First, the meaning of knowledge management and six typical landing modes
The so-called knowledge management is to build a quantitative and qualitative knowledge system in the organization, so that the information and knowledge in the organization can be continuously fed back into the knowledge system through precipitation, enjoyment, learning, application and creation, forming an uninterrupted accumulation of personal and organizational knowledge, becoming a cycle of organizational wisdom and an intellectual capital for management and application in enterprise organizations. In the actual management of enterprises, it is necessary to raise knowledge management to the height of knowledge management, so that knowledge can participate in organizing business activities and creating value like tangible capital, and help enterprises to develop sustainably.
At present, there are six typical landing modes of knowledge management in advanced enterprises at home and abroad:
1, knowledge content-oriented knowledge management (AoKM). Solve the problem that enterprises store more and more knowledge and can't find effective information in time at work. By identifying the core knowledge and best practices of the organization, an orderly knowledge base is formed to make the knowledge systematic and searchable.
2. Practice community-oriented knowledge management (CoKM). Solve problems that are difficult in work and can't be discussed with others. Through the excavation and sharing of tacit knowledge of all kinds of employees, especially senior employees, a cross-departmental and cross-regional knowledge exchange system is formed.
3. Business process-oriented knowledge management. Solve the problems of scattered business knowledge and long time-consuming resource search. By combing, solidifying and applying the core process knowledge, the efficiency of process execution and the quality of results can be improved, and repeated investment can be reduced.
4. Knowledge management for employee growth. Solve the problems of irregular employee training, difficult reuse of work guidance, and lack of organization in knowledge learning. By making learning maps of key positions and integrating knowledge management into training, learning efficiency can be improved and the influence of staff turnover on organizational operation can be reduced.
5. Integrate application-oriented knowledge management (PoKM). Solve the problems of poor information communication and difficulty in obtaining repeated knowledge in group companies. Through personalized portal and cross-system one-stop search, cross-company and cross-system knowledge clustering and information linking can be realized.
6. Knowledge management driven by innovation. Solve the problem that the traditional "elite" cultural innovation 1.0 model is difficult to support the innovation life cycle in the Internet era. Through single-point drive, open expert network, cloud computing application and systematic collaboration, creativity generation, prototype development and innovation realization are accelerated.
The second is the practice of using knowledge management to optimize the management of departments ―― Taking the administrative office of Qishuyan University as an example.
CRRC Qishuyan Research Institute was established in 1959, and is affiliated to CRRC of China. It is the earliest professional research institution of locomotive and rolling stock material technology in China, mainly engaged in the research, development and industrialization of new materials, new processes, new equipment and new technologies for rail transit equipment. 1985, our company took the initiative to propose to the Ministry of Railways to cancel the allocation of all business expenses, which took the first step of system reform; In 2000, we stepped out of the sequence of state institutions and realized the transformation of enterprises; In 2008, it was incorporated as a limited company, and listed with China CSR as a whole. After listing, the company accelerated the pace of development and invested 2.6 billion yuan to build three industrialization bases of scientific and technological achievements in Qishuyan District, Changzhou High-tech Zone and Wujin High-tech Zone, covering an area of nearly 800,000 square meters.
The following describes the application of knowledge management in the administrative office of CRRC Qishuyan Hospital from three aspects: function, business and system.
1, from the function, through the organizational mechanism to build an all-round learning enterprise management team.
The responsibilities of the administrative office are wide-ranging and complex, covering a series of affairs such as supervision and research, secretarial services, administration, reception of letters and visits, relationship maintenance, and management of going abroad. The management has strict requirements on the quality of work and personnel in this department. To this end, the team has established a clear division of labor and cooperation mechanism to create an all-round learning team: the team leader is responsible for coordinating the work of the planning department, organizing, leading and coordinating, and maintaining the learning process and atmosphere; The deputy team leader shall assist the team leader to do a good job; Team members are responsible for the process arrangement and professional learning in their respective functional areas. Through the division of labor and cooperation, the responsibility mechanism is clearly defined, which greatly improves the work and learning efficiency of the team.
According to the requirements of the company, each department needs to appoint a part-time knowledge management specialist to be responsible for the daily knowledge management of the department. Under the guidance of department leaders, arrange annual and monthly knowledge precipitation and training and learning plans, complete various tasks of division of labor, clarify specific responsible persons, and be responsible for convening and organizing training activities. All employees in the department need to summarize and share their work information and resources regularly, so that every employee can participate in the process of knowledge management and learning.
2. Starting from business, create a good learning atmosphere through reasonable planning.
With the attention and advocacy of the department leaders, the study plan is formulated and strictly implemented every year, and all the staff of the department actively participate in various activities and give feedback for improvement on a regular basis, thus forming a learning atmosphere that everyone shares and grows from time to time. Through the PDCA cycle of "plan-practice-reflection-improvement", from the process of making plans and organizing their implementation, we will constantly solve problems, achieve higher goals and improve the overall level of the team.
Through the morning meeting every day, department employees share their experiences and lessons in their work and some insights in their lives, and department leaders upgrade and refine the essence, so that everyone's knowledge can be integrated and sublimated; Through the weekly meeting, summarize the work progress this week and the work plan next week in time, promote employees' understanding of each other's work, and promote systematic thinking and mutual learning; Through biweekly case sharing, the problems and difficulties encountered in the work will be shared and discussed in the form of PPT report, and the highlights will be summarized and solidified in time to form standards and processes for promotion; Through monthly internal training, according to the annual study plan, the department staff take turns to teach, mainly including post knowledge, management skills, work experience, reading experience and so on. After the training, group discussion will be held to further deepen understanding; Through quarterly interviews, employees review and reflect on their work performance in the previous stage, and department leaders assist employees to adjust and improve their work and study arrangements in the next stage.
3. Based on the system, through the rational allocation of resources, realize the optimal use of knowledge.
With the help of the company's knowledge management platform, the department's public information (including publicity materials, templates, reports, summaries, explanations, etc.) will be. ) and personal knowledge of employees (including internal and external training, work summary, experience sharing, etc.). ) are solidified into organizational knowledge assets and form departmental knowledge base. On the one hand, it is convenient for department personnel to find and use, reducing unnecessary time cost; On the other hand, it realizes data collection and sharing, and reduces the knowledge loss caused by employee turnover and resignation.
In the application of knowledge, the part-time knowledge management specialist of the department undertakes the important responsibility of information collection, collation and dissemination, and transmits the use of knowledge and corresponding resources to all personnel through various communication tools. When newcomers join the team, they should learn from three aspects: thought, appearance and behavior to help them improve quickly. Ideologically, a coaching team is composed of line leaders and other assistants to help new employees adapt to the environment quickly, understand the corporate culture and feel the team atmosphere; In the aspect of representation, it is mainly based on the post knowledge map, the guidance of the introductory tutor, and the learning exercise for new employees; On the behavioral level, the introductory tutor and the line leader communicate and guide each other in two ways, understand the work confusion and difficulties of new employees, help them solve problems, and realize the promotion of behavioral level. Through these three levels of learning, new employees can greatly shorten the work adaptation period and quickly enter the working state.
Third, the enlightenment of knowledge management to the administrative office
From the analysis of the above three aspects, it can be seen that the knowledge management practice of Qishuyan Institute's administrative office conforms to the three basic orientations of knowledge content, business process and employee growth, and there is still much room for improvement in three aspects: community of practice, integrated application and innovation drive. In the future, it can be improved in cross-departmental and cross-regional communication, knowledge base sorting and optimization, single-point drive, system cooperation and so on. From this case, we can sum up the specific methods of optimizing department management through knowledge management:
1. Strong leadership is the basic guarantee for implementing knowledge management.
To realize the sustainable promotion of knowledge management, the formation of cultural atmosphere is very important, and culture is usually the embodiment of leadership style or will, so the support of leaders can largely determine the implementation of knowledge management.
2. An open organizational atmosphere is a prerequisite for implementing knowledge management.
Without an open organizational atmosphere, resources cannot be enjoyed and the concept of knowledge management cannot take root. Whether inside or outside the department, it is necessary to open and communicate information to achieve maximum cooperation.
3. Perfect organizational mechanism is an important foundation of knowledge management.
Good knowledge management needs relatively high personnel quality and team atmosphere. Therefore, it is necessary to have a certain talent and knowledge reserve, as well as reasonable planning and arrangement, in order to achieve the greatest improvement.
4. Continuous daily operation is the fundamental way to deepen knowledge management.
Knowledge management cannot achieve benefits in a short time. It is necessary to continuously circulate, establish a rich knowledge system and maintain the activity of the system, so that knowledge management can bring more benefits to the organization.
refer to
[1] Wu Qinghai, Wang Meng, Xia Jinghua. The secret of knowledge+practice [M]. World knowledge press, 20 15, 10.