1. Establish a specialized knowledge management department and a knowledge supervisor.
The main task of the knowledge supervisor is to guide the enterprise to establish and improve the knowledge management system, transform the knowledge resources of the enterprise into maximum benefits, encourage employees to enjoy and innovate knowledge, and improve the competitiveness of the enterprise. Its main responsibilities are: to understand the company environment and the company itself, and to understand the information needs within the company; Establish and create an environment that can promote learning, accumulate knowledge and enjoy information, so that everyone can realize the benefits of knowledge and contribute to the company's knowledge base; Supervise and ensure that the quality, depth and style of knowledge are consistent with the development of the company, including the update of information; Ensure the normal operation of knowledge base facilities; Strengthen knowledge integration, generate new knowledge and promote the process of knowledge sharing.
2 advocate the enjoyment of knowledge, encourage knowledge innovation, and create a good environment.
The key for enterprises to implement knowledge management lies in creating a working environment conducive to promoting knowledge enjoyment and encouraging knowledge innovation. In this environment, people trust each other, have a harmonious relationship, speak freely, have a relaxed atmosphere and have active thoughts. Trust is particularly important because everyone has different ideas. In order to enjoy knowledge in the enterprise, every employee's ideas, creativity, suggestions and opinions should be understood and respected by the organization and other employees. In addition, a relaxed and active atmosphere is also important. In a relaxed and active working atmosphere, employees feel comfortable and can enjoy their ideas. Unlimited imagination makes new ideas, new concepts and new thinking emerge one after another, and the potential of knowledge innovation is greatly exerted.
3. Continuously promote enterprise electronization and establish enterprise information network.
Modern enterprises can build an information network with the help of information technology as a medium to contact employees, exchange information, enjoy knowledge and cooperate in innovation. For example, Andersen Consulting connects about 20,000 consultants to a network called "Knowledge Exchange" through Notes software. This "knowledge exchange" has more than 2000 databases. Through this network, the company's consultants can not only use the above database 24 hours a day, but also exchange the latest ideas, enjoy knowledge and innovate.
The enterprise knowledge base should also be established in the intranet to store all kinds of information and data needed in the process of enterprise activities and suggestions from employees.
4. Introduce incentive mechanism and establish evaluation system.
Knowledge is divided into explicit knowledge and tacit knowledge. Explicit knowledge refers to human wisdom that has solidified on some material carrier. Tacit knowledge refers to the secret knowledge stored in people's brains, such as experience, experience, skills and know-how, which has not been made public or can only be understood and difficult to express. Tacit knowledge is often exclusive, and its development and utilization value is relatively high. Explicit knowledge can be enjoyed by some technologies and media, but tacit knowledge can be enjoyed by employees. In the traditional concept, people think that their tacit knowledge is their personal value. If you take this knowledge out and enjoy it, you may fall out of favor or even lose your job because it is worthless. Knowledge management not only advocates "knowledge is power", but also attaches importance to "knowledge is power". Therefore, it is necessary to establish an effective incentive mechanism and evaluation system to encourage employees to provide their tacit knowledge to enterprises and actively carry out knowledge innovation.
5. Hire employees who are willing to enjoy knowledge.
"If you want knowledgeable employees, you'd better start from scratch," the expert said. "To create a knowledge-sharing culture for employees, we must start by recruiting employees, so we only recruit those who our employees feel they can work with." Therefore, the company's application process usually lasts for several days, requiring candidates to have extensive business and social exchanges with current employees. This process will eventually reach * * in the form of group discussion, and employees will evaluate the candidates' performance. As long as there are objections, candidates will not be admitted. In addition, the company also evaluates employees' performance according to the published number of questions answered by employees, the speed of answering questions, and whether they can often summarize the questions after getting the answers and publish them on the company intranet in time.
6. Establish a feedback system for knowledge management.
There will inevitably be some problems and changes in the implementation of knowledge management. The feedback system of knowledge management can feed information back to the knowledge supervisor in time, so that the knowledge supervisor can take corresponding measures to solve problems quickly and accurately, thus minimizing the cost of enterprise knowledge management, making knowledge management go smoothly and improving the effectiveness of enterprise knowledge management.
In addition to these aspects, enterprises should also ... >>
Question 2: How to manage knowledge? However, it was not until the 1990s that global business leaders began to discuss the issue of knowledge management. Facing the knowledge-rich modern information society, knowledge management has indeed become a big challenge for enterprise managers. The knowledge economy is well known in China. Because of the importance of knowledge, related learning, learning enterprise organization, MBA courses and knowledge (wisdom) capital have become hot topics for enterprises in China. However, as an independent functional department, knowledge management can not really be implemented in enterprise organizations. As an important branch of enterprise management, knowledge management has not been accepted by most enterprise managers. Here, knowledge management is still a big challenge for managers in China. To implement knowledge management in Chinese enterprises, we must first master three basic problems:? What is knowledge management? This is by no means a temporary fashion, but a key strategy to determine the rise and fall or even life and death of an enterprise. It manages the key strategic assets of the enterprise. The key to competition in the era of industrialization lies in machines. Whoever owns advanced machinery and equipment will have a competitive advantage. In the modern information society, your unique knowledge has become your only chip to beat your opponent. The key of knowledge management lies in discovering strategic knowledge information related to its own core competence, and optimizing this knowledge to make it a key asset of an enterprise. ? ? Here, I disagree with some people who turn knowledge management into a bureaucratic structure and set up a knowledge management department. Knowledge management should be a highly strategic management function. Enterprises need a knowledge president. He (she) works with the CEO and COO to formulate, adjust and develop the overall competitive strategy of the enterprise, and then under the guidance of the overall competitive strategy, optimizes the knowledge assets of the enterprise to coordinate with other strategic assets of the enterprise, and finally realizes the overall competitive strategy of the enterprise. Knowledge management needs horizontal cooperation and active participation of employees. Therefore, in the enterprise of experimental knowledge management, a flat enterprise organizational structure is very critical. ? Where are the challenges of China enterprises? Chinese enterprises have just stepped out of the misunderstanding of blind development. Many enterprises have realized that real development must be based on core competitiveness. In terms of knowledge management, it can be said that enterprises in China have not really started. Challenge is motivation. Establish relevant knowledge management strategies, and you should start now! (Jeff Zhou)
Question 3: What are the benefits of knowledge management for enterprises? GTT enterprise knowledge base system is mainly used for explicit knowledge management of enterprises, aiming at integrating advanced informatization, digitalization and web2.0 network technology with the latest concepts of knowledge management, and supporting enterprises to build an all-round knowledge management and information exchange platform. Accumulate and preserve enterprise information and knowledge assets, speed up the circulation of internal information and knowledge, realize the enjoyment of internal knowledge, and comprehensively improve the overall competitiveness of enterprises.
GTT enterprise knowledge base system can quickly analyze enterprise knowledge structure, classify and store knowledge data, enjoy knowledge application, improve enterprise management efficiency and increase enterprise knowledge assets. Accumulate and * * enjoy the experience, knowledge and skills of employees at work through the functions of knowledge hall, knowledge question and answer, knowledge sharing, etc., and provide intellectual support for organizational development; Through enterprise unity, brainstorming and brainstorming to solve problems.
For reference.
Question 4: How to manage enterprise knowledge well? Knowledge management can be roughly divided into five steps.
1. What knowledge is worth managing?
2. Define knowledge management objectives
3. Clear knowledge management responsibilities
4. Design knowledge management incentive mechanism
5. Waiting for the growth of knowledge management
First, what knowledge is worth managing?
Management is the process of resource allocation. Contrary to what most people think, management not only has benefits, but also costs. There are two main costs: one is the opportunity cost caused by inefficient allocation of resources; The second is the switching cost of breaking through the behavioral inertia of employees' comfort zone.
From the perspective of cost-benefit, not all knowledge is worth managing, or even only a few knowledge is worth managing.
Therefore, knowledge management must first deconstruct the concept, that is, evaluate what knowledge is worth managing.
Generally speaking, there are three kinds of knowledge worth managing in enterprises:
First, look at the core value creation link from the business perspective (2/8 principle);
Second, from the perspective of human resources, employees are responsible for outstanding performance in the field;
Third, better measure the evaluation scope from the perspective of process progress and effect.
The narrower the starting point of knowledge management, the better. Only when resources are concentrated enough can they be deepened and effective. If it is effective, the costs and benefits can be evaluated.
Second, a clear goal of knowledge management
The goal of knowledge management is to point to the result rather than the process as far as possible, rather than what experience and wisdom have been accumulated. What is needed is what efficiency is improved and what costs are saved through precipitation and accumulation. Without the previous focus, there is no way to set goals here, and even the time and energy required to demonstrate goals exceed the benefits of knowledge management itself.
When the management has set a clear management goal, with the achievements of cutting into the field and convincing benefits, it is much easier for the management to expand and promote.
Third, clarify the responsibilities of knowledge management.
In the final analysis, any management is human management, and processes and systems can help people, provided that someone is responsible for the effectiveness of processes and systems. When many enterprises carry out knowledge management, they often say that "every employee in every position has a responsibility". This level of responsibility is not enough. As we said in the first article, if * * * comprehensively promotes knowledge management, this change will be inefficient, ineffective or even negative for many positions and processes.
The responsibility of knowledge management here is not only to evaluate and prove that knowledge management is effective, but also to evaluate and find that knowledge management is ineffective. If we know which links of an enterprise can run smoothly and efficiently without knowledge management, it is a gain in itself. Always remember that management is a means, not an end.
Fourthly, design the incentive mechanism of knowledge management.
Behavior has inertia. If you want to change the inertia of behavior, you must invest enough resources, but this kind of resource investment requires skill. Management must know exactly what behavior we want to motivate.
Knowledge management is a tool, but it is not worth using it. There are three aspects worth investing in incentive resources: first, the optimization and upgrading of tools, more efficient and lower-cost knowledge management tools and methods; The second is the integration of tools and business, which effectively combines tools and methods with existing workflows to design new jobs and working methods; Third, use new tools to create high performance. The first and second points create the third point, and the third point proves the effectiveness of the first and second points.
If we only pay attention to the change of employees' behavior and ignore the attention to performance, this kind of incentive is not conducive to promoting knowledge management in essence.
Verb (abbreviation of verb) waits for the growth of knowledge management.
The key to building a knowledge management system is to be patient and initial.
At the beginning, we put forward many assumptions, such as: which are the core links of value creation; Who is outstanding; Which processes are more suitable for evaluation and measurement? Many of these assumptions are wrong. Management needs enough patience to verify the hypothesis, adjust the hypothesis, wait for the result and verify the hypothesis. If you advance too fast, it is not effective knowledge, but chaotic information. The most worthless thing in the Internet age is information. The more information, the higher the screening cost and the lower the value. If a post has 100 processes and each link has 1000 words, I believe no one will read this document. Knowledge takes time to precipitate, so be more patient.
...& gt& gt
Question 5: What is enterprise knowledge management and how to manage it better? Modern enterprise management is a comprehensive system of comprehensive management, professional management and basic management. The basic work of enterprise management plays an important role in enterprise management. The basic work of management is at the grass-roots level of the whole enterprise management system, the management of various disciplines is at the middle level and the comprehensive management is at the highest level. These three kinds of management work are closely related and inseparable. The basic work of management is "foundation", and professional management and comprehensive management are "floors". If the "foundation" is firm, the building will be stable, otherwise the building will fall down. Basic management is the basis and premise to realize comprehensive management and professional management. Only when it is combined with comprehensive management and professional management, can it be meaningful and do a good job in enterprise management. Therefore, to do a good job in enterprise management, we must first start from the basic management work.
First, change the mode of economic development.
Changing the mode of economic development is an urgent and significant strategic task related to the overall situation of the national economy, and it is also an inevitable requirement for enterprises to implement Scientific Outlook on Development. Enterprises should be market-oriented, enhance their independent innovation ability and management ability, optimize product structure, and improve product quality and added value; At the same time, through all-staff, all-round, standardized whole process, strict lean management and quality improvement, the management level is improved, the cost is reduced, the pollution is reduced, the operation is optimized, the market competitiveness is improved, and the sustainable development of enterprises is realized.
The second is to standardize the system, clarify the business process and refine the core content.
System is the code of conduct of enterprises, and it is also the guarantee of efficient operation of enterprises. Only by using standards and systems to standardize employees' behavior, standardize the vertical steps and horizontal relations in work and optimize work procedures can we minimize unsafe factors in work, minimize work costs, minimize all kinds of consumption and maximize work efficiency.
The construction of enterprise rules and regulations is a process of advancing with the times, which directly affects the improvement of enterprise basic management ability and is related to the standardized management of enterprises. When formulating the system, we must maintain a rigorous attitude, ensure its scientificity, accuracy and adaptability, consider the adaptation to the company's development strategy and management model, meet the requirements of the company's strategic development, and take into account the company's reality and future development needs.
At the same time, in the huge business network, find out several main chains, clarify each process of the chain according to the actual situation of the chain, simplify the complex things, quantify the simple things, and use the process to promote the work of the executors, so that the executors can know what they should do and how to do it through this process, instead of relying on the leadership to promote everything. And extract several core contents from each chain, so that executors can give priority to the allocation of execution resources, instead of focusing on it everywhere and rambling. To achieve the goal of "ruling according to law", rather than focusing on leadership. Regularly supervise, evaluate and revise various rules, regulations and processes, and constantly improve their management functions. Details determine success or failure. Many enterprises' decades of honor and aura disappeared instantly. The reason is that they ignore details, turn a blind eye to small mistakes and shortcomings, and do not take effective measures to correct them. Sometimes small problems lead to big problems, and business failures are inevitable. So be sure to pay attention to the details and don't miss the opportunity to correct any mistakes. When mistakes are found, they must be corrected, and when problems are found, they must be solved. When any problem occurs, we must find out the time and place, who is responsible for the accident, whether it has brought losses to the company, how big the losses are, and how to effectively prevent similar incidents from happening again, otherwise we will never make progress and the enterprise will never make progress.
Third, do a good job in standardization.
Standardization is a comprehensive management basic work of enterprises, an important basis for enterprises to carry out production and business activities, and an important means for enterprises to improve their management level. Standardization is the basis and criterion for enterprises to do well in various management activities, the premise for enterprises to adapt to market economy, and an important way to standardize various management work, stabilize product quality and improve enterprise management level. Therefore, enterprises must attach importance to standardization, incorporate the basic management of the company into standardization, adopt high standards as far as possible, and form a system of management, such as the quality management system, environmental management system and occupational health and safety management system of enterprises in strict accordance with GB/T 1900 1, GB/T2400 1, GB/. On-site management, formulate 6S management standards and conscientiously implement them, so that all work has standards and everyone works according to standards ... >>
Question 6: How to make knowledge management play a role in enterprises? Enterprises hope to build an unforgettable enterprise through knowledge management. To put it simply, in enterprise management activities and development, we can inherit the excellent experience of the past, avoid the mistakes we encountered in the past, and turn knowledge into action to the greatest extent.
The whole life cycle management of knowledge is the key to knowledge management! Why do you say that? The core of its management is to solidify the experience points in all aspects of the business based on the business of the enterprise, so that the business personnel who operate in the future can operate according to the standardized process that has accumulated experience and lessons. 3Hmis integrated knowledge management system is a knowledge management system based on knowledge life cycle management. The specific operation is from the embryonic stage of knowledge, through testing to form a complete set of method experience, to the continuous improvement in the later stage, and finally to self-ferment, fit the business, and manage the knowledge throughout the life cycle. It can effectively promote the management and reuse of explicit knowledge, and also help the formation, collection and application of tacit knowledge.
Question 7: Which companies in China are doing their own enterprise knowledge management? How on earth did they do it? What is the framework of knowledge management? The team incentive treasure developed by Zhejiang Xieding Education Technology Co., Ltd. is really good, so you can go and find out.
1. Establish a healthy corporate culture management system.
Points system management can link any employee's behavior with points, employees' good behavior will be recognized by reward points, and employees' bad behavior will be constrained by deduction points, so points system management is very conducive to establishing a healthy corporate culture.
2. Use the integral system to enhance the execution of the system.
With the implementation of the point system management, all employees' violations can be reduced, without deducting money or affecting employees' wages, which is acceptable to everyone. At the same time, employees received a signal of punishment by deducting points. With this management system, the execution of the system has been greatly enhanced.
3. Use the integral system to solve the egalitarian enterprise management system in distribution.
The implementation of points management, points represent a person's comprehensive performance, employees' points are clearly ranked according to the ranking, bonuses are linked to the points ranking, everyone is unevenly distributed, and a few people can be put on the stage for public development, which completely solves the problem of egalitarianism in distribution.
4. Use the integral system to save management costs. Employee equity incentive plan
First, points do not need to be purchased, which is an inexhaustible incentive resource. Points are not directly linked to money, but have been used for ranking. After the treatment distribution plan is formulated, it has nothing to do with the amount of points used. Second, with points, the original average distribution of benefits is linked to the ranking of points, without increasing the cost. Because of the gap, the incentive effect doubles, which is equivalent to saving costs.
5. Incentive scheme for retaining excellent employees with integral system
With the implementation of point system management, the longer employees work, the better their performance, the higher the accumulated points, the higher the points and the stronger their sense of accomplishment. At the same time, the more benefits will be obtained, and some even have shares, thus solving the ownership problem, and the enterprise will have the weight to retain talents and the employees will be stable.
6. There is no need to modify the rules and regulations and change the reward scheme of the process company.
Every enterprise has its own management system, its own rules and regulations, and its own processes, but these don't need to be changed, just need to introduce the integral system. Therefore, any enterprise can use this management method freely.
Four major differences between holistic management and traditional management methods
Difference 1: Simplify management. There is no need to brainwash employees, do not need to conduct vigorous internal training for employees, and do not need too much criticism and education. It is reward and punishment-oriented, and generates signals through rewards and punishments, so that employees can work and live under the signals, and these signals are all positive energy-oriented. Therefore, the overall system management is simple and effective.
Difference 2: Traditional management requires internal training for employees and requires employees to be grateful and dedicated. These methods mobilize the external enthusiasm of employees, so it is difficult to last. In the point system management, employees get points in order to travel abroad, get more bonuses and get shares in the company. Integral links the needs of enterprises with the interests of employees. So as to mobilize the internal enthusiasm of employees.
Difference 3: Traditional management is always less.
I can't deduct employees' money, and the system of not deducting money is not binding. Now I use integral instead. If the employee is wrong, he will not deduct money, only reduce points and throw away things that the employee doesn't like. At the same time, employees can also get points to win prizes, participate in the happy meeting (staff meeting) lucky draw, which reflects recognition everywhere and people-oriented, so it is more humanized than traditional management and easier to be accepted by employees.
Difference 4: The traditional management method is a closed management, and the scope of management is always limited, while the integral management method only needs * * * rules and regulations and the standard of reward and deduction, and the scope of management can be extended to know, public order and good customs, covering all behaviors and performances of all people.
Team reward Bao points system management expert
Question 8: How to do a good job of knowledge management within enterprises? The foundation of knowledge management is to manage the explicit and tacit knowledge of enterprises and make use of it. The difficulty lies in how to develop and manage employees' tacit knowledge. There will be a process of experience accumulation before the outcome document appears. These contents are basically the contents of the staff's minds, which can be methods to deal with some problems or special situations. Therefore, the knowledge auditing system with explicit and tacit knowledge is very important:
Firstly, the knowledge provided by Huibotong knowledge management system, such as forum center, Weibo and information desk, is used to share and discuss the experience, knowledge and problems in the work process, and explicit knowledge is formed after summary and evaluation by enterprise knowledge management implementers.
Second, formulate a system for tracking and auditing knowledge related to business or production and operation, encourage employees to sum up actual work, form words, conduct assessment and evaluation, give rewards, formulate plans and management of related businesses, and supervise the formation of outcome documents.
On the one hand, it pays more attention to participation, on the other hand, it pays more attention to standardization, which can effectively help enterprises to make knowledge content explicit and become memorable enterprises.
Question 9: How to manage knowledge? However, it was not until the 1990s that global business leaders began to discuss the issue of knowledge management. Facing the knowledge-rich modern information society, knowledge management has indeed become a big challenge for enterprise managers. The knowledge economy is well known in China. Because of the importance of knowledge, related learning, learning enterprise organization, MBA courses and knowledge (wisdom) capital have become hot topics for enterprises in China. However, as an independent functional department, knowledge management can not really be implemented in enterprise organizations. As an important branch of enterprise management, knowledge management has not been accepted by most enterprise managers. Here, knowledge management is still a big challenge for managers in China. To implement knowledge management in Chinese enterprises, we must first master three basic problems:? What is knowledge management? This is by no means a temporary fashion, but a key strategy to determine the rise and fall or even life and death of an enterprise. It manages the key strategic assets of the enterprise. The key to competition in the era of industrialization lies in machines. Whoever owns advanced machinery and equipment will have a competitive advantage. In the modern information society, your unique knowledge has become your only chip to beat your opponent. The key of knowledge management lies in discovering strategic knowledge information related to its own core competence, and optimizing this knowledge to make it a key asset of an enterprise. ? ? Here, I disagree with some people who turn knowledge management into a bureaucratic structure and set up a knowledge management department. Knowledge management should be a highly strategic management function. Enterprises need a knowledge president. He (she) works with the CEO and COO to formulate, adjust and develop the overall competitive strategy of the enterprise, and then under the guidance of the overall competitive strategy, optimizes the knowledge assets of the enterprise to coordinate with other strategic assets of the enterprise, and finally realizes the overall competitive strategy of the enterprise. Knowledge management needs horizontal cooperation and active participation of employees. Therefore, in the enterprise of experimental knowledge management, a flat enterprise organizational structure is very critical. ? Where are the challenges of China enterprises? Chinese enterprises have just stepped out of the misunderstanding of blind development. Many enterprises have realized that real development must be based on core competitiveness. In terms of knowledge management, it can be said that enterprises in China have not really started. Challenge is motivation. Establish relevant knowledge management strategies, and you should start now! (Jeff Zhou)
Question 10: What are the benefits of implementing knowledge management in enterprises? (a) Enhance competitiveness: organizations can improve the efficiency and effectiveness of implementation through knowledge sharing, solve the problems faced by customers or enterprises through knowledge sharing, accumulate and learn relevant experience, become organizational knowledge, and establish a set of rules of experience, so as to enhance the competitiveness of enterprises and maintain long-term sustainable competitiveness. For example, in the case that Company B is facing a flat organization and its profit is not as good as expected, it is necessary to strengthen the accumulation speed of knowledge so as to widen the distance from its competitors; The knowledge management of Company D focuses on integrating market demand with real-time and regional market demand. (2) Improve cross-unit knowledge sharing: Knowledge management can solve the problem of knowledge sharing between units in an organization, because individuals or departments in each unit can freely acquire the knowledge of the information needed in the knowledge base, and can effectively integrate knowledge to achieve value-added effects. Both Company B and Company C need to pay attention to technology, knowledge information and experience accumulation with customer service units, and provide cross-departmental sharing through knowledge management information to shorten customer service time. (3) Ability to accelerate innovation: The essence of knowledge management is information retrieval, information storage and information reorganization. Through the transfer and reorganization between individuals and organizations, knowledge innovation can be accelerated and the value of knowledge can be increased. A company has a technical training center that provides patent bonuses; In Company B, they encourage experiments and projects to create new technologies and customer service. In company D, original products are introduced through information analysis. (4) Reduce operating costs: The accumulation, value-added and innovation of knowledge can greatly reduce the operating costs of enterprises, find needed knowledge in real time, solve problems, improve efficiency and avoid customer churn. The most obvious example is Company D, which provides the most real-time information on commodity sales, supply and customer preferences, while reducing the company's inventory and management costs. Company C advertised intelligent replication and virtual factory in the factory and customer service, which not only reduced the factory cost, but also saved the time cost of customers' repeated inquiries. (5) Reduce the loss of knowledge caused by employee turnover: If the knowledge of the enterprise is systematically integrated and managed, this knowledge will snowball with time and experience, and the enterprise will not continue to grow or knowledge will be interrupted because of employee turnover.