What are the management concepts of major enterprises? 1. Humanistic spirit: promoting the growth of people and organizations.
2. Human thinking: respect employees and meet needs.
3. Life care; Care about life and exchange feelings.
4. Personnel motivation: give full play to potential and talents.
5. Talent development: the power source of sustainable development of enterprises
What are the management concepts of major enterprises? 1. The essence of knowledge management.
In the past 30 years, there are two main views on the competitiveness of enterprises: one emphasizes market share, and the other emphasizes core competence or excellent resources. The first view emphasizes the need to seize market opportunities and create competitive advantages; The second view focuses on the valuable resources (such as ability, knowledge and skills) needed to remain competitive. This idea of improving the competitiveness of enterprises from the inside out is knowledge management.
Nowadays, knowledge management is becoming more and more popular in knowledge-intensive enterprises and rapidly changing businesses. Knowledge management refers to transforming ideas into knowledge and knowledge into added value. [1] (P36 ~ 38) It can be said that knowledge management refers to all practical activities that consciously change, create, spread and store knowledge with knowledge as the center. The purpose of these practical activities is to introduce appropriate knowledge into appropriate places and make it work when necessary. Knowledge management can help individuals and organizations discover, share and use information, strengthen knowledge creation and master innovation and creativity.
According to the concept of knowledge management, studying intellectual capital is more valuable for the future than reading the current quarterly report. It is a study of the company foundation and a measure of hidden dynamic factors. It is these factors that support corporate entities, because capital exists in organizations in six forms.
1. Human capital, that is, the integration of basic education, personal skills and other individual characteristics. The latter includes team work ability, sharing the same values with others, coordination and self-control ability under the same thinking mode. On the other hand, they influence corporate culture and ideas. They are really invisible, because companies can't have human capital. Employers can pay for vocational training, but when employees leave the company, knowledge goes with them.
2. Structural capital, namely hardware, software, database, organizational structure and intellectual property rights. They are tangible results of effective use of human capital, most of which can be owned and traded.
3. Customer capital, that is, customers and their consumption habits. Companies can't do without customers. Customers are also commodities, because more and more companies are acquired not because of superior technology, but because of market coverage. The most natural reason comes from the famous empirical theory. Getting a new customer is six times more expensive than keeping an old one. ?
4. Organizational capital is the internal source of competitiveness. In today's world, money is hardly an obstacle to turning whimsy and wisdom into excellent products and services. Greedy international funds are always looking for opportunities to create profits. People with smart plans will soon find that they are making ends meet. Therefore, it is very important for the management department to have the ability to constantly update and lead the team to innovate.
5. Procedural capital, that is, the effectiveness of internal processes. A procedure is any process within an organization, and broadly speaking, it refers to how the matters within the organization are completed. It can also be an external activity, such as annual price negotiation with customers and suppliers, handling complaints, financing and coordinating public relations.
6. Innovation capital, that is, the self-renewal ability of the system. The model of innovative growth company has the following characteristics: (1) The company is committed to becoming the absolute best company. They are willing to improve the overall structure and actively and even ambitiously renew the driving force for growth. (2) They have the ability to improve rapidly. (3) In companies with excellent performance, employees are full of motivation. This motivation is not only the result of success, but also the internal factor of success. (4) They have planned the growth curve, and they are far-sighted rather than reactive when formulating the strategic policy, so that they are comfortable in the rapidly changing environment. When 10 or 15 first entered the market, few companies achieved rapid revenue growth.
It can be seen that knowledge management involves more knowledge-related activities, and intellectual capital mainly reports and evaluates these activities. JohanRoos has a unique exposition: knowledge management is usually associated with core competence, learning organization and knowledge creation process; The concept of intellectual capital is more attractive to managers because it can be directly applied to business strategy from the beginning. Today, many successful companies use intellectual capital to compete. The key to competition is not what the company has, but what the company can do. As a strategic tool, knowledge management can help all kinds of organizations to deal with and use the skills and information of employees, thus building a fortress of the company and meeting the challenges of the market.
Second, ways to enhance organizational creativity
The core of knowledge management is to enhance the creativity of the organization. Knowledge organization is a living organism composed of people, people's abilities and interpersonal relationships. It constitutes an innovative formula together with creativity. Creativity is the most changeable element, and it is shrouded in mystery. It is the ability to create new things, to combine known facts in new ways, or to provide new answers to old questions. In fact, people with the same IQ have the same creativity, but some people are too lazy and some people's creativity is not encouraged, so the following two points are particularly important.
(A) to stimulate the ability of employees
Ability is a collection of basic education, vocational training, experience, internal drive and other characteristics. Basic education is very important, it is the basis of future behavior and attitude. Vocational training can make people adapt to the working environment, learn to use instruments and equipment, and understand the logistics situation.
At the same time, experience is an important aspect of ability. Some people think that experience seems to be a ubiquitous obstacle. Long-term experience will give people the impression of being conservative and unwilling to adapt to change. But for the knowledge economy, only the latter is a short board. Deliberately conservative is a virtue. Financial prudence or respect for company value is usually understood as conservatism, but in fact they are not obstacles to success. In addition, experienced people make fewer mistakes than inexperienced people.
Internal drive is the most important part of ability. If there is insufficient or no internal drive, even the most skilled and experienced employees will accomplish nothing. Of course, they can make the machine work to some extent, but when it comes to reform and innovation, these employees lose their position. What's more, depressed emotions can easily spread and pollute the atmosphere of the organization. In the study of internal drive, when researchers ask employees what makes them most motivated, the answer is often puzzling. According to these studies, the things that can motivate employees are arranged in the following order: interesting work, tacit cooperation, bright prospects and effective vocational training. Although the salary ranks 1 1, the person who provided this answer will quit next month because he earned 50 yuan more. The fact is that no one can inspire others, and the only thing employers can do is to keep a positive atmosphere and let employees motivate themselves.
Sharing tacit knowledge
Knowledge can be divided into explicit knowledge, tacit knowledge and new knowledge, which is one of the core findings of modern knowledge management. Explicit knowledge can be easily understood without further explanation. Its recipients can add this knowledge to their own experience background and apply it without any special help. Tacit knowledge is all knowledge that cannot be written in words or explained only in words. Under the same language and characters, the information and skills that a person has and can use cannot be easily passed on to others, which is tacit knowledge. There are also many obstacles to the transmission of tacit knowledge. The most common difficulties are: experienced employees are unwilling to share tacit knowledge with others; There is no system to share tacit knowledge; Lack of time or environmental changes.
Ikujiro Nonaka and Hiroko Takeuchi have conducted in-depth research in several international organizations. [3] (P99 ~ 127) They summarized discovery as a spiral of knowledge innovation, just like a flywheel with four wheels. In the first stage, people share each other's tacit knowledge. This process is called socialization. This is probably the most common way to exchange information and experience. However, socialization is a slow way to spread tacit knowledge throughout the organization. In order to transmit information outside the inner circle, a second stage is needed, which is called externalization. Old employees share their knowledge with colleagues who are not in the same group. Experience and tacit knowledge are contained in anecdotes and metaphorical models, which are easy to understand and can spread quickly among a large group of people. The third stage is called combination. Tacit knowledge will be combined with existing explicit knowledge, which occurs in daily work and formal meetings. This is a typical way to create new information through discussion at the organic level of an organization. As a result, the organization gained new knowledge, which soon belonged to only a few people. Explicit knowledge exists in recessive form, which is called internalization stage.
It is estimated that more than 80% of the information is hidden. So only a small part can be recorded or transmitted simply, which is the tip of the iceberg. Many writers and knowledge management experts are easy to get into trouble and don't know how to dig out all the tacit knowledge of the organization and spread it to each member. It is obvious in any public discussion platform that if there is no guidance and control, the discussion will jump from one topic to another, leaving a lot of opinions, jokes and strange ideas, from which no one can benefit. Another obstacle is that everyone has more knowledge than he uses in the organization. Therefore, only a small part of their information can be used.
In addition to the explicit and tacit knowledge mentioned above, there is a third category, namely new knowledge. As Jean, a senior expert from Intel, said: Intel's main task is not to share existing information, but to create new knowledge. ? However, the creation of new knowledge is the most difficult part of knowledge management, because it requires a deep understanding of the dynamic environment of modern organizations.
Third, a successful knowledge management model
In the fierce market competition, various organizations have realized that sustainable wealth and development can only be achieved through intellectual capital. However, under the situation of global economic integration, traditional factors of production, such as cheap labor and reasonably priced capital, can be used by most organizations. In the near future, these factors will no longer be the main source of wealth creation. But there are still many institutions that turn a blind eye to this. People tend to think in a straight line: if the business is unimpeded, then the growth will definitely last forever, with little or no improvement.
If there is no clear goal, it is impossible to build a suitable knowledge management framework, so knowledge management is always a topic closely related to top managers. Of course, the new management method can start from the basic level of the organization, but without the support of the board of directors and CEO, the new method is doomed to fail.