At the time of the rapid development of information technology and internet networks, organizations increasingly invest in the development of their own intellectual capital. The concept of the same is changed over time, but intellectual capital can be defined as a set of different material and immaterial factors that affect the development and maintenance of the organization's competitiveness. While it is commonly believed that information comes to us right now, we need employees who will use this information in the best possible way and receive feedback from them. Thus, business information systems emerged, an invisible idea, but not very significant. Business systems delimit information to useful and useless, assign them to people who are in charge of a particular segment of the message, and forward it to you. It is therefore essential to divide the system into parts such as the planning sector, the organization sector and the control sector. The terms set out also represent managerial functions, which indicates that the top role in the employee's layout and their work is led by top managers who pass their requirements to middle and end management. The main task of a manager is to transfer tasks in a clear and clear way to employees who will then be able to perform what they are looking for. But to make the job as easy as possible, it is necessary to educate employees, encourage their creativity, and create a "learning organization". Later in the process of the person at the highest hierarchical positions they need to manage the knowledge they own, both their own and their employees. The benefits of knowledge management are great if they are used efficiently and in the area where they are most useful. As all this works and who makes the knowledge of the organization will be described in this paper.