Umuda Yolculuk

This part of history is only one story does not have as to teorizar therefore it was everything very untied, disconnected, they are only memory rips what it would have to be a festive glad reception was a general disillusionment, a grotesco picture where the terror took account of my being. In this first day of lesson I did not have progress some, the letters did not say nothing, the carrancudo professor circulating of a side pro another one of that room, I was the shrunk time all, mainly when it heard that strong voice, half rouca ralhando high with the other children. I came back pra sad house, I was the afternoon all in deep melancholy something in me seemed to have died, was accurately one loss, I do not know if the dream of the school, to learn ' ' to read and escrever' ' or who knows the frustration of that model of school, did not have explanation, that is it did not have nobody to explain pra me. Under most conditions Bill and Melinda Gates Foundation would agree. During all week I returned the school without much empolgao, the pupils read in high voice, as they were being sung, an unisonous song in a language that I did not understand, were its lies its arithmethic tables meanwhile I I tried to guess the name of the letters ' ' pretas' ' that they were chores quickly for the other pupils and I did not obtain to follow, the professor as one ' ' lion of chcara' ' twirling for the room of a side for the other freeing one ' ' rugido' ' of time in when. I was being nervous with everything that, the racket of the voices in that cantilena, the hard face of the professor, counting that in the hour of ' ' to give lio' ' each pupil went the table close to ' ' monstro' ' , tremendous the voice, ace times erravam the reading and gained one ' ' bolo' ' of palmatria. .

To speak on the education in the organizacional environment, is important to relembrar the industrial scene of century XX, where the collaborating one was known as employed and its formation was only come back toward the exercise of the task, knowing to make. The collaborating one was seen inside of a mechanist perspective. The concern was only in training these employees to take care of the work demands, that is, the objective age in accordance with to enable to the accomplishment of the task the established standard and the time. The valuation and the motivation did not exist in the professional life of the workers of the last century. The important age to produce more in little time, and when certain employee diminua the rhythm of the production, was simply substituted, as it was itself gear of a machine.

After diverse fights, many things had moved. In the three first decades of century XX they had had many syndical movements and diverse movements strikers. In middle of 1930 the Ministry of the Work with the purpose was created to occupy of the working problems, in 1931 was created the National Department of the Work, with the objective to promote measured of social welfare and improves of the work conditions. In 1940 union dues were created, finally, in 1943 appeared the Consolidation of the Laws of the work. The working requirements had started to grow, and due to this the companies had had that to organize itself and had started to include in its structure the staff section. In this period the administration of personal was disciplinarian, punitive and paternalista. The staff head took care of of bureaucratic activities and to discipline. He did not exist the concern with integration aspects, productivity and well-being of the employees, but yes with papelada and the legal procedures.

That is, ' ' como' ' of the creation of the knowledge in the company, of the structures and you practise of them that they transform the innovative vision of the company into technologies and products. The redundancy is important because it encourages to the constant dialogue and the communication. This aid to create one ' ' cognitiva base comum' ' between the employees and consequently it facilitates the transference of tacit knowledge. A time that the members of the organization share overlapped information, them can feel what the others are trying to articulate. The redundancy also spreads the new explicit knowledge through the organization, in order that it can be internalizado by the employees. Ahead of all the information and depositions of successes of the Japanese companies, I observe that the learning process it is strong on the culture of this people. Being able to be adapted inside of any organization, since that, the high administration if plans and creates strong bonds next to organizacional culture of its establishment. When I make an analogy the companies of which I have knowledge in Brazil I see one of the biggest barriers for the management of the knowledge here still is the communication enters all inside the hierarchic levels of the organizations. Total bureaucratic companies who do not evaluate opinions of its you collaborate of the laboring classroom. Destroying any attempt of participation of the classrooms less favored of the organization and undeserving the confidence of who really produces and guarantees if the company the delivery of its products inside of skillful time. Ahead of such facts, I see that many Brazilian companies must change its participativas concepts of management for management where ' ' good idias' ' independent of the hierarchic level that came is used to advantage and creating one I tie between company and collaborator in search of the success of both the parts, in search of the support of the business.