TERMINOLOGY
Data:
A data is a discreet set
of objective factors on a real fact. Within the enterprise scope, the data
concept is defined as a registry of transactions. A data does not say
anything on porqué of the things, and by itself it has little or no
relevance or intention.
The present
organizations normally store data by means of the use of technologies.
From a quantitative point of view, the companies evaluate the management
of the data in cost terms, speed and capacity. All the organizations need
data and some sectors are totally employees of them.
Nevertheless, the data
only describe a part of which it happens in the reality and they do not
provide judgments of value or interpretations, and therefore they are not
orientative for the action. The decision making will be based on data, but
these never will say what to do.
Information:
I could be described
like a message, normally under the form of a document or some type of
audible or visible communication. As any message has an emitter and a
receiver. The information is able to change the form in which the receiver
perceives something, is able to hit on its judgments of value and
behaviors. And it is that the word "to inform" originally means
"to give form a".
Unlike the data, the
information has meaning, relevance and intention. It not only can form
potentially to that it receives it, but that is organized for some
intention. The data become information when his creator adds meaning to
them. For it several methods exist:
 | Contextualizando:
we know why intention the data were generated. |
| Categorizando:
we know the units analysis of the main components of the data. |
| Calculating:
the data can be analyzed mathematically or statistically. |
| Correcting:
the errors have been eliminated of the data. |
| Condensing:
the data have been able to summarize of more concise form. |
The computers can help
to add value us and of transforming data into information, but it is very
difficult that they can help us to analyze the context of this information.
Knowledge:
The knowledge is a
mixture of experience, values, information and "knowledge to do"
that it serves as frame for the incorporation as new experiences and
information, and is useful for the action. It is originated and it applied
in the mind of the connoisseurs. In the organizations frequently not only
one is within documents or data stores, but also organizativas routine,
process, practice, and norm.
The knowledge is not
simple. It is a mixture of several elements. The knowledge exists within
the people, like part of the human complexity and of our impredecibilidad.
The knowledge assets are difficult to handle.
The knowledge is derived
from the information, as well as the information is derived from the data.
So that the information becomes knowledge, it is possible to be resorted
to different mechanisms:
| The comparation. |
| The consecuences. |
| The conection |
| The conversation. |
Summarizing, at the time
of establishing the terminológicas bases of the Management of the
Knowledge the following analogy can be used. The single KNOWLEDGE resides
in the brains of the people, being relative to the DATA that to us the
surroundings present/display, of that we have certainty through the
received INFORMATION.
Management of the
Knowledge:
The Management of the
Knowledge can be defined as the set of processes and systems that allow
that the Intellectual Capital of an organization increases of significant
form, by means of the management of its capacities of resolution of
problems of efficient form (in the smaller space of possible time), with
the final mission to generate sustainable competitive advantages in the
time ".
To manage the Knowledge
comes to be the essential, distinguishing management of all the intangible
assets that contribute value to the organization at the time of obtaining
capacities, or competitions. It is therefore a dynamic concept.
The objective of the
management of the knowledge is that the company can generate, look for,
communicate, collaborate and coordinate the knowledge, as well as to
assure the transference abilities, to obtain an increase of the
productivity, innovation and improvement of the competitive situation.
This implies a development of the strategic planning in at least six
different areas:
| Management
of the information |
| Management
of intelligence |
| Management
of the documentation |
| Management
of the Human Resources |
| Management
of the change and the innovation |
| Organization
of the work |
|
