KNOWLEDGE IN ORGANIZATION

Propagating Knowledge in Organization



Propagating Knowledge in Organization

Introduction

Today, organizations are faced with the pressing need for long-term competitive advantages, which can be adapted in its nature, the environment changes required action. This is not defined in the current level of requirements imposed by the environment of organizations, because history will bear witness that from the beginning of the agreements called organizations that factor has had to adapt. In this era where organizational development has faced this dynamic, there is an approach aimed at reducing risks at enterprise: knowledge management.

The knowledge in the field of organization

First, understand the knowledge, at the individual level, such as cognitive beliefs, confirmed, experienced and knowledgeable about the contextualized the object to be known, which will be conditioned by the environment, and will be enhanced and systematized by the capacities of the knower, those that establish objective basis for action and value creation. This definition allows us to understand the role played by people within the management area is responsible for creating value through knowledge. On the other hand, knowledge of value for organizations is one that gives direct support to actions aimed at meeting its founding objectives and stay active during their working life (Sumelius, 2008, 245-258).

Now, analyzing the relationships between each of those components of the organizations or working groups shall these, with their knowledge and relationships, which establish the capabilities of each of these groups. It is therefore imperative to know how these capabilities will be strengthened group to determine the levels of knowledge, cohesion and confidence in each one of these networks.

Therefore, the existing knowledge in the organization can be understood as knowledge synergy resulting from the different interactions developed through the organization's operating history upon which the organization will develop each of their actions, directed by their business objectives and long-term vision (Nonaka, 1994, 14-38).

Knowledge Management

Knowledge management should be understood as the management body by which we obtain, deploy or use a variety of basic resources to support the development of knowledge within the organization. That is why understanding how to structure knowledge management initiatives will generate an advantage when considering the knowledge within the organization's strategy (Nonaka, 1994, 14-38). Learning is important part of knowledge management. We would be discussing how an organization can propagate knowledge in the organization through learning models.

Knowledge management can be described as the systematic process to identify, select, sort, filter, present and use information from the participants of the organization in order to exploit the cooperatively knowledge resources based on their own intellectual capital of organizations, designed to enhance organizational skills and the creation of value, where:

Detect: The process of locating cognitive models and active (thought and action) of value to the organization, which lies in people. Are they, according to their cognitive (mental models, systemic, etc..), Who determine new sources of knowledge for action.

Select: The process of evaluation and selection of the model around a criterion of ...