El concepto de “gestión del conocimiento” se encuentra estrechamente ligado a los de “capital intelectual” y “potencial humano”. Mientras que estas últimas nociones representan aspectos y valores intangibles of the organization, the "knowledge management" seeks to formalize and systematize the processes of identification, management and control thereof.
this approach, knowledge management involves two key variables. At first the call "hard", since it involves the more formal aspects of the management and hard. Consists of all processes related to the "administration" of the knowledge generated within the organization:
formal communication systems of the organization.
The structure of processes in terms of value chain.
computer systems through which stores, sorts and distributes information on the structure of the organization.
In all these processes the objective is to transform the knowledge generated by people (tacit knowledge) into information that can be stored, sorted and distributed (explicit knowledge), in order to be accessible to those in need at the right time .
The second variable can be called "soft" because it involves soft or less formal aspects of management, such as: Identifying
talents
Formalization best practices (best practices)
Identification and standardization of skills
From this perspective, knowledge management is a process of organizational management whose main objectives are:
Identify the knowledge produced by agents or employees high performance of an organization to make re-usable information for the rest of the staff of the same.
Managing the knowledge generated in the organization, and to identify and manage external to it, which may be useful in different ways.
The main objective of these processes is to identify how people use information to generate new knowledge, competences at stake for the job, informal communication processes in the organization, teamwork ability and motivation for people to have or not to share their knowledge. This means that the first part of this objective is to identify and manage implicit knowledge produced within the organization.
Also, the second part is the task of identifying external sources that allow us to collect and manage explicit knowledge that can be useful and necessary for the performance of the organization.
is worth noting that all these skills are basic inputs for integrated training in the organization. Without them it would be totally impossible to address the design and development of any training activities in the same.
Knowledge management is emerging as a tool to respond to specific market demands
The increasingly intensive use of knowledge in the production of goods and services, unlike the industrial era the predominant use of capital and labor.
and information technology as determinants of competitiveness: hence the organization's growth can only come from innovation in products and services.
obsolescence of knowledge as competitive advantage: knowledge is created at a slower pace than is required for transfer, since the computer networks eliminates delays and allow you to use and share information quickly between manufacturers, suppliers, employees, customers and users.
Preference for products smart (smart products) products increasingly concentrated knowledge and, therefore, must be getting smarter. The new products can diagnose your own maintenance or adapt to individual users, therefore tend to be customizable, interactive and anticipatory.
trend towards adapting to the tastes and interests of clients (mass-customization) verticalize companies tend to their markets through an extensive knowledge of the needs of a particular segment of the same and how they use a standardized product.
From these trends, companies wishing to stay and develop in a market with these characteristics, we made a series of questions:
What we need to meet market need?
What is the knowledge that gives us competitive advantage?
What are the employees using the information in creative and innovative in terms of business?
How can we turn knowledge back into information?
What skills are the talents that enable the company to generate new knowledge?
How can the rest of the employees of the company can do the same talents?
Obviously, governmental and nongovernmental organizations are not governed by the market, although optimization of their effectiveness, whatever their mission and strategic objectives, is also a fundamental task. In addition, the knowledge society, while socio-cultural framework that requires continual renewal of knowledge and skills, not just press, conditions and acts on business but on all types of organizations.
The answers to these questions lead to knowledge management that includes the two variables (hard and soft), whose main steps are:
1. Define the business in terms of knowledge.
2. Is made to clarify how the organization's intellectual capital.
3. Identify staff producing knowledge that give competitive advantages to the organization.
4. Convert learning generated by employees and / or high-level officials of performance in information, sort, distribute and make it accessible
5. Identify the skills that allow employees to high level of performance using information intelligently
6. Promote a cultural change to the effect that the talents share their knowledge
All these tasks, as is evident, are steps in what would be an implicit diagnosis of organizational knowledge (tacit) in the company, which turns out to be an essential input for the design and development of various training measures required for the course progressive organization.
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