Mentoring: informação e conhecimento para o desenvolvimento da aprendizagem organizacional

• Autor(a) principal: Erika Campos Martins Fernandes
• Data de Publicação: 2017
• Idioma: por
• Título da fonte: Repositório Institucional da UFMG
• Texto Completo: http://hdl.handle.net/1843/43580
• topic: Mentoring; Gestão da informação; Gestão do conhecimento; Aprendizagem organizacional; Gerenciamento da informação; Gestão do conhecimento; Aprendizagem organizacional

As a result of the extensive transformations currently experienced in a highly innovative and competitive corporate environment, organizations have been presenting a new posture regarding the management of people in their universe, in search of the construction of their own knowledge. His effective knowledge, especially that conceived in the intellect of his actors, particularly as a product of his experiences and experiences over a long professional journey, becomes extremely significant and valuable for his survival. In this perspective, it is essential to understand how this personal and differentiated knowledge can be promptly outsourced and disseminated, facilitating the exchange of know-how and the promotion of constant learning. As a purpose, this work addresses the study of mentoring, seeking to know its essence and, mainly, to demonstrate the results found in the literature on its application regarding the construction of knowledge to foster learning within organizations. We chose a literature review related to the topic. A search of the Scopus database was carried out, where 4 articles were selected from 2001 to 2017 to show the results of the relationship between mentoring, career development and knowledge construction in organizations. Results: the prospect of mentoring, as an important instrument for the dissemination of knowledge in corporations, has grown significantly in the last two decades, demonstrating its real dimension and effectiveness as a practice of assistance in knowledge formation, professional career development, and management of learning. Although, informally, this practice is present in several areas and sectors of the organization, a formal mentoring program presents itself as the potential mechanism for the effective dissemination, creation and organization of the existing knowledge in the organization for the development of learning and career, for it to be a carefully planned and officially structured process in phases, to reach certain goals. The conviction is therefore that this practice, when formalized in a relationship of trust, with previously established missions, is capable of orienting, constructing, systematizing experiences and knowledge, thus facilitating their sharing and understanding, especially when It is tacit knowledge.