment for later use by the members of the organization.
c) Distribution: refers to the method available to share and disseminate valuable information at all organizational levels.
d) Utilization: refers to the practical application of knowledge within the organization.
The diagram graphically shows us that the chain of knowledge is generated from information, using each of the aforementioned stages as a way to generate learning in the organization, which significantly increases the intellectual capital of the company, thus reaching the Goal objective that is to solve problems efficiently to generate sustainable competitive advantages in the markets.
Taking this analysis into account, the company's top managers must begin to think that intangible assets are those that have real value, or at least a lot of value for organizational development.
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