Margaret Fuller says: ” If you have knowledge, to leave others they ignite its candles in él.” The management of the knowledge is a change strategic in the paradigm to illustrate in view of the organization like a whole.

” All the men wish by nature saber” , Aristotle said. Learning, knowledge and intellectual growth are the factors of handling in any organization or individual.

In 1997, Thomas Stewart popularized the term ” capital intelectual” , arguing that the companies must learn to manage that capital if it is wanted to be successful in the economy of the today information. Stewart defines the intellectual capital like ” intellectual material – knowledge, information, intellectual property, experience -. That it is possible to be put to use to create riqueza” Or more simply, ” the intellectual capital is the sum of everything what everybody in a company knows that gives a competitive advantage him.

Traditionally the intellectual capital has been a measurement of count of personnel with title in the personnel like in the 22 doctorates or 97 programmers of Java. In the new multifunctional world of cross-company and of creative equipment, this measurement is insufficient. In order to catch the intellectual capital, and its contribution to the line inferior of the organization, an falsified approach more than is needed. The intellectual capital can be complemented from outside the organization in the form of the suppliers (for example, consultants, suppliers, suppliers of software externalisation) and clients (for example, the joint equipment to construct a new service for the client) and partners of the alliance (joint venture for example, to develop to a new service or product). If her organization believes in the intellectual capital in the interior then probably you you are looking for what more learning is the organization.

Organization of the learning is defined like which she looks for solutions significant and soon internaliza those solutions so that she continues growing, to develop and to maintain his success. The organizations who learn to incorporate the ideas of many sources and imply a variety of people in the resolution of problems, the exchange of information, and to celebrate the success. This learning involves to the employees in all the levels and it takes place through points of view shared and the knowledge that is based on past experiences. The thematic areas: Governability, Personal Development and the organizational capacity surrender of accounts and evaluation.

David Garvin describes an organization of learning like an organization who is ” expert in creating, acquiring and to transfer knowledge, and to modify its behavior to reflect new knowledge and perspectivas.”

Is important to understand the knowledge in real terms in order to obtain its importance and benefits in the organization. The knowledge is a process. It is dynamic, personal and very different from the data (discreet symbols, not structured) and information (explicit mass media). Since the dynamic properties of knowledge are in center, the individual competition idea can be used like a synonymous one of just.

The knowledge can be explicit or tacit. The explicit knowledge includes any thing that can be documented, be filed and codified as trade names, plans of businesses, investigation of marketing, lists of clients, presentations of PowerPoint, electronic mails, data bases. The tacit knowledge includes – know-how. The challenge is how to recognize, to generate, to share and to manage the tacit knowledge. It is possible to turn the tacit knowledge into explicit form or to share it by means of the promotion of the human interaction through ” socialización” – some of which can be carried out in line.

The process of management of the knowledge must have a global context of businesses, otherwise it is condemned the failure. Km To maintain focused the organization, the organization can mature following benefits take care of of the GC and the intellectual capital.

1. Km allows the organization to foment the innovation through flow of the ideas;
2. With km, the organization it can improve the services to the client and to improve the relations;
3. Once she has finished with the knowledge of the market and its own capacity to produce, the organization can more quickly increase to the income when obtaining products and services to the market;
4. To improve the rates of retention of the employees by means of the recognition of the value of the knowledge of the employees and of compensating them for that reason;
5. To make decisions faster and more near the point from action;
6. To overcome the internal and external barriers and
7. To reduce the time of product development.

Now is possible to ask itself is how to incorporate km within its organization? These are some of the propose activities in one of the article written by the Dr. David J. Skyrme.

1. Creation of data bases of knowledge – the best practices, directories of experts, intelligence of market, etc
2. The effective management of the information – the harvesting, filtrate, classification, storage, etc
3. Incorporation of knowledge in the enterprise processes, for example, by means of the use of screens of aid in the computer science procedures or the access to experts of the icons
4. Development of knowledge centers – focal points for the abilities of the knowledge and the flow of knowledge facilitating
5. The reusability of the knowledge in the centers of attention to the client, for example, through reasoning based on cases
6. Introduction of collaboration technologies, especially intranets or of work in group, for the fast access of information
7. Networks of knowledge: networks of experts who collaborate to traverse and beyond the functional and geographic borders of the organization
8. Increase of the processes of support in the decisions, like for example through expert systems or systems of support to the decisions of the group.
9. In fact, any activity that uses and applies the knowledge can benefit from the disciplines of the management of the knowledge, and that includes the activities of the majority of managers and professionals

Nevertheless the technologies like Internet, Intranet, intelligent Groupware, agents, tools of mapeo and document management can be used to catch the knowledge for always.

The experts of the sector has proposed some concepts and realities of gold to put in practice the GC in a real meaning. Generally, the organization has so many myths of km But it is a reality here.

1. Km is not only to learn, but it must have an enterprise approach.
2. Km is not a unique process in their organization to put in practice, is a total shift of strategic paradigm.
3. Km is not only for capturing the knowledge of people but it creates an atmosphere so that people create, the leverage and to share knowledge.
4. It does not push km otherwise no. The active learning and the experimentation are obligatory. There is no such thing as a specification of requirements finished. Solutions to evolve and to adapt.
5. Km requires the participation of the high direction. It is not only is limited the efforts of human resources and YOU. IT helps only until the exchange of information, but the same change cannot be lead.
6. The successful implementation depends, as always, giving an suitable approach of the not-technical factors, such as the human factors, organizational processes and the culture, the multidisciplinary abilities of the hybrid equipment and the managers.

Epicteto says: ” It is impossible that a man learns what he thinks that sabe.” already; Nevertheless, the knowledge is a multiplier in terms of improvement in the organization when it shares. Therefore, ” is less valuable; , how much you know? ” in the organization, but ” is crucial; how much to share what sabes”? Because the interchange of knowledge helps to correct its knowledge at the same time as the correct knowledge also extends.