OZ 2003/4

M 175 ORGANIZACIJA ZNANJA 2003, LETN. 8, ZV. 4 Izvle~ek V slovenskih podjetjih sta koncepta menedžment popolne kakovosti in preoblikovanje poslovnih procesov (reinženiring) necelovito, pomanjkljivo in preveč tehnično obravnavana, pri čemer je njun cilj povečanje učinkovitosti poslovanja! V podjetjih primanjkuje še koncept učeče se orga- nizacije, ki poudarja povezanost ljudi s poslovnim procesom. Prav tako niso predvidene potrebne spremembe v organizacijski kulturi in vrednotah, kar je pogoj za uspešno uveljavitev vseh treh konceptov! Izzivi današnjega globalnega okolja narekujejo nenehno spreminjanje organizacij. Organizacije se soočajo s pritiski tako iz notranjih kot iz zunanjih okolij. Pri spreminjanju orga- nizacij ni dovolj uporaba namišljene strategije oziroma načina spreminjanja, če se zaposleni ne zavedajo potrebe po spreminjanju in če ne sprejmejo načina spreminjanja. Ljudje morajo namreč poznati sebe in druge tako s socialnega in delovnega vidika kot z drugih vidikov ter dejavnike, ki jim kakor koli pomagajo ali jih ovirajo pri razvoju inovativne organizacije, v kateri so zaposleni gonilno sredstvo za ustvarjanje konkurenčne prednosti. V članku želim poudariti pomen ljudi, učenja in znanja za celotno uspešnost poslovnih organizacij ali podjetij, zlasti tistih, t. i. znanj- sko intenzivnih podjetij, katerih poslovanje temelji na znanju in visoki tehnologiji. Prav tako želim v tem kontekstu podati možno rešitev za nastajajoči problem “odhoda možganov” v teh podjetjih. Klju~ne besede organizacijsko učenje; upravljanje znanja; ustvarjanje znanja; prenos znanja; intelektualni kapital; planiranje kariere; organizacijska kultura Abstract The objectives of the total quality management concept and business process reengineering are to increase the efficiency of business processes; yet Slovenian companies do not have much regard for the integrity of these two concepts and often view them in an insufficient and too technical manner. Slovenian companies have not yet become interested in the learning organisation con- cept, which is based on having people more involved in the business process. The successful implementation of all three concepts is preconditioned by required, but not yet foreseen, changes in the culture of organisations and in values. Organisations of today are forced to carry out con- tinuous changes to meet the challenges of globalisation. They have to face internal and external pressures. To carry out changes in an organisation, the mere application of some theoretical poli- cy or method does not suffice unless employees are well aware of the necessity of change and also approve of the method of change. People need to know themselves well and know others from social, work and other aspects. They also have to be familiar with factors which can help them create or prevent them from creating an innovative organisation. Employees in an inno- vative organisation represent the driving force for the creation of a competitive advantage. The article stresses the significant roles that people, training and knowledge have, in general, in the successful performance of business organisations, and these roles are even more important in the case of the so-called “knowledge intense” companies, the business operations of which are based on knowledge and high-tech. In the context of people and organisational knowledge, I wish to present a possible solution for the brain drain problem arising in such companies. It is fairly easy to think of creating the required culture in an organisation with a high regard for learning and its significance, or to discuss a knowledge-based economy in general. However, it is extremely USTVARJANJE ORGANIZACIJSKEGA ZNANJA IN LJUDJE Aljoša Nikl In{titut informacijskih znanosti (IZUM), Maribor Kontaktni naslov: aljosa.nikl @ izum.si