(A) the concept is backward, and all employees of the enterprise have insufficient understanding of the importance and role of information construction. Although enterprise informatization has started for many years, many enterprises are backward in concept. Some enterprises have a superficial understanding of informatization, some are unclear about how to realize informatization, some lack sufficient understanding of the economic benefits generated by informatization and the importance of their own development, and some are confused about the necessary investment in informatization. According to the survey, 80.4% of enterprises think that developing e-commerce is helpful to the spread of products, 77.7% think that it can improve the visibility of enterprises, and only 43.6% choose to reduce the production, sales and operation costs, which shows that the understanding of the role of enterprise informatization is very one-sided. The key to these one-sided understandings is that the leaders of some enterprises have not been raised to the strategic agenda. However, the informatization process is regarded as the main responsibility of the technical department. When it comes to information resource management, business leaders usually push it to the technical department, but they don't really think it is a strategic issue. Actually, this is a misunderstanding. Information construction can not be separated from the daily work of every enterprise leader. Information resource management exists in all aspects of enterprise management and is the core and foundation of enterprise management decision-making. Every enterprise leader should be the manager of information resources, and the technical department is only the coordinator and promoter in the whole informatization process. Therefore, the author believes that the root of this phenomenon lies in the concept of planned economy and the traditional information management mechanism. Leaders are accustomed to selfish departmentalism and are restricted by subjective and objective conditions, so it is difficult to break through the cage.
(2) Insufficient investment in informatization, insufficient training of enterprise employees and lack of informatization talents. The questionnaire survey of 300 national key enterprises conducted by the State Economic and Trade Commission shows that 70% of enterprises think that the investment in informatization is insufficient. By the end of 1998, the investment of these 300 enterprises in information technology and equipment only accounted for 0.3% of the total assets, which was far from the level of 8%- 10% of the total assets of large enterprises in developed countries. In terms of information hardware investment and information talent training, enterprises pay more attention to hardware investment, but not enough attention to information talent training. This is related to the traditional concept of "emphasizing hard and neglecting soft". According to the survey, two-thirds of enterprises in China lack information talents. This is also closely related to the training of employees by enterprises. Most state-owned enterprises do not evaluate employee information training, which makes training a mere formality and there is a problem of training for training's sake. Some state-owned enterprises just want to complete the annual training plan and write a summary at the end of the year. Some follow the crowd and organize some training by themselves, without analyzing the needs of enterprise information training and making training plans, and without really improving the effect of enterprise information training.
(3) The information base is weak. Enterprises in China are far behind developed countries in information infrastructure construction, especially the IT application of enterprises needs to be developed urgently. The ownership rate of enterprise network equipment and application software is generally low, and the level of computer application and network application in most enterprises is low. According to the statistics of authoritative organizations, at present, less than 10% of enterprises in China have realized computer-aided design systems, office automation systems and information management systems; As the core of enterprise e-commerce, ERP (Enterprise Resource Planning) system is only implemented in 2.9% enterprises. Half of the small and medium-sized enterprises, which account for 99% of the total industrial and commercial enterprises in China, are not equipped with computers.
(D) Enterprises lack scientific and systematic thinking in the process of informatization implementation, mainly manifested in:
① Attach importance to the establishment of management system, but lack of scientific application. Many enterprises pin all their hopes on the construction of MIS, office automation, ERP and other systems. They think that the management level can be greatly improved as long as an advanced business processing system is established. Regardless of their own situation, they blindly pursue one step at a time and buy a lot of software and hardware facilities, but they lack systematic and scientific analysis and demonstration, which leads to little effect due to the lack of information management.
② Pay attention to the construction of information hardware, but ignore the investment in software. There is a common phenomenon of "attaching importance to hardware over software" in enterprise informatization construction, which is mainly manifested in the following aspects: some enterprises attach importance to the construction of hardware equipment, but ignore the investment and management of software systems, resulting in many first-class hardware equipment running second-rate or even third-rate software systems, ignoring basic work such as information collection, collation and utilization, leading to the system being "strong outside and dry inside".
③ Pay attention to information construction and neglect maintenance and management. Enterprise informatization construction is a dynamic process, which must be maintained and updated at any time according to the operation status of the unit. However, many enterprise executives lack modern information concept, pursue once and for all, and fail to establish a comprehensive and systematic maintenance management system when building the system, which makes the information stored in the system obsolete and can not promote enterprise management.
(E) There are many problems in the process of enterprise informatization construction.
Enterprise informatization is not only a technical and business problem, but also a problem of income and capital. More entangled in institutional issues. In addition to these, the informatization project is also a process of changing the ideas of all employees in the enterprise, and it is a project in which all employees participate. We emphasize here that if this process is not in place, informatization is just a computer system, which can't reach the level of information management, and then it can't build the core competitiveness of enterprises. The psychological differences reflected by enterprise personnel directly come from the fact that the interests of decision-making, management and operation levels are not completely consistent. Therefore, the unified values in the framework of information construction have become the basis of everything. The psychological problems of employees in informatization construction mainly include:
① Business leaders believe that informatization can definitely improve the competitiveness of enterprises. However, I have seen and heard that many enterprises have not changed much or even failed after implementing informatization. Business leaders have doubts about this and want to know why and how to improve the competitiveness of enterprises by informatization.
② The possible psychological problem of ordinary employees is that they expect too much, hoping to bring about the liberation of their work soon and obviously. Improve your efficiency. But at the same time, I think informatization is a matter for the information department and has little to do with myself. Just wait until the system is realized and then operate it yourself.
(3) The psychological problem that information technology personnel may have is that although senior leaders have clearly expressed their support, information center personnel still have to rely on their "good popularity" on weekdays to get through the "joints" a little bit. You will find it difficult to communicate with various departments. There is a department leader who doesn't support you to build the system, and you can't help it.