San Miguel Essay

San Miguel de Proyectos Agropecuarios exists as a company which aims to end poverty and nutritional disorders within the local population. This company was started on November 14, 1986 when Benito Manrique de Lara, founder of the production factory, came up with the idea of bringing a productive activity to the field in Huixcazdhá, Hidalgo, Mexico. The basis of the dream was the amaranth and the participation of a great part of the community to achieve a common objective: to cut malnutrition rate and end poverty among the members of the community. With amaranth San Miguel can, provide an economic alternative to those in need but respecting their way of living, customs and habits. San Miguel first and foremost was founded not to conduct major business, but to drive major economic and infrastructure growth in its base of operation, Huixcazdha, Mexico. In keeping with this driving objective, the knowledge management process within the San Miguel is quite different than those of standard factory operations which seek to drive down costs while maximizing profits. In contrast, at San Miguel people are put before products and profits, as each employee

Knowledge, in the case of San Miguel goes from explicit knowledge to tacit knowledge, which is something not easily visible and expressible. Each employee has his or her particular way of doing things, so when explicit knowledge is taught, everyone takes it and transforms it into their own tacit knowledge. As we know, tacit knowledge is highly personal and hard to formalize, making it difficult to communicate or to share with others. Furthermore, tacit knowledge is deeply rooted in an individual's action and experience, as well as in the ideals, values, or emotions he or she embraces. But, this knowledge has to be directed to a common objective shared by the