Employees come and go, switch from the project to the project, go from the department to the department. And every time you have to spend a large number of Resources for the introduction of a new employee to the case. In the end, human memory is imperfect and everything has a property forget. Moreover, this can relate to both the understanding of business processes and technical / technological means.

It will not be possible to avoid it, but you can reduce the cost of knowledge transfer. For this, the discipline called Knowledge management.

2. Who and in what cases makes entries to the knowledge base?

"A person who needs the most", begins to keep notes somewhere, tells about this colleagues who also begin to use and make edits. (In my case, the introduction of new articles to the knowledge base was first a prerequisite for the staff of my department when studying any new material, somewhere in six months, the filling continued without my participation).

3. What is the structure of the articles (even if there is no special structure, then there are still some established rules)?

No approved structure is required. There is such a wonderful concept - self-organization, "a person who needs the most", looks at everything.
Moreover, as soon as the procedures, rules, regulations, etc. intervene, the people of writing right away. Moreover, the Wiki structure allows you to drop everything at any time.

4. Who and how in the future uses these records.

Testers, programmers, analysts, managers - When something forget or do not know something.

New employees - This significantly reduces the time of entering newcomers in the course of work. When a new employee comes, then I first plant it read a specific set of articles in the knowledge base. And at the same time, he does not distract costly specialists from work.

In this article, I, based on my own experience, tried to bring recommendations on the organization of the knowledge base as a tool to improve the efficiency of work as individual employees and the whole company as a whole.

The term "knowledge management" (Knowledge Management), or knowledge management, has recently become widely used in the scientific literature and practice of the work of many organizations 7. Knowledge Management - This is a systematic process of identifying, using and transmitting information and knowledge that people can create, improve and apply. Knowledge Management there is a relatively independent view of special management.

In 1998, a survey was conducted by the Director General of European Firms sponsored by the World Economic Forum and PricewaterhouseCoopers. 60% of respondents answered that knowledge management is an absolutely necessary factor in the success of their companies. In Europe, the average percentage of gross income spent on this control is 5.5%, which is more than the proportion of gross income spent on R & D.

Knowledge management is a strategy that transforms all types of intellectual assets in higher performance and efficiency, in new cost and increased competitiveness. Knowledge management is a combination of individual aspects of personnel management, innovative and communication management, as well as the use of new information technologies in the management of organizations. Management of knowledge - alloy of various disciplines, diverse approaches and concepts. It was used before, but not called in this way. Close concepts are, in our opinion, reengineering, trained organizations, human capal, information technology.

Today, new opportunities have opened in connection with the development of information technologies, creating databases, the appearance of the Internet and intranet. At the same time, knowledge management is not identical to the application of new information technologies in management. The most important part of knowledge management is technologies for distribution, adaptation, conversion and use of implicit knowledge, which are closely intertwined with emotions, principles, commitment, etc.

There was a shift from the inner orientation of knowledge management associated with the traditional concept of innovative management, which is mainly with intracorporate R & D, to the external focus, which includes marketing, customer interaction, benchmarking, exchange of information with external counterparties, etc.

The main goal of knowledge management is to create new and more powerful competitive advantages.

The survey of the 80 largest US largest companies conducted in 1998 showed that four of the five respondents consider managing knowledge to be a significant part of the management process in their companies. However, only 15% recognized that this department is carried out in their companies effectively 8. Lewis Platt, CEO Hewlett Pakcard, believes that in the XXI century, the most successful companies will be those that most fully preserve, use and multiply the knowledge of their staff 9.

Knowledge management includes the following components:

Stimulating knowledge growth.

Selection and accumulation of meaningful information from external sources with respect to this organization.

Saving, classification, transformation, ensuring the availability of knowledge.

Distribution and exchange of knowledge, including within the framework of the organization.

The use of knowledge in business processes, including in the decision-making process.

The embodiment of knowledge in products, services, documents, databases and software.

Assessment of knowledge, measurement and use of intangible assets of the organization.

Protection of knowledge.

Knowledge management is not autonomous, not independent activity, and an integral part of the management of any organization. Such control is a model that combines actions related to the formation of knowledge, their codification, distribution and use, as well as with the development of innovation and training. Knowledge management can be defined as the art of creating the cost of intangible assets Organizations as a targeted process of knowledge conversion in the price. Knowledge management leads to changes in the image of many managers, to depart from many outdated, orthodox approaches.

Knowledge management – this is not a completely new paradigm, but only again meaningful famous management technologies used in a new way in modern conditions. Live interest in management of knowledge in recent years is called, first of all, the fact that this paradigm allows you to re-look at some of the directions of management development. Knowledge management becomes the leading direction of strategic management, which pays attention to the resources that have become the main mainstream and at the same time less efficiently used.

Knowledge management concerns the important points of the organization's activities in a constantly changing external environment. This management gives a single, integrating approach to the use of new management, marketing and information technologies, innovative activity and creativity of people. Knowledge management provides a synergistic connection between technological and behavioral aspects in the management of this reflects the relationship between explicit and implicit Knowledge. Explicit knowledge is that which can be expressed in the form of words and numbers and which can be transmitted in formalized form on the respective media. Implicit knowledge is the knowledge that is not formalized and can exist only with its owner - a specific person or group of persons 10. Knowledge management is work with each type of intellectual capital individually and at the same time with all its species at the same time, providing the necessary combination of human, organizational and consumer capital.

Knowledge management - multifaceted and multidimensional activities, which can be considered from the point of view of economics, psychology, sociology, as well as from the point of view of business, education and information technologies. This management is an integral discipline, which includes elements of strategic management, personnel management, marketing, organizational development, economics, computer science, theory of creating information systems, education teams, innovation management, etc. The knowledge management considers not only the individual elements of these formed disciplines, But their interaction. For example, the standard and well-known way to increase the individual competence of employees is their training, trainings, rotation. The competence of employees can be increased, based on some marketing techniques, in particular, by actively using information coming from consumers, the formation of the corresponding databases and feedback systems with consumers. Many elements of individual competence can be used to increase the organizational capital (the creation of small creative groups, teams contribute to the transfer of individual competence into collective knowledge and skills). Interdisciplinary groups and teams formalize and capitalize talents, as they lose the rigorous individuality and acquire the features of public. Even if the member of the group leaves it, his knowledge is still among the members of the group for a certain period. Thus, there is a transformation of human capital into organizational.

The formation of databases and information systems of organizations is able to record and even institutionalize many elements of individual competence, which leads to the specified transformation. At the same time, one of the main objectives of the formation of organizational capital is the creation of such a structure that allows the consumer to productively communicate with the company's staff. In general, intellectual capital, interacting with physical, strengthens the effect of its application.

The process of "knowledge management" has such popular concepts of modern management , as

intellectual capital;

studying organization;

application of information technologies;

benchmarking, use of best practices;

formation of teams and group work.

Knowledge management answers the following questions:

how can you manage the most important corporate asset - intellectual capital;

how intellectual capital can free other types of capital;

what are the new principles and management methods in the information economy.

Knowledge management is a fairly young concept that appeared only in the last 10 years. One of the first book management books was published in 1987. At the same time, the first scientific conference was held on this issue. In 1991, the Insurance Company Scandium established the post of director of knowledge management. In the same year, such authoritative editions, as Fordu and Harvard, a business review publish the first articles on the management of knowledge.

Since 1994, in the West, large consulting firms offer services and workshop seminars for their customers. In 1996, about 40 international conferences were held on knowledge management. In 1997, 10 conferences on this topic took place only in the UK. There was a lot of periodic editions specifically dedicated to this governance. The consulting services market grew from $ 400 million. In 1994 to $ 2.6 billion in 1996, the corresponding directors appeared in a number of companies. The first department of knowledge management was founded in 1997. From the same year, the scientific journal "Knowledge Management" is published. This topic becomes quite frequent in all scientific publications on the theory and practice of management. Thus, today knowledge management is no longer news. This is, although a young, but already formed scientific discipline and the area of \u200b\u200bmanagement practice.

In recent years, knowledge management is very quickly distributed in the West, although the beginning of this boom can be seen back in Plato. However, it was recently with dramatic changes in economics and business that stimulated interest in knowledge management. These include the following:

Knowledge becomes the main resource of economic development and growth.

Based on the knowledge of the industry become leading industries.

Knowledge is more and more specific gravity In the structure of the cost of products and services.

Knowledge Management:

Transforms them into the practice of the work of organizations. Finding a better experience and its use is becoming a key strategy for the development of organizations.

Forms and develops knowledge of clients using the construction of appropriate databases, consumer profiles, sales support systems. Today, when knowledge is a real power, this government gradually moves to consumers, providing them with the opportunity to heavily influence sellers and manufacturers.

Forms and uses the intellectual capital of the organization (human, organizational, consumer), increases the returns of existing intangible assets, distributes R & D results for similar projects.

Creates conditions for obtaining new knowledge and innovation, promotes the formation of an innovative climate, supports specific innovative projects.

For the successful implementation of knowledge management is necessary:

A good technological infrastructure that allows you to effectively transfer and distribute knowledge through communications.

High organizational culture contributing to the transfer of knowledge from one employee and units to others.

Continuous and qualified personnel training.

Knowledge management for each organization makes it possible:

Faster to respond to customer requirements with more efficient innovative solutions and prevent customers to search for these solutions from competitors.

Faster to embody innovations in products in order to put them with customers.

Use intellectual assets of partners, carrying out a joint technical, functional, sectoral examination.

Accelerate training and program skills.

Save resources by reuse once found solutions.

P. Drucker noted that the main type of activity in the modern economy is not so much the placement of capital and the application for living work, how much innovation. Knowledge - Priority No. 1. Even a new variety of labor activity arises: an employee in the field of knowledge, or an intellectual worker.

Many industries today are industries based on knowledge. For example, the essence of pharmaceuticals is not so much the production of tablets, how much production and replication of knowledge in the form of new properties of new chemical compounds, as well as new ways to test new drugs, their patent protection and market promotion. Cinema, Television, Consulting, Audit, Medical and Educational Services - Examples of industries that produce and betray information. In many industries, the produced product is largely the result of information processing (computers, mobile phones, software).

In the West Bum in the field of knowledge management falls in the 1990s. The focus here was devoted to two aspects: measuring knowledge and management. Japan. this boom did not touch: no one went to the United States or to Europe to study approaches and technologies for measuring and managing knowledge. This is due to the fact that in Japan, a completely different approach to this issue is dominated, which is due to the cultural differences of Western and Eastern civilization:

Knowledge in Japan is not exhausted by data and information that can be collected into a computer, they suggest the inclusion of an emotional background, support on values \u200b\u200band guesses.

Companies in the process of their activities not only and do not so much control knowledge as they create new knowledge in the process of innovation.

Each employee is initially included in the process of creating a new knowledge of the organization, while the average managers act as engineers knowledge.

Western researchers note: "Throughout the history of mankind, it has repeatedly recognized that the human mind has two ways to know, two types of consciousness, which are often designated as rational and intuitive, and traditionally associated with science and religion. In the West, an intuitive, religious type of knowledge was often considered less valuable than rational, scientific type of knowledge, while in the east the opposite opinion "11 was spread.

When comparing the Eastern and Western approaches, it is possible to especially brightly trace the differences between explicit and implicit (explicit and tacit) knowledge. Explicit (explicit) knowledge can be expressed in the form of words and numbers, and it can be conveyed in the form of data, scientific formulas, specifications, guidelines, principles, etc. The Japanese believe that this form of knowledge is only the surface of the iceberg. In addition, there is an implicit knowledge that is impossible to formalize, which makes it difficult to transmit it from one person to another. It is associated with intuition, insurrection, guesses, ideals, values. This kind of knowledge is the basis of individual actions and experience. You can imagine two types of implicit knowledge. The first is the technical skills that manifest themselves from the masters of their affairs and are usually the result of many years of practice. The second is beliefs, ideals, values \u200b\u200band mental models that we use without thinking about them.

The difference in Western and Eastern approaches is manifested and can be illustrated by the philosophy of Zen Buddhism, as well as the traditions of samurai education. In traditional samurai education, knowledge was integrated and embodied in the character of the personality. The main thing was not the acquisition of explicit knowledge, but developing the nature of a person action that meets certain principles and models of behavior. Being a person's action in this sense was considered more important than to have knowledge of literature, accurate sciences, philosophy, etc.

The experience that comes along with actions has great importance in Japanese understanding. The child learns to walk, there is, speak in the process of direct practice, not aware of all this as a learning process. Similarly, traditional Japanese arts (calligraphy, tea ceremony, colors arrangements, etc.) suggest training by mastering skills and techniques in the process of communicating with the teacher. The student becomes a master when the body and consciousness merge together as in Chinese calligraphy, or in the process of the Japanese tea ceremony, or even in the process of the struggle of SUMO, when the champion becomes twin-yttah, in which consciousness (tires) and technique (GI) will be connected in Single whole (THTAI).

The paradox of the modern period of development of knowledge management is that many firms seek translate implicit knowledge in the explicit. This is done in order to, on the one hand, do not depend on individual personalities, and on the other, - to duplicate significant achievements. At the same time, these firms are not interested in maintaining basic competitive advantages into a form ready for duplication. That is why many companies try to maintain some of their competitive advantages in those forms that are not amenable to duplication (trainings, corporate culture, special service systems, etc.).

Modern Western trends in knowledge management go back to their roots to Taylorism, in which the desire to dismember all actions on elementary components, rationalize them and issue exhaustive instructions. At the same time, Eastern and, in particular, the Japanese approach to knowledge management is extremely important for modern practice. In the eastern approach, it is possible to find "consistent and slim philosophical substantiation of our most advanced theories about the structure of the physical world" 12.

Eastern thinkers "constantly insist on the fact that the highest reality can not be the object of reflection or transferred knowledge (italics our. - A.G. .). It cannot be adequately described by words, since it lies outside the area of \u200b\u200bfeelings and intelligence, from which our words and concepts occur "13. The main task of the Oriental methods is the activation of intuitive consciousness.

Thus, oriental traditions make a significant emphasis on the use of not only explicit, but also implicit knowledge in life in general and in production in particular. Japanese researchers of knowledge of Nonak and Takeuchi knowledge has been proposed companies creating knowledge providing for the use of an equally explicit and implicit knowledge in the process of continuously increasing the company's intellectual capital.

In the world, which is characterized by globalization, increased competition and fast-cutting product life cycle, flexibility and adaptability are the most important qualities to achieve success in business. The rate of changes in the business environment increases, especially when it comes to technological changes. Increasingly, chaos and system theory (Turner, 1996) are increasingly used to describe such a medium. The degree of adaptability and flexibility depends on the ability of both individuals and entire organizations to accumulate experience and study on its basis. In such an environment, only those organizations that are trained most quickly can survive and replay their competitors. The higher the rate of change, the more significant the need for accelerating training both at the level of a separate person and at the level of the organization. Organizations must develop their knowledge-based abilities that are simultaneously long-term and well-adaptable.

In other words, organizations should become "intellectual", consciously trying to learn as much as possible about the nature of their internal and external environment and relations between them. Studying your inner environment, they should strive to better understand the nature of their abilities and actions, finite products and services in order to add a large value to them. Studying an external environment, they should strive for the best knowledge of their customers, distributors, suppliers, competitors, technologies, economic trends, and so on. Only due to the understanding of their own abilities and how they relate to the needs of their clients, the firm can develop its competitive advantage. Organizations should continuously and continuously study their own business and its relationship with an external environment.

The organization does not just have to learn, but should also do it faster than its competitors. In other words, a simple understanding of your own business is unlikely to provide you with a competitive advantage. It is necessary to understand the nature and processes of organizational learning and management of this kind of knowledge in order to increase the rate of development of organizational knowledge and improve the quality and amount of accessible knowledge. The central statement of this article is as follows: Knowing what is the process of learning, through the formation of procedures and the management structures of the organization can both reduce the time required for training and improve the quality and amount of accessible knowledge. The intellectual organization is the one that is learning and manages its knowledge is reasonable. On the basis of intelligence, such abilities are developing that allow organizations to constantly experience their opponents. Today, many researchers share and support this approach, and according to Grant (1997), "knowledge-based pointing point represents the merger of many research areas, the main of which are resource theory and epistemology."

The model of knowledge management and organizational learning is shown below in Fig. 1. Since organizational training is a non-linear process and looks like a number of cycles (Argyris, 1977 and 1992), we describe the processes in the form of cycles, and disclose each phase in detail. In essence, it is generally recognized that organizational training and knowledge is based on individual knowledge, which can be both explicit and implicit.

Figure 1. Intellectual Organization: Organizational Training and Knowledge Management Cycles

Organizational knowledge is formed when individual knowledge is formalized and stored in a specific format. Such knowledge should then spread within the organization, and in a limited volume and outside it. Knowledge and its use must be coordinated to ensure the relevant result. This is an organizational context that determines the effectiveness of management of knowledge and training processes in a separate organization. This context includes an organization's culture, its structure and infrastructure. An intelligent organization is obliged to have a context that stimulates and supports the formation of knowledge and management.

What is knowledge?

Organizational knowledge can be defined as a distributed set of principles, facts, skills, rules that information makes decision-making processes, behavior and actions in the organization. Organizational knowledge is developing on the basis of the knowledge of each in this organization. Excellent knowledge with appropriate control should lead to excellent activity and result. Therefore, knowledge can be considered as a separate most important source of distinctive abilities of the organization.

Knowledge can be explicit or implicit. Explicit knowledge is knowledge, the content of which is pronounced clearly, the details of which can be recorded and saved. Implicit or mental knowledge (Demarest, 1997) is most often not expressed and is based on individual experience, which makes it difficult to write and storage. Both forms of knowledge originally arise as individual knowledge, but in order to be used to significantly improve the activities of the organization, they must be transformed into organizational knowledge. For implicit knowledge to make it particularly difficult. The role of the knowledge management system in the organization is to ensure the transformation of individual training in the organizational.

Various authors attempts to give a classification of organizational knowledge. Sanchez (1996) believed that "at least three categories of knowledge take place on the company:" Know how "(practical knowledge)," know why "(theoretical knowledge) and" know that "(strategic knowledge)." Whitehill (1997) as a typology of knowledge chose such a classification: encoded (to know that), habitual (know how), scientific (know why) and so on. Demarest (1997) focused on commercial knowledge, which is a "explicitly developed and managed by a network of imperatives, samples, rules and scenarios included in some aspects of the company, and distributed throughout the company, which ensures the effectiveness of its actions of the company in the market." It is clear that managers need all these types of knowledge if they should improve the activities of the organization. It is difficult to choose a meaningful and comprehensive classification of knowledge, but it is obvious that the organizational knowledge should be based on understanding and experience, and in addition, it must form the base for the development of distinctive abilities and activities that increase the cost of organization's products.

To a certain extent, knowledge can be specific and typical. Specific knowledge is the most likely source of competitive advantage and the basis of the distinctive abilities of the organization. For example, the specific knowledge of Porsche on the design and structural features of their cars is the basis of its competitive advantages. Typical knowledge is necessary for any business, but it is unlikely that a competitive advantage arises on it.

Any knowledge is based on specific information and its availability. At the same time, it is necessary to have the ability to reason and logical conclusion to be able to extract knowledge from available information. In order to build a new knowledge, the organization should take certain actions aimed at stimulating the acquisition of information and transform it into knowledge.

It is important that managers have knowledge of their business and the field of activity. It is also important that they understand the nature of this knowledge so that they can create a situation in which knowledge is generated, accumulate, are distributed, coordinated and, first of all, are appreciated as a source of distinctive abilities and, accordingly, competitive advantage. If we want the efficiency of the business as a whole to be raised, knowledge should be used anywhere in this business. Distribution of knowledge is vital for the organization. Quinn (1992) argued that "another unique feature of knowledge is that this is one of the few assets of the organization, which increases, as a rule, according to the exponential law, when they are divided." Thus, sharing knowledge everywhere in the organization, we increase its property to add cost to the product more than proportionate. Management of organizational training and knowledge is aimed at the development of organizational knowledge by formalizing the content, structures and procedures that stimulate the creation and separation of knowledge.

What is intelligence and training?

Intellectual organization is built on intelligence and training. Intelligence is based on the set of information, reasoning and speed of understanding. From the point of view of an organization, intelligence depends on the ability to extract information, manipulate it, analyze and interpret it in order to build conclusions, learn and generate new knowledge. These knowledge should then be used to develop new distinctive abilities and strengthen existing ones. The purpose of intelligence is to develop such abilities that are able to add a new value by products and services from the consumer's point of view.

Intellect and knowledge are therefore static, but their development depends on the ability to learn. Training is a permanent and continuous process aimed at purchasing new skills and knowledge. Training can be the result of practical experience, activities, study, analysis, reflection, experimentation, teaching or training. Training takes place both at the level of the individual and the organization level. Jackson (1993) pointed to two fundamental and contrary to each other theory of learning: "Bihewic theory, or a response theory to a stimulus, and a cognitive theory, or theory of information processing." While behavior theory implies that we are studying in response to changing stimuli in our environment, a more complex cognitive theory implies that there is a "delighted" approach to the study process.

Training is neither passive or automatic. It is both active, and conscious. In other words, we can consciously change the speed and depth of learning, making active actions aimed at facilitating the collection of information and directly the learning process. According to Quinn (1992), "thanks to focusing on key elements of the learning process, companies can extremely strengthen their intelligence." Training therefore should be a reasonable and measured process.

Argyris (1978, 1992) argued that the "two-cycle learning system" should be created in organizations. In other words, training involves not just a study of how to solve a specific problem, but should be aimed at the development of the principles that will create information support for the definition of future behavior. It also becomes possible due to the ability to conclude from a particular study. Such training takes place when the found private decisions are summarized so that they can be used in other circumstances.

Senge (1990) celebrates two types of learning, which he discovered in students: "Adaptive learning" and "generating training." Adaptive learning focuses on the change in response to the development of the business environment. Obviously, such adaptation is necessary for the survival of the organization. Generating training, on the other hand, is associated with the development of new distinctive abilities and the definition or creation of new opportunities for it to strengthen existing abilities in new competitive areas. For example, the entrance of the trade company Marx and Spencer in the field of business in the financial services sector was based on the strengthening of its existing retail abilities and the development of new abilities based on the study of the nature of business in the field of financial services, initially by issuing a branded intra-magazine debit card. .

It is important to emphasize that from time to time, this or that knowledge should be excluded from the existing base due to changes in the circumstances for which it was applicable. For example, customer needs or production technology may change. This does not mean that all the "old knowledge" must be thrown away. No, just some of them should be sent to the archive, and some renew. Knowledge that has become inaccurate or outdated, one should no longer manage decision-making or actions and should be excluded.

Learning process

Organizational training can be divided into two different from each other, but interconnected part of the training cycle: individual training and organizational learning. Each of them depends on the other and is associated with an organizational context. As Kamoche (1997) wrote: "Today it is already generally recognized that the organization is learning thanks to the training of its employees." No individual training and organizational learning. At the same time, individual training will be highly dependent on the organizational context in which it takes place. The organizational context can accelerate or slow down the processes of individual and organizational learning.

Hilgard and Bower (1967) argued that training is most effective when it is carried out within the framework of a cognitive approach, where:

• students can see relations between all elements of the situation;
• training passes on the principle of "from private to general";
• training assumes a rather understanding than memorization;
• training involves verification of assumptions;
• there are clear objectives of the training that streamline its process;
• it is stimulated as descending and ascending reasoning, ensuring the achievement of the correct answer both through the guessed and through logic.

Individual training is based on inquisitiveness, resolving problems, readiness to risk, challenging the existing behavior and understanding how to build new knowledge and use the existing one. Kolb, Rubin, and Osland (1991) argued that training is based on a specific experience, observation, reflection, formation of concepts and generalizations, testing concepts leading to subsequent actions. The process of individual training is accelerated by the exchange of information and knowledge and openness, which stimulate the emergence of issues, the emergence of disputes and discussions. Individual training is supported and accelerated by the exchange of views in groups. Exchange of opinions in groups is used to verify ideas and beliefs of individuals before they are transformed into organizational knowledge in the process of organizational training. Only an organization can create a context (culture, structure and infrastructure), which will be both facilitated and stimulating the training of individuals and their groups.

Organizational training, as well as individual, is associated with the creation of new and the use of already existing knowledge. It is also due to the preservation, distribution, transmission and coordination of knowledge. The ability of the organization to develop and improve the knowledge base depends on its knowledge management system. Knowledge management is not just just with the organization of training and the creation of organizational knowledge. It is also associated with the management of existing knowledge reserves. There are several obstacles to efficient knowledge management:

• obstacles to creating knowledge;
• difficulties in the preservation and distribution of knowledge;
• difficulties in valuable assessment and measurement of the number of knowledge.

Creating knowledge is contained in the inability to actively search for information, the inability to conduct observations, conceptualization and adequate knowledge testing. Problems of preservation and distribution of knowledge mainly relate to implicit knowledge. Such knowledge that are largely individuals are very poorly transformed into a format that can be stored and distributed between all members of the organization. Sometimes knowledge can be lost in the forwarding process. Individual people may interfere with the process of distribution of knowledge. This may occur because they consider their knowledge as a source of personal or organizational power or because they are afraid of errors. Finally, there is a problem of dividing knowledge with collaborating organizations, if we want to prevent the leakage of our knowledge to competitors. This need for knowledge control is an important aspect of management.

Creating an Intellectual Organization - Knowledge Management

An intelligent organization seeks to manage its knowledge base effectively and productively, as it seeks to do this with its human, financial and other resources. Knowledge management is primarily due to the following processes:

• with the generation of knowledge - individual or organizational learning;
• with the formalization of knowledge - the development of principles, rules and procedures;
• with the maintenance of knowledge - the definition of a suitable type of media to save, which allow the distribution of knowledge;
• with diffusion of knowledge - the distribution of knowledge within the organization and in a limited version of them;
• with coordination and control of knowledge - ensuring that the organizational knowledge is accurate and constantly used.

The organizational context of these actions is vital for efficient knowledge management. This context includes:

• organizational culture;
• organizational structure;
• organizational infrastructure and communication.

The creation of an organizational context of an intellectual organization requires the organization to study not only conducting its business regarding business, but also to carry out the process of such training. It must constantly strive to improve its culture, structure and infrastructure, if he wants to improve the processes of individual and organizational learning.

Creation of culture of education

Organizational culture is formed on the basis of a system of values, relations and beliefs, which manages the actions and behavior of individual people who make up the organization. To promote training, the culture of the organization should generate such a climate, in which both individual and organizational training and knowledge are valued very high. This culture should encourage people to constantly question the existing practice in search of improvements contributing to the development of the abilities of their organization. In addition, people should be encouraged for business attempts by new methods. Culture must stimulate the development of knowledge. The powers of individuals are a critical goal of culture of training. Leadership is an important part of the culture of training, and, according to Senge (1990), leaders should be simultaneously "designers, teachers and stewards." They must form an atmosphere of trust in which experimentation and knowledge exchange is stimulated. Experts and specialists should be interested in sharing their implicit knowledge with other employees. The dissemination of implicit knowledge in the organization may be critical affair, given the difficulties with the preservation and dissemination of such knowledge. Working side by side along with experts, less experienced members of the Organization are influenced and can absorb implicit knowledge, the carriers of which are data experts. Creating a culture of learning assumes:

• giving knowledge of high value;
• stimulating doubts and experimenting through delegation of authority to individuals;
• creating an atmosphere of confidence for stimulating the exchange of knowledge;
• practical training in order to exchange implicit knowledge.

The culture of training should go beyond the limits of the organization and extend to the system of organizational cooperation and cooperation. This makes it possible to study and exchange knowledge and abilities at the inter-organizational level. Such an exchange speeds up the learning process by generating synergies between the abilities and knowledge of interrelated organizations. For example, Nike is divided by some aspects of its technological knowledge with those companies in Asia, whose business it is organically complements. Such knowledge, however, should be protected from competitors as much as possible. Other aspects of marketing knowledge and distribution Nike products will be used strictly confidential. In this case, knowledge control is becoming a vital element in the organization. The problem of developing its abilities in the organization is to achieve a balance between the availability and confidentiality of information.

The development of culture of education is, in particular, dependent on the structure and infrastructure of the organization.

Structuring for the purpose of learning and knowledge management

The creation of an organizational structure that would stimulate training is extremely difficult and laborious. First of all, it is necessary to resolve an important dilemma. On the one hand, the development of knowledge is pushing the exchange of ideas between specialists and experts in one special area. This implies that the organization should maintain the functional groups of a certain kind so that the experts interact and exchange ideas in order to develop new special knowledge. On the other hand, organizational knowledge should be holistic, and knowledge of specialists from one area about some kind of idea should be challenged with the corresponding knowledge from another area. Creating a holistic organizational knowledge, its coordination and distribution is supported by interfunctional relations. The dilemma, thus, is to form an organizational structure that would combine interfunctional and highly specialized grouping. There is no ideal solution to this dilemma, but this combination can be achieved by applying the matrix structure. This can break the boundaries of responsibility, but at the same time will definitely stimulate a holistic representation of knowledge. Alternatively, one can also consider the option of creating functional design or target groups within the conventional organizational structure.

The greater the number of levels of the hierarchy in the organization, the more difficult it will create a culture of learning, develop knowledge, share it, coordinate it and manage it. The more levels of the hierarchy are ideas and knowledge, the more they are distorted. In addition, the hierarchy prevents interfunctional and horizontal connections. For these reasons, flat organizational structures are more suitable for organizing effective knowledge management. Flat organization structures also help in coordination and control of knowledge.

Network organizational structures are likely to be the most suitable for the formation of training culture. Such organizations have a minor hierarchy and can take a variety of forms (QUINN, 1992). They are based on a common faith in the effectiveness of individual authority, which is fundamental when creating a culture of training in an organization. There is no single structure that would uniquely contribute to learning, but network structures that are flat with low functional barriers that contribute to the development of functional relations should be recognized as the most effective. Network structures blur the boundaries of organizations and often include collaborating forms of business. Such cooperation allows the exchange of organizational knowledge and at the same time contributes to the emergence of a new knowledge. The ability to develop and manage knowledge in network organizations depends on the development of infrastructure and communications systems that support the creation, preservation and exchange of knowledge both within the framework of individual organizations and between them.

Infrastructure and communications

Achievements in technology and especially in the field of information technology and telecommunications technologies played a major role in the occurrence of infrastructure necessary to support network structures and organizational learning. Information media and channels to help create, store, exchange and transmit knowledge are of great importance for creating an intelligent organization. As it was once fashionable to exaggerate the role of technology in knowledge management, today is fashionable reverse. This role is sometimes underestimated. The role of technology in the creation, conservation, distribution and management of knowledge is essential. However, the technology itself is not able to form a training context. Most likely, knowledge management more depends on the culture and structure of the organization. At the same time, technological advances make it possible to appear such organizational forms that it used to be difficult to submit.

The infrastructure of the organization, which includes its systems and technology, supports all its processes, including knowledge management.

Information and telecommunication technology changes the ability of both individuals and organizations, increase their intellectual potential by accelerating training. Personal computers, local and global, today are much more powerful, tied up and faster. Information and telecommunication technology also increases the possibility of sharing knowledge between collaborating organizations. The databases are "intellectual" (Parsaye et al, 1989), so that they can now not only store information, but also help in creating and exchanging knowledge. Databases are only one sample of how information and telecommunication technology becomes intellectual. Other examples can serve as expert systems and neural networks. Neural networks give an example of how computers can learn how to accumulate work experience, although this technology is still very young. They copy the process of learning a person. The development of the element base and software of computers suggests that the possibilities of such training will soon increase and will have significant assistance in creating knowledge and distribution. In a rapidly changing world, those enterprises that will be able to manage their knowledge most effectively will cope with the task of development and maintain a competitive advantage.

Means of storage and transmission of information may cause knowledge distortion. Distortion may also come as a result of special perception, interpretation, relations or motivation of a person who receives knowledge.

It is important to know how knowledge can be stored and transmitted. Each information carrier is useful only under certain circumstances (Table 1).

Explicit knowledge can be relatively easy to store and transmit. For these purposes, almost any means can be used. Abstract and intangible nature of implicit knowledge makes these tasks much more difficult. However, the latest technological advances create certain opportunities for this, mainly due to the use of media and computer networks. Multimedia means allow you to extract implicit knowledge through interactive learning. Local and global networks make it possible to effectively share knowledge. Although neither the media means nor the network are a perfect solution to the problems of storing and exchanging implicit knowledge, they, nevertheless, ensure serious progress in this regard.

Table 1

Brief description of the storage and transfer of knowledge

Type of Knowledge	Associated carrier	Associated means of communication
Implicit / obvious	Human memory	Speech / hearing / gestures / experience
	Paper / print (book, file, etc.)
Implicit / obvious	Disc (hard disk / diskette)	Read / view / Listening / Computerized training
Implicit / obvious	CD-ROM / Multimedia	Read / speech / browsing / listening / Interactive training / network organization
	Audio cassette	Film Player / Optional Shift
Implicit / obvious	Video Cassette	Browsing / listening

These difficulties with storage and transfer of knowledge are predetermined where it is best to focus knowledge in the organization. The location is especially important in relation to implicitly expressed knowledge. Explicit knowledge can be stored centrally and transmitted through information systems, and "those solutions that need implicitly expressed knowledge should be accepted where such knowledge focuses" (GRANT, 1997). In other words, the adoption of such solutions should be delegated to individual employees of the organization, which have the required implicit knowledge, or all decisions that require this knowledge will have to be accepted with the help of experts.

Systems and infrastructure go further of the technology on which they are based. Active teaching methods (training) play an extremely important role in the dissemination process, but traditional training is still a tendency to build under passive learning. Training, rather, should be an interactive process based on the acquisition and accumulation of personal experience, so the training system should include methods based on such principles. Organizational culture is very important from the point of view of building less formal systems to create and distribute knowledge.

Knowledge and distinctive abilities

The 1990s were noted by the emergence of a resource approach to strategic management or, as it is also called, an approach based on the analysis of abilities. It is assumed that a competitive advantage is based on certain sustainable basic abilities (Prahalad and Hamel, 1990) or distinctive abilities (Kay, 1993). Basic abilities or distinctive abilities are a combination of resources and internal potential, which are unique in a particular firm and which give rise to its competitive advantage, creating a unique value assessed by the client. Knowledge is inextricably linked with basic abilities.

Basic abilities must be distinctive, complex, difficult to imitate, are stable and adaptable if we want them to be a source of sustainable superiority and efficiency. From this point of view, knowledge, especially that, which is not amenable to express, is both difficult and difficult to imitate. At the same time, organizational training, as can be seen in intellectual organizations, makes knowledge-based abilities, simultaneously stable and adaptable. Knowledge play a unique role in creating and maintaining basic abilities. Basic abilities can be based on customer knowledge and their needs, knowledge of technology and how to use it in a special way, knowledge of products, processes, and so on. Knowledge of the business environment, competitors and their behavior, countries and their cultures also helps in the formation of abilities, which are both distinctive and superior to similar competitors. There are numerous examples of ways to use knowledge to create and enhance distinctive abilities. The distinctive abilities of Microsoft are obviously based on knowledge of how to create and sell operating systems and other software for personal computers. In addition, the competitive advantage of Microsoft is based on the knowledge of the element base of computers and their networks, on the knowledge of firms that produce computers and network equipment. Microsoft developed its abilities in creating operating systems And other software for personal computers and at the same time was able to ensure the emergence of new ones related to basic, abilities to achieve a competitive advantage in computer networking and Internet software. The creation and strengthening of such abilities is based mainly on knowledge.

An approach based on the analysis of abilities also draws attention to the use of the capacity of cooperation to form a competitive advantage. The network of collaborating organizations allows each member of this network to focus on creating highly specialized knowledge and distinctive abilities, which can then be distributed within the network. Such knowledge and abilities are extremely difficult and much more difficult to copy competitors. Focusing on narrowly defined areas of knowledge allows firms as part of networks to accelerate the process of their learning. In addition, it is very likely that a synergistic effect occurs from the basis of the bases of knowledge of collaborating firms. Organizations that are trying to form knowledge of a wide profile will expose themselves to a serious risk of slowing the learning process. An intellectual organization is the one that is able to achieve a vital competitive advantage through rapid training how to develop its intellect and knowledge necessary for the formation of sustainable and flexible distinctive abilities. Knowledge networks increase the flexibility and sensitivity of the business. In addition, new knowledge and abilities can be easily obtained within the network. For each member of the network, it remains responsibility for controlling its own knowledge base, however, the overall fund of knowledge available in this case exceeds a simple amount of knowledge of all members of the network.

Intellectual organization

According to Quinn, (1992), "the most successful enterprises can be considered as intellectual enterprises today." An intelligent organization is the one that is able to develop basic abilities based on knowledge. The development of such abilities depends on the effective and productive management of knowledge. Knowledge management is associated with the generation of knowledge (both in individual employees and the organization as a whole), formalization and preservation of knowledge, the spread of knowledge, their coordination and control. Effective knowledge management depends on organizational culture, structure, infrastructure and communications.

There are many examples of intelligent organizations. Ghoshal and Butler (1992) led as an example of an intellectual organization KAO Corporation. They showed that KAO's basic ability is based on "integrated learning ability." They found that the key elements of the culture of KAO training are the principles of equality, personal initiative and denial of authorities. This culture was supported by a flat organizational structure, in which "all organizational borders and official subordination were removed." Information and communication systems of the firm were considered as an integral part of the educational environment and were used as means to make information and knowledge available to all employees. There was also open access to information from which there was no secret for many large corporations.

Intellectual organizations are also organizations that can learn how to better study. In other words, they do not just seek to learn about how best to conduct their business, but trying to understand the processes of individual and organizational learning. Surging the nature of his training, they are able to improve and speed up the processes of creating and using their knowledge. Quinn (1992) leads an Intel as an example, which turned out to be able to increase the pace of his learning after focused on the key points of this learning process. Similarly, Grant (1997) indicates that "companies such as Dow Chemical, Anderson Consulting, Polaroid and Skania develop intracorporate search systems, access, use and creating organizational knowledge." In such organizations, doubts and creativity, trust, group style of work and exchange of experience are stimulated. At the same time, they created a special infrastructure that contributes to learning to help maintain and manage the spread of knowledge that coordinates the use of knowledge to create and develop distinctive abilities of these organizations.

In the process of exchanging individual and organizational knowledge, they are inevitably questioned, modified, improve and amplify, producing a new, more developed knowledge base for the next growth cycle. Knowledge-based abilities are more stable and durable, since they are more difficult for competitors in terms of their definition, understanding and copying. Knowledge-based abilities are also easily adaptable, which significantly increases the sensitivity of the organization to changes in the external environment. The conversion of knowledge in basic abilities and competitive advantages depends on how the exchange and management of knowledge is carried out both within the framework of the organization and as part of cooperation with other companies. Intellectual organizations due to their outstanding ability to study are also more able to understand and even create new needs of their customers, thus creating new sources of their competitive advantage.

• Training, development, trainings

Keywords:

1 -1

For manuscript rights

Formation of knowledge management system

At the enterprise

08.00.05 - Economics and national economy management

dissertations for a scientific degree

candidate of Economic Sciences

Volgograd 2011.

The work was carried out at the Federal State Budgetary Educational Institution of Higher Professional Education

Scientific adviser:
Official opponents:	doctor of Economic Sciences, Professor candidate of Economic Sciences
Leading organization:	Novgorod State University. I. Wise.

The dissertation defense will take place on October 13, 2011 at 13:00 at the meeting of the dissertation council D 212.029.04 at the Volgogradsky FGBOU VPO
state University "Volgograd, ave.
University, 100, audience 4-01 "A".

The dissertation can be found in the library of FGBOU VPO
Volgograd State University.

Scientific Secretary of the Dissertation Council

doctor of Economic Sciences, Associate Professor

GENERAL DESCRIPTION OF WORK

Relevance of the research topic.A peculiarity of the development of the global economy Since the second half of the twentieth century, the use of knowledge as a factor of social production, which has provided a significant breakthrough in the field of technical and technological innovation. Knowledge have a variety of forms of existence and manifestation: from scattered facts, specialized databases, technical knowledge, skills and abilities of workers to business processes and innovations, which in the complex form the basis of the intellectual capital of the enterprise. Its functioning is based on the use of highly professional and personal characteristics of the company's employees and aimed at the production of new knowledge that increase the efficiency and cost of business.

Since the innovation environment enhances the role of knowledge in the activities of the enterprise, it is necessary to form the corresponding control system at the micro level. The most important tasks of the knowledge management process are the transformation of individual, implicit knowledge to corporate, extracting new and updating existing, as well as the formation of an organizational context, which supports the production and reproduction of new knowledge. Effective application Knowledge in the production of new products and services has become the main competitive advantage of the modern enterprise and the main condition for its development in the information society.

IN russian economy The introduction of the knowledge management system at enterprises is accompanied by the difficulties of economic, social and psychological character. In recent years, domestic scientists in various fields of science pay great attention to the study of theoretical issues related to the implementation of knowledge management systems in the enterprise and the use of information technology in this area, but in practice, this process is inhibited by poor interest and lack of motivation both from executives and From the enterprise employees, which reduces its competitive advantages.

Thus, the relevance of the study is due to the need for further studying the formation of a knowledge management system, as well as the features of its implementation in the enterprise, which will allow, first, to clarify the specifics of knowledge management on micro levels, secondly, to develop a knowledge management algorithm with the definition of relevant tools on Each stage.

The degree of scientific development of the problem.The concept of the formation of a knowledge management system in the enterprise offered in the thesis, based on the provisions of the evolutionary theory, the theory of knowledge economy and information economics, substantiated in the works of domestic scientists: O. Bogomolov, O. Inshakov, Pleiner, D. Lvova, V. Maevsky, V. Makarova, A. Nekapelova, A. Tatarkina, D. Frolova, etc.

The general philosophical base and the basics of system analysis of the concept were formed as a result of the study of works by V. Ageev, V. Afanasyev, M. Kagan, V. Kartashova, V. Novoseltseva, E. Russian, V. Sadovsky, etc.

Theoretical and practical aspects of knowledge management with varying degrees of completeness are affected in the works of foreign and Russian economic scientists and practitioners: D. Andrissen, P. Druker, R. Kachalova, M. Meskon, I. Nonaka, Z. Rumyantseva, Sidunova , H. Takeuchi, R. Tissren.

Problems of knowledge management are devoted to the works of such foreign researchers, like W. Bukovich, F. Vul, R. Williams, J. Harrington. Methods for assessing the value of knowledge are presented in the works of K. Sveibi and P. Strasman.

Features and methods of knowledge management in Russian enterprises are analyzed in the works of T. Andrzrenko, T. Gavrilova, A. Gaponenko, V. Dreszhannikova, V. Labotsky, M. Maritoneva. Various aspects of the formation and use of intellectual capital in Russian conditions are contained in research by A. Andreyeva, I. Albegova, E. Galaeva, A. Dobrynina, I. Ilinsky, R. Kapelyushnikova, B. Milner.

The role and importance of information technologies in knowledge management are presented in scientific works A. Kalinina, M. Mizinseva, E. Petrova
and etc.

The economy based on knowledge is capable of reproducing them in the form of scientific and high-tech products, highly qualified educational and consulting services. The main effect of knowledge economy consists not only in creating knowledge as such, but also in the productive embodiment of them in high-tech products. Considering the knowledge in the aspect of a market economy, their role should be emphasized in strengthening the distinctive characteristics of a separate enterprise that form its competitive advantages.

Transformation of data and information in knowledge depends on the functions of economic entities, ensuring their specificity on the hierarchical levels of the economic system. Within the framework of the enterprise, external information is transformed into internal knowledge that increases its competitiveness as a result of rational management of the knowledge array.

Knowledge as the basis of the intellectual capital of the enterprise. Intellectual capital of the enterprise is an integral connection of human, structural and consumer capital, each of which performs its own functions, has specific properties and manifestation forms: human - personal implicit (unrecognized) knowledge of workers, intellectual abilities; structural (organizational) - explicit (objectified) knowledge, business processes, databases, brands, IT systems; Consumer (client) is a set of connections with the entire environment of the enterprise, with consumers, suppliers, partners and competitors.

Knowledge management makes it possible to transform its intellectual capital into material values \u200b\u200band income, transforming organizational, technical and cultural components of the enterprise in the process of sharing knowledge between employees, departments, other enterprises. The purpose of knowledge management is to combine the knowledge accumulated by the enterprise (human and structural capital), with the knowledge of the consumer (consumer capital) and use them for the adoption of optimal management decisions. The exchange of knowledge should be ordered and managed and include, firstly, the exchange of knowledge between people, secondly, the use of information systems that allow you to automate this process.

Structural analysis of the knowledge system at the enterprise.The enterprise knowledge management system includes a variety of forms of existence of explicit and implicit knowledge of employees, technical support for the formalization and knowledge of the knowledge and levels of its cooding, implements the target function of transformation of intellectual capital into material values \u200b\u200bbased on the organization of knowledge. It is aimed at identifying, preserving and using existing information, experience and qualifications of employees to improve the quality of customer service and adapting the activities of the enterprise to changing market conditions. The knowledge management system is a set of interacting and interdependent elements (processes, databases, software, organizational structures, etc.), which ensure the execution of the target function.

The structure of knowledge management is adequate to the structure of intellectual capital and ensures the adoption of management decisions that increase the efficiency of the enterprise. Exist personalizing (intuivistic) and information (technological) approaches to structuring and systematization of knowledge at the enterprise. When using a personifying approach, more likely to catch informal, hidden knowledge of employees, since special attention is paid to man as a carrier of knowledge and the basis of knowledge management is based on the motivation of employees and their connection in the process of sharing knowledge at meetings, trainings, activities such as TeamBuilding, by mentoring and apprenticeship. The information approach comes from the fact that modern enterprises, especially large, accumulating huge amounts of data on clients, suppliers, operations and many other things, store them in dozens of operating and transaction systems in various functional units and to search for knowledge in data arrays and their processing are necessary Information Technology. Knowledge in this case are treated as accurate information about the problem. A system capable of give an accurate answer to the request is an information management system for knowledge.

The use of one of the approaches may result in the result, but only the set of these approaches will allow the use of knowledge as the main factor of production and the key resource for increasing the competitiveness of the enterprise.

Causes and features of knowledge management at the enterprise.The main competitive advantage of knowledge becomes in the event that they reflect the structure and nature of existing relationships and processes occurring in the enterprise and beyond, turn into practical guide to action and are used to predict behavior, regulation of relations and processes.

Quality analysis, optimization of the structure and product range of the grocery portfolio.

Customer segmentation and detection of targeted marketing events: additional services, gifts, discounts

CRM system;

description of business processes

Detection of target and loyal segments
customers, identification of potential customers ("Sarafan Radio")

Problems of interaction
with partners, clients

Audit knowledge of customers and partners, creating and maintaining a client base.

Detection of customer needs and track the dynamics of their changes.

Development of the methodology for introducing the process of interaction with the client, employee training

CRM-, ERP-, SCM systems;

drawing up knowledge cards; Conduct " round Table."," Brainstorming "; carrying out the operation "Secret Customer";

facilization

Identify the reasons for the ineffectiveness of interaction with partners.
Improving staff skills

High costs (rent, raw materials, materials, transportation costs)

Optimization of the product portfolio and business processes organization

description and analysis of business processes,

ERP-, SCM Systems

The possibility of reducing the cost of products and services provided.

Removal from the production of unprofitable goods and services.

Transfer of cost processes on outsourcing (usually transport services, accounting)

High competition

Research and borrowing of the competitive struggle of other organizations

CRM-, ERP-, SCM systems;

conducting the operation "Secret Buyer"

Increasing the speed of information transfer within the organization.

Personalization, high level of working with the client.

Detailing customer needs

Lack of qualified personnel

Personnel training (in place, in an organization) on job descriptions.

"Growing" own personnel.

Partnerships
with educational institutions

employee certification;

development of a set of competencies, production practice, facilitation, compilation of knowledge cards;

questioning

The emergence of narrow-controlled specialists.

The growth of the company's prestige.

Violated information interaction between employees and divisions (information asymmetry)

Organization of the audit of knowledge, creating an atmosphere of confidence between employees, an increase in material and moral interest
in the exchange of knowledge.

Organization of employees involvement in the process
communications

description of business processes;

drawing up knowledge cards;

questioning, observation, interviewing

The ability to reduce resource
and time costs.

Improving customer interaction.

Communication channels between employees, head and subordinates are effectively built; divisions (branches).

Formation and accumulation of corporate "memory"

events and knowledge management tools will contribute to the solution (or mitigating) of the above-mentioned problems.

Thus, the awareness of the benefits and the advantages that an enterprise can receive will increase the motivation of managers to implement the knowledge management strategy in the enterprise.

1. Carnukh, knowledge of the organization // Terra Economicus. - 2009. - T. 7. - № 2. - P. 127-129 (0.4 p. L.).

2. Carnukh, knowledge management at the enterprise // Scientific Vedomosti Belgorod State University. Series: History. Political science. Economy. - 2011. - Issue 18/1. - № 7 (102). - P. 41-48 (0.5 p. L.).

3. Carnukh, the introduction and implementation of information technologies in the knowledge management system in Russian enterprises / // Business. Education. Right. Bulletin of the Volgograd Institute of Business. - 2011. - № 2 (15). - C. 138-142 (0.5 p. L.).

Publications in other publications

4. Carnukh, parameters and trends in human resource development // XI Regional conference of young researchers in the Volgograd region. Volgograd, 8-10 Nov. 2006 - Volgograd, 2006. - C. 12-14 (0.1 p. L.).

5. Carnukh, and features of knowledge economy as new form socio-economic development // Problems of economics and statistics in a national and regional scale. VI All-Russian Scientific and Practical Conference: Sat. Art. - Penza, 2009. - P. 68-71 (0.2 p. L.).

6. Carnukh, knowledge economy in modern conditions / // Collection of materials of the IV All-Russian Scientific and Practical Conference. - Novosibirsk, 2009. - P. 45-49 (0.2 p. L.).

7. Carnukh, knowledge as the main stage of introducing knowledge management system in the enterprise // Collection of materials of the XVI International Scientific and Practical Conference. - Novosibirsk, 2010. - C. 198-202 (0.2 p. L.).

8. Carnukh, extracting and analyzing knowledge in the enterprise // Collection of materials of the XVII International Scientific and Practical Conference. - Novosibirsk, 2010. - P. 9-14 (0.2 p. L.).

9. Carnukh, the introduction of the knowledge management system in the enterprise // Actual issues of socio-economic development in the context of modernization: materials of the International Scientific and Practical Conference (Saratov, March 3, 2011). - Saratov, 2011. - P. 152-156 (0.2 p. L.).

10. Carnukh, introducing knowledge management systems in Russian enterprises // Modern problems Russian socio-economic development: materials of the International Scientific and Practical Conference (Belgorod, March 15, 2011): in 2 tons - Belgorod, 2011. - T. 1. - P. 205-208 (0.2 p. l. ).

Experienced and talented employees are a competitive advantage of the company. Such experts act proactively, know the best solution for each task and quickly react to non-standard situations. The secret of their success in accumulated knowledge and experience. Care of an experienced employee is a big loss. Therefore, to keep knowledge in the company is a strategic task. It helps to solve knowledge management - work aimed at preserving, distribution and application of knowledge in the company.

Why manage knowledge

Knowledge - Key Capital Company

The cost of the company is made of material property and intellectual assets. The latter include: trademark, patents, list of suppliers and partners of the company, client base, marketing developments, experience and qualifications of employees.

A good example is the purchase of KRAFT. PhilipMorrisInternational paid for Kraft $ 12.9 billion from this amount, only $ 1.3 billion went to the purchase of material property of the company (buildings, structures, remnants of money on accounts). The lion's share - $ 11.6 billion - went to the acquisition of Kraft's intellectual capital, including the qualifications of its employees.

Ignoring knowledge management You risk incurring serious losses if at least one valuable employee leaves.

The knowledge base makes it possible to improve the efficiency of the company

Any company is a set of processes. How the work of the departments is arranged, how to better solve certain tasks, which is categorically impossible - this should be understandable to each employee. Without knowledge it is impossible.
We give a few examples from the company's life.

In the company new employee. The newcomer needs to be mastered at the uncharted territory. The more time it takes, the more losses are the company.

If the company has no knowledge base, the adaptation of the novice will delay. After all, he will have to reach much independently, he will make mistakes when performing standard tasks and constantly distract colleagues.

Create a database of knowledge and beginners will be able to quickly join the workflow.

The company leaves an experienced employee. When an experienced employee is leaving, then, together with him, the company loses precious knowledge. In most cases, people leave without leaving no "inheritance." Without management knowledge, the successor can only count on several tips and folder with documents. He will have to start working from scratch.

Solution of the same type of tasks. In any company there are similar tasks with which the staff faced regularly. However, without a knowledge base, each employee copes with them in his own way, not suspecting that the colleague found the best solution. Knowledge management allows you to assemble the database of the best solutions for each task so that all employees work as efficiently as possible.

Knowledge management is indispensable and when the company receives an order similar to the already executed. For example, three years ago the company organized a master class of coach for speaking skill. And today I received an order for the organization of the master class of an image of an image. If the conclusions on the project are made to the knowledge base, it will save a mass of time.

Knowledge Management allows you to reduce losses

Usually, employees have their own folders with some templates, documents, notes. Colleagues do not have access to each other's work. In practice, this is not much different from "paper" document management: the search for the necessary information takes too much time.

The National Innovation Association and Information Technology Development Association conducted a study of the losses of organizations using "paper" document flow, compared with companies that have already implemented electronic document management systems.

Among the main problems that were called organizations with a turnover from 50 to 100 million rubles:

• 14% - long searching for documents;
• 27% - the loss of important documents that you have to create anew.

And according to IDC, due to a bad organization of documents, employees lose an average of 9.5 hours to search for the desired information, and this is 25% of working times. The knowledge base allows you to reduce the time to search for documents by 4%. This will allow companies with a number of 1000 people and medium salary 40 tr. save 100 million rubles. in year.

The knowledge base allows you to quickly find any document and completely eliminate the risk of losing important documents. Moreover, with the help of the knowledge base, each employee gets access to all the company's work, without asking questions to colleagues.

What to make knowledge

The knowledge can be attributed to past experience, relationships, concepts, theories, professional skills and knowledge, beliefs and judgments, innovative ideas, rules and theories. Some knowledge is easy to write down and transfer to the rest of the employees, for the transfer of others you need to arrange general meetings.

After all, only part of knowledge employees can issue in a text document. This, for example, templates of documents, check-sheets according to the tasks, a selection of useful materials, etc. This knowledge is called formalized, they are usually fixed documented.

Most of the knowledge is stored in the head and we usually do not need to write them somewhere. They are called informalized. This includes observations of a person who developed a model of behavior with those or other people, etc.

For example, a customer service manager in the process of work finds the right approach to each client. He knows which arguments will work for one and will be empty sound - for another. Moreover, he knows how to feed a hand alone and what gestures or other techniques of non-verbal communication work with others. Knowledge management allows you to save in the company and these knowledge.

List of customers, addresses Suppliers, sales statistics - these and other data are in any company. In order for the usual data to become useful information - knowledge - you need to make generalizations, conclusions, add personal observations and talk about specific solutions. It is pointless to add a formal report on the project to the database, but to very valuable to formulate a clear algorithm for similar projects, to tell about possible difficulties and suggest proven decisions.

For example, the report on the sales of umbrellas per month is the data. When the manager analyzes the data for 12 months and understands that the demand for compact umbrellas begins to grow from the second decade of August - this knowledge can already be used in practice.

Algorithm of work with the knowledge base

# 1. Include knowledge management in the company's values

It is important that every person understand why the knowledge base needs himself to himself than it is useful. Then he will be more carefully collecting knowledge that can be useful in the future. You also need to motivate employees to share knowledge so that it becomes a mandatory part of their work.

To begin with, you can arrange a general meeting on which to tell about the statistics of losses, to explain the benefit of knowledge management.

# 2. Analyze the situation in the company

Does any of the employees behave their knowledge base, what problems most often arise due to the lack of knowledge base and what information is most important to include in it. To get an idea of \u200b\u200bthe situation, personal meetings and surveying are suitable.

For the survey you can use such questions: Do you make any records on the results of the project, are you using document templates, what information do you have to search regularly, what sources of information use in the work on projects, what knowledge you are missing.

It is better to conduct personal meetings with the most active employees. Let them give up, share ideas on improving work and tell about decisions that help them be effective.

Questioning and meeting is important to carry out regularly to measure the level of progress and replace the level in time if something goes wrong.

№ 3. Make a work plan

According to the results of the survey and personal meetings, you will receive an idea of \u200b\u200bwhich knowledge is already documented, which still have to be reached in the database, and which you need to purchase. Now you can make a strategy and work plan. Print all the details: from the tasks of management of knowledge and predicted results to approximate terms of implementation and mechanism of employee motivation.

What knowledge is included in the database:

• information about the company and its development stages;
• principles of the company, its mission and values;
• list of divisions and job duties of each of them;
• materials that are required to explore new employees;
• selection best work companies and competitors;
• a selection of useful links to articles, books and other materials;
• list of frequent client objections and answers to them;
• database of training video, webinar records, handouts;
• document templates;
• detailed information about large customers;
• information about the principles and strengths work of competitors;
• description of the company's workflows, Lifehaki and useful recommendations for increasing productivity.

№ 4. Creating a Knowledge Base

First step. Choose a user-friendly system for you. The easiest option is an electronic folder with documents to which each employee has access to specific departments. Advanced solution - these are collaboration services and corporate portals. The advantage of the latter is that they allow not only to collect all the information in one place, but also work with it together, set tasks and follow the terms of their execution.

Second Step. Write the instructions for working with the base: what, when, where and how to write. Once again, I register, why it is important to do.

Third step. Spend learning for all employees to learn to work confidently with the system.

To create a knowledge base can get to four months. Be sure to track the progress in order to correct work on time.

In We will tell about how to create a knowledge base, who should manage, let's talk about technical instruments, possible difficulties and how to cope with them.

Text: Victoria Koloskova