Analysis of the impact of knowledge economy on enterprise administrative management. On this basis, suggestions for the development of enterprise administrative management are put forward from the four aspects of seeking talents, utilizing talents, cultivating talents, and retaining talents.
Analyzing from the perspective of enterprise competition and the evolution of economic life, the early stages of humankind evolved from competition for land, livestock, and capital, to cost-based competition in the 1960s, to quality competition in the 1970s, and then to quality competition in the 1980s. The global competition of the 1990s and the innovation-based competition of the 1990s have evolved from a competition of tangible assets to a competition of intangible assets. With the development of electronic products and network information, epoch-making models of organizational management have emerged. Changes. Lester Thoreau, a professor at the School of Economics at the Massachusetts Institute of Technology in the United States, pointed out the advent of the "knowledge economy era" in his book "The Age of Knowledge Economy" and "Postcapitalist Society" written by management guru Peter Drucker. This means that the driving force of the economy is no longer tangible assets, but intangible assets such as patents, technology and knowledge. In the era of competition centered on "knowledge" and when knowledge will affect economic activities on a large scale, how companies adjust their administrative management deserves further discussion. Therefore, this article intends to analyze the impact of the knowledge economy on management changes and finally make suggestions.
1. Definition of knowledge economy
The so-called "knowledge economy" is an economy directly based on the stimulation, diffusion and application of knowledge information, creating a knowledge economy and the ability and efficiency to apply knowledge , it has surpassed the traditional elements of land and capital and become the main driving force supporting the development of knowledge-based economy countries. In short, the economic benefits generated by the creation, dissemination and transfer of knowledge are called knowledge economy.
2. Differences in management models in the agricultural era, industrial era and knowledge economy era
In the agricultural era, economic production mainly relied on tangible resources such as labor, livestock and land, and the application of knowledge The main method is repeated use, which is embodied in the transmission of experience and knowledge from generation to generation. The return rate on the use of tangible resources has a "diminishing" characteristic. For example, the more land is used, the poorer it becomes. In terms of cost-effectiveness, it shows that no matter how hard you work, The "price relationship" of one share of harvest; the main producer representatives are farmers, and the representative organizations are rural areas. In the industrial age, we still rely on tangible resources such as capital, factories, and machines, and the rate of return on the use of resources is still in a diminishing relationship. In terms of knowledge application, it mainly includes work manuals and standard operating procedures. Its cost efficiency mainly depends on the pursuit of achieving economies of scale. The producers are workers, and the representative organizations are factories.
In today’s so-called knowledge economy era, there have been revolutionary changes in economic activities, organizational production and management. First of all, the resources of economic production have been transferred into intangible (weightless) assets-"knowledge" ”; In terms of the application of knowledge, it relies on continuously created knowledge, rather than knowledge and unchanging operating standards inherited from generation to generation, and because knowledge is indestructible, enjoyable, and guaranteed by the global market , so the return on the use of knowledge has an "increasing" effect. For example, if a biotechnology company invests in the specific cost of a product, after it is successfully manufactured, its income will be several times astonishing. Generally speaking, accountants, lawyers, programmers, and university professors are all typical representatives of knowledge workers; and once knowledge workers fill an organization, the organizational form will develop to the extreme, and it will be possible to form organizations such as universities and hospitals. , that is, employees are mostly professionals who are highly dependent on knowledge to complete their work. At this time, leaders can only play the role of coordination, communication, support and promotion, and knowledge workers will gain higher work independence. Therefore, we can know that in the era of knowledge economy, enterprise administrative management will be transferred to management with knowledge workers as the core, and this will impact the overall administrative management policy of enterprises.
3. The development of enterprise administration in the era of knowledge economy
(1) Talent seeking: In the era of knowledge economy, high-tech industries or other knowledge-intensive industries with more competitive advantages will Faced with the challenge of increasing professionalism in the staff employed.
Traditionally valued employee traits, such as loyalty, stability, following orders, being good at reciting, and adhering to rigid work procedures, may become negative qualities in the era of knowledge economy. Therefore, we should actively hire employees with imagination, the courage to break through traditions, and the ability to challenge extremes. Wei, a talent who knows how to adapt to changes and is good at creating characteristics.
(2) Talent recruitment: As far as internal management is concerned, the employee performance appraisal system can emphasize the performance of their knowledge application or research and development; it can also provide multiple participation channels so that employees can participate in major decisions. exert influence on the human resources system, strengthen the promotion of the "proposal system", and provide positive support to any member's creativity without deliberately emphasizing the effectiveness of the suggestions made.
(3) In terms of talent cultivation: Human resources have higher maintenance costs than other organizational resources. From the perspective of "knowledge depreciation", if they are not maintained, knowledge creativity will inevitably decrease. The main reason is that The maintenance mechanism comes from training and education. Training can maintain the basic working ability, and education can truly enrich the knowledge creation ability. The two cannot be neglected, and the functions of the two cannot be confused.
(4) Talent retention: In the past, the most important system used by enterprises to retain talents was a sound retirement and welfare system, as well as a generous shareholding and dividend system. Nowadays, how to re-adjust employees' work content and define new roles through job design, job enrichment and other methods to increase intrinsic rewards of work is probably a problem that companies have to face. In addition, from the perspective of knowledge economy and administrative management, every member is a carrier of knowledge, especially key or senior employees. The organizational experience, knowledge and insights possessed by other employees are unmatched by other employees. Therefore, how to avoid key or senior employees’ organizational experience, knowledge and insights? The loss of senior employees, or reducing the impact of talent loss through management, is also an important issue. At present, many companies mostly hold sentimental farewell tea parties for resigning personnel, without systematically exploring and retaining their past work information, which will be detrimental to the progress of administrative management in the era of knowledge economy.
The characteristics of organizational management in the era of knowledge economy are mainly reflected in the fact that knowledge will replace tangible assets and become the main force of competition. Those who are good at managing knowledge can gain competitive advantages. Therefore, in order to promote enterprise management with high-quality administrative management strategies, we must pay attention to the enterprise's talent management operation process. Through the systematic thinking principles of participation, integration and implementation, we must establish a set of talent management strategies that integrate the characteristics of the knowledge economy era and give full play to the wisdom of brainstorming. Strengthen the establishment of a spiritual team with a common vision, emphasis on initiative, efficiency, applicability and innovation, and build the enterprise into a sustainable development organization. To sum up, in the era of knowledge economy, to promote enterprise operation with high-quality administrative management strategies, we must do a good job in the management of outstanding talents within the enterprise. At the same time, we must deeply realize again that constructing a plan to promote enterprise development is a permanent investment in enterprise administrative management. In addition to being related to the prosperity and future development of enterprises, it is also responsible for the continuous development and progress of enterprise employees in work and management. Analysis of the impact of knowledge economy on enterprise administrative management is a century-old plan for enterprise development. Enterprise administrative management must be actively and thoughtfully used. Management strategy, create a company with a high-quality cultural atmosphere, and operate a high-quality company.