KNOWLEDGE MANAGEMENT AND LEARNING ORGANIZATION

Knowledge Management and Learning Organization

Knowledge Management and Learning Organization

Introduction

Organizational learning is a process that allows individuals to create, discover and adapt to new information. How to handle the management of their knowledge and the progression of the opening of new knowledge is fundamental. To create or maintain a competitive advantage, it must maintain or improve their skills. A group must find a way to present all their knowledge in an organization that should be communicated to others for use. This creates problems for the management of knowledge, when in fact they do not understand or value the relationship between the processes of organizational learning and knowledge. What is the relationship between the two? Organizational knowledge and organizational learning are linked by communication between people in possession of knowledge and those seeking knowledge. This paper reviews the literature to analyze situations and examples to illustrate the importance of communication in the organization of knowledge and learning.

Analysis

Knowledge is of two kinds: one item, we know ourselves, or we know where we can find information about it. The communication between knowledge and learning must provide information so that we can gain knowledge through access to information. Samuel Johnson said that to obtain and use our knowledge, already have or know exactly where to look. An example of how knowledge and learning depends on the communication in the case study deals with knowledge management. In this case study of a company to implement a plan to close the gap of knowledge and skills required for a new call center. The call center to improve customer service, reduce time, reduce training costs, and reduce the amount of time devoted to assisting the supervisors of the appellants. For this, they need to organize all the documents and knowledge to collect the oral knowledge of most of the knowledge of employees. They have organized the information through software, and are easily accessible to staff the call center (Schermerhorn, 2002).

One of the main components of this plan was the communication between people who have knowledge and those who have been recording and documentation of all information. The 150 call center employees using the software developed can access this information quickly. The plan also envisages the use of documents that had already been received and inserted into a computer program. Users now have all the knowledge of more experienced staff or can be accessed immediately ...