6. Conclusion
A survey was done by the researchers in July 2008 with regard to the great importance of relationship between
the elements of knowledge management and learning organization of faculty members at Islam Azad
University, Shiraz Branch. The participants were asked to complete two kinds of questionnaires. Both
questionnaires have been proved from validity and reliability for this research five hypotheses were conducted
to get the relationship between five elements of knowledge management (elements of acquisition of knowledge,
the application of knowledge, knowledge exchange, creation and confirmation of knowledge) with the learning
organization, research type is descriptive kind of correlation, the data obtained were analysed by making use of
descriptive statistical technique, especially in the form of Pearson correlation coefficient the result of the study
has showed:
1. There is a significant relationship between the element of acquisition of knowledge and learning
organization
2. There is a significant relationship between the element of the application of knowledge management and
learning organization
3. There is a significant relationship between the element of knowledge evaluation and learning organization
4. There is a significant relationship between the element of creation and confirmation of with learning
organization.
At the end, in this article the researchers suggest that there is a meaningful relationship between knowledge
management and learning organization, if any organization wants to stay in competive level and survive with
sustainable growth and development needs to implement learning and change continuously in order to exist.
With respect to the finding to exist and by successful needs to have total quality management, continuous
improvement, this article urges to show all skills especially soft skills to be flexible, rapid response to change
and make organization more likely to survive.
Knowledge management involved the standardization and continuous refinement of work methods, the
elimination of waste and non-effective activities no defects or error and use of teams or "quality circles" to
involve co-workers in achieving organizational goals (Robins, Stephan ,1990).