民(min)企老板對知識(shi)管理存在誤(wu)區
樂載(zai)兵說(shuo),企業進(jin)行知識(shi)(shi)(shi)管(guan)理就是(shi)(shi)要把私人的(de)知識(shi)(shi)(shi)轉化(hua)為組(zu)織(zhi)的(de)知識(shi)(shi)(shi),以提升組(zu)織(zhi)的(de)創新能力和應(ying)變能力。但是(shi)(shi),目(mu)前在民(min)(min)營企業的(de)知識(shi)(shi)(shi)管(guan)理中還存在著許(xu)多(duo)誤區,許(xu)多(duo)老板認為知識(shi)(shi)(shi)管(guan)理和知識(shi)(shi)(shi)型員工的(de)管(guan)理非我關心之重點,樂載(zai)兵強調這是(shi)(shi)民(min)(min)企老板的(de)認識(shi)(shi)(shi)誤區。
知識管理的四(si)大要(yao)素
樂(le)載兵(bing)(bing)認為(wei)(wei)(wei),知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)可以(yi)分(fen)(fen)為(wei)(wei)(wei)幾(ji)大(da)類(lei):從(cong)層次上來(lai)(lai)講,分(fen)(fen)為(wei)(wei)(wei)私人知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)和(he)(he)組(zu)(zu)織(zhi)(zhi)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)兩大(da)類(lei);從(cong)性(xing)質來(lai)(lai)說,可以(yi)分(fen)(fen)為(wei)(wei)(wei)隱(yin)性(xing)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)與顯性(xing)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi);從(cong)程度(du)來(lai)(lai)說,又可以(yi)分(fen)(fen)為(wei)(wei)(wei)一般(ban)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)與特殊知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi);從(cong)其它方面(mian)看,又可劃分(fen)(fen)為(wei)(wei)(wei):功能(neng)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)、營運知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)、情境(jing)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)。樂(le)載兵(bing)(bing)一再(zai)強調(diao)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)管(guan)理有四個要素(su):即(ji)人員知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)型(xing)員工的(de)(de)激(ji)勵(li)和(he)(he)管(guan)理;文化(hua)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)分(fen)(fen)享(xiang)、創(chuang)造和(he)(he)運用;流程和(he)(he)組(zu)(zu)織(zhi)(zhi)架構促(cu)進(jin)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)管(guan)理,激(ji)勵(li)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)型(xing)員工;技術(shu)獲(huo)取和(he)(he)傳遞私人知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)(人力資(zi)本(ben)(ben))使之成(cheng)為(wei)(wei)(wei)組(zu)(zu)織(zhi)(zhi)知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)(組(zu)(zu)織(zhi)(zhi)資(zi)本(ben)(ben))。他(ta)說,只有學(xue)(xue)習(xi)的(de)(de)速度(du)大(da)于環境(jing)變化(hua)的(de)(de)速度(du),企(qi)業才能(neng)生存(cun)。學(xue)(xue)習(xi)型(xing)組(zu)(zu)織(zhi)(zhi)可分(fen)(fen):單環學(xue)(xue)習(xi)提高效率(lv)(把事做正(zheng)確),變革但不質疑假設和(he)(he)核心信條;雙環學(xue)(xue)習(xi)改(gai)變戰略(做正(zheng)確的(de)(de)事)、常規、信條等;三環學(xue)(xue)習(xi)對組(zu)(zu)織(zhi)(zhi)學(xue)(xue)習(xi)的(de)(de)再(zai)學(xue)(xue)習(xi),即(ji)如何進(jin)行單環和(he)(he)雙環學(xue)(xue)習(xi)。經(jing)濟實體應該建立學(xue)(xue)習(xi)型(xing)組(zu)(zu)織(zhi)(zhi),通(tong)過(guo)個人學(xue)(xue)習(xi),組(zu)(zu)織(zhi)(zhi)學(xue)(xue)習(xi),智(zhi)力資(zi)產,信息系統(tong)設施(shi),知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi)管(guan)理和(he)(he)創(chuang)新,組(zu)(zu)織(zhi)(zhi)其系統(tong)的(de)(de)解決問題,試驗(yan)新方法;從(cong)過(guo)去經(jing)驗(yan)和(he)(he)歷史學(xue)(xue)習(xi),從(cong)他(ta)人經(jing)驗(yan)和(he)(he)*做法學(xue)(xue)習(xi),快速、有效地在(zai)組(zu)(zu)織(zhi)(zhi)內(nei)傳遞知(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(shi),來(lai)(lai)培養(yang)員工的(de)(de)心智(zhi)模式、共(gong)同愿景。
社交資本是知識管理(li)能(neng)否成功的關鍵
樂載兵告知記者,培育社交資(zi)(zi)(zi)本(ben)是(shi)(shi)(shi)知識(shi)管理和(he)管理知識(shi)型員(yuan)工能(neng)否成功的(de)關鍵(jian)。他(ta)說,社交資(zi)(zi)(zi)本(ben)是(shi)(shi)(shi)通(tong)過(guo)個人(ren)和(he)社會(hui)單位(wei)所(suo)擁(yong)有的(de)關系網所(suo)獲得的(de)實際和(he)潛在資(zi)(zi)(zi)源的(de)總和(he),它的(de)重要性(xing)(xing)體現在經濟交易、人(ren)力資(zi)(zi)(zi)本(ben)、知識(shi)分(fen)享和(he)創造(zao)上,并會(hui)影響職業成功和(he)薪酬。因此提供豐富的(de)人(ren)才資(zi)(zi)(zi)源庫,將促進(jin)單位(wei)之間的(de)資(zi)(zi)(zi)源交流、產品創新、智力資(zi)(zi)(zi)本(ben)創造(zao)和(he)跨(kua)職能(neng)團隊效率(lv),減(jian)少員(yuan)工流失和(he)組織摩擦(ca),并可(ke)以(yi)(yi)加強同客戶、供應商等的(de)合作(zuo),增(zeng)強學習,形成互信、尊重、關愛的(de)工作(zuo)氛圍,尤(you)其是(shi)(shi)(shi)在隱(yin)(yin)性(xing)(xing)知識(shi)的(de)獲取上。他(ta)認為隱(yin)(yin)性(xing)(xing)知識(shi)乃競爭優勢之最(zui)終(zhong)源泉(quan),它難(nan)以(yi)(yi)編(bian)碼、用語(yu)言或文字等表達,難(nan)以(yi)(yi)傳(chuan)遞(di),但通(tong)過(guo)社交可(ke)以(yi)(yi)在一定(ding)程度上達到隱(yin)(yin)性(xing)(xing)知識(shi)的(de)分(fen)享。
對(dui)知(zhi)識型員工實(shi)行績效管(guan)理
樂載(zai)兵(bing)說(shuo),知識型員(yuan)工(gong)(gong)尋(xun)求什么?責(ze)任、自(zi)(zi)由(you)、參與(yu)、自(zi)(zi)我(wo)發(fa)展(zhan)機會、意(yi)見能(neng)(neng)被聽取、受到(dao)尊(zun)重。那么如(ru)何吸(xi)引(yin)優(you)秀人才(cai)加入團(tuan)隊?品牌已經成為吸(xi)引(yin)人才(cai)的(de)(de)(de)(de)(de)(de)(de)精明雇主,知識型員(yuan)工(gong)(gong)的(de)(de)(de)(de)(de)(de)(de)績(ji)效管(guan)(guan)理(li)也是(shi)(shi)重要(yao)因素。知識型企業應(ying)該(gai)實(shi)行的(de)(de)(de)(de)(de)(de)(de)績(ji)效管(guan)(guan)理(li)模式是(shi)(shi)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)管(guan)(guan)理(li)法。目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)管(guan)(guan)理(li)通過(guo)專門(men)設計的(de)(de)(de)(de)(de)(de)(de)過(guo)程,將(jiang)組(zu)(zu)織(zhi)(zhi)的(de)(de)(de)(de)(de)(de)(de)整體目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)逐級(ji)(ji)分(fen)(fen)解,轉換為各部門(men)、各員(yuan)工(gong)(gong)的(de)(de)(de)(de)(de)(de)(de)分(fen)(fen)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)。在目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)分(fen)(fen)解的(de)(de)(de)(de)(de)(de)(de)過(guo)程中,明確(que)權力和責(ze)任。目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)方向(xiang)一(yi)(yi)致、環環相扣、相互配合(he),才(cai)能(neng)(neng)形成協調統一(yi)(yi)的(de)(de)(de)(de)(de)(de)(de)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)。只有每(mei)個人完成了自(zi)(zi)己的(de)(de)(de)(de)(de)(de)(de)分(fen)(fen)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao),組(zu)(zu)織(zhi)(zhi)的(de)(de)(de)(de)(de)(de)(de)總目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)才(cai)能(neng)(neng)完成。同時(shi),目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)管(guan)(guan)理(li)關(guan)注與(yu)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)相關(guan)的(de)(de)(de)(de)(de)(de)(de)工(gong)(gong)作(zuo)(zuo)(zuo)職責(ze)及貢獻(xian)和產(chan)出(chu)。所有的(de)(de)(de)(de)(de)(de)(de)績(ji)效評(ping)估關(guan)注的(de)(de)(de)(de)(de)(de)(de)都(dou)是(shi)(shi)員(yuan)工(gong)(gong)在工(gong)(gong)作(zuo)(zuo)(zuo)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)范圍內的(de)(de)(de)(de)(de)(de)(de)工(gong)(gong)作(zuo)(zuo)(zuo)產(chan)出(chu)與(yu)工(gong)(gong)作(zuo)(zuo)(zuo)表現,如(ru)軟件開發(fa)公(gong)(gong)司(si)關(guan)注的(de)(de)(de)(de)(de)(de)(de)就是(shi)(shi)公(gong)(gong)司(si)的(de)(de)(de)(de)(de)(de)(de)軟件開發(fa)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)和銷售計劃,任何工(gong)(gong)作(zuo)(zuo)(zuo)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)之外的(de)(de)(de)(de)(de)(de)(de)員(yuan)工(gong)(gong)表現都(dou)不(bu)(bu)(bu)作(zuo)(zuo)(zuo)為績(ji)效評(ping)估的(de)(de)(de)(de)(de)(de)(de)依據。樂載(zai)兵(bing)強調,目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)管(guan)(guan)理(li)是(shi)(shi)一(yi)(yi)種程序或(huo)過(guo)程,它使組(zu)(zu)織(zhi)(zhi)中的(de)(de)(de)(de)(de)(de)(de)上(shang)、下(xia)級(ji)(ji)一(yi)(yi)起協商,根據組(zu)(zu)織(zhi)(zhi)的(de)(de)(de)(de)(de)(de)(de)使命確(que)定(ding)一(yi)(yi)定(ding)時(shi)期內組(zu)(zu)織(zhi)(zhi)的(de)(de)(de)(de)(de)(de)(de)總目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao),由(you)此決定(ding)上(shang)、下(xia)級(ji)(ji)的(de)(de)(de)(de)(de)(de)(de)責(ze)任和分(fen)(fen)目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao),并把(ba)這些目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)作(zuo)(zuo)(zuo)為組(zu)(zu)織(zhi)(zhi)經營、應(ying)評(ping)估和獎勵的(de)(de)(de)(de)(de)(de)(de)標(biao)(biao)(biao)(biao)(biao)(biao)準。并不(bu)(bu)(bu)是(shi)(shi)有了工(gong)(gong)作(zuo)(zuo)(zuo)才(cai)有了目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao),而是(shi)(shi)有了目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)才(cai)能(neng)(neng)確(que)定(ding)每(mei)個人的(de)(de)(de)(de)(de)(de)(de)工(gong)(gong)作(zuo)(zuo)(zuo);同時(shi),目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)管(guan)(guan)理(li)不(bu)(bu)(bu)是(shi)(shi)完全(quan)不(bu)(bu)(bu)考核過(guo)程。由(you)于(yu)形成了目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)體系(xi),一(yi)(yi)環失誤,就會牽動全(quan)局。因此,在目(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)實(shi)施過(guo)程中的(de)(de)(de)(de)(de)(de)(de)管(guan)(guan)理(li)不(bu)(bu)(bu)可缺少。
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