(1) coding management mode. Code management mode refers to storing detailed knowledge codes in a database through technical means, which can be directly called by anyone in the company through the computer network.
The coding mode focuses on investing heavily in information technology in order to develop a management system that can quickly collect and disseminate knowledge. Then reuse this knowledge, so as to reduce costs, improve efficiency and gain benefits.
Knowledge can be reused infinitely many times very quickly, which is the main feature of this model. It not only saves working time, but also reduces the cost of information exchange, making the cost of products and services very low and the economic benefits extremely remarkable.
In this regard, Dell is a good example. Although a huge sum of money has been spent to develop a knowledge management system containing 40,000 "assembly technologies" (the competitor is 100), the sales volume has increased rapidly, reaching 1999, and the sales revenue is 411900 million dollars. In recent years, the company's profits have increased by 83% every year. The comprehensive outpatient decision-making system developed by Axe Company is quite similar. According to statistics, each record of this system has been used more than 8000 times in 1 year, which makes the telephone consultation fee very low, thus attracting a large number of customers. At present, the company occupies 50% of the telephone medical market, and its profit is increasing at a rate of 40% every year.
(2) Personalized management mode. Personalized management mode means that knowledge and the owner of knowledge are not separated, and his knowledge is spread and shared through direct communication between people.
Personalized management mode pays attention to the investment of human resources, introduces a large number of domestic and even world-class experts and scholars, and actively invests huge sums of money to encourage them to communicate directly with other employees and customers of the company in order to spread knowledge widely. Under normal circumstances, the knowledge of imported experts and scholars is very complicated and profound, and the stock in the whole society is not much, which is extremely scarce relative to social needs. Therefore, it is reasonable to ask high prices to provide customers with opportunities to enjoy this knowledge. For example, 1997, McKinsey consultants charge an average of $200 a day, and Anderson charges $600 for related data.
Personalized management mode has three remarkable characteristics: first, customer-oriented. It aims to improve the competitiveness of enterprises by acquiring, developing and transferring knowledge about customer needs, preferences and business conditions; The second is to establish the sense of responsibility of enterprise employees for knowledge. That is, by supporting employees to establish a sense of responsibility to identify, maintain and expand their own knowledge and update and enjoy knowledge assets, let each employee realize the important value of knowledge for their highly competitive work; Thirdly, it is the purpose of the management mode to attach importance to the management of intangible assets and give full play to the role of intangible assets such as patents, trademarks, management experience, customer relations and enterprise organization system. The management focuses on the renewal, organization, evaluation, protection, appreciation and market transaction of intangible assets.
For the above two knowledge management modes, which one is better? From the practice of enterprise team management, each team should make specific choices according to its own competitive objectives, internal knowledge and corporate culture. Basically, in a certain period of time, enterprises should lock in one mode as the main management mode and the other as an assistant. For example, some teams and groups have a lot of personalized knowledge, such as many experts and technical experts, so it is necessary to mine task-based knowledge, that is, according to the types of knowledge within the team. If we dig knowledge for an enterprise team without high-tech knowledge, it is difficult to achieve good results.